MBA 725 - Reflections on Module 3 Concepts

Do policies limit the creative tendencies of leaders? How can an organization establish policies yet still foster creativity and innovation?

Policies can sometimes limit the creative tendencies of leaders. By defining policies with too much detail, the leader may be worked into a “box” and stifled in his ability to think creatively. Although, if a leader is extremely creative, he will come up with ways to be creative even while maintaining the policy. A good way to establish policies and still foster creativity is to build some leeway into the system. The organization should identify what policies are firm and unchangeable and make those as detailed as possible. Safety guidelines come to mind in this instance. Other policies might be a bit less defined in order to allow creative thinking. In all cases, there should be a system to allow suggestions for change. Even on a safety policy… perhaps the leader might think of an even safer way to perform a task. If a system is in place to suggest change, then it could be adjusted.

Are policies and procedures viewed in different capacities by leaders of different waves of change?

Certainly. In the earlier waves, where a more managerial approach is used, policies and procedures are usually enforced by the manager. As we move into the current wave and waves of the future, leaders will be given more autonomy to create and have flexibility to think outside the box and not be “trapped” by a policy.

Why is cultural understanding essential in establishing knowledge management within an organization?

Without an understanding of the business culture, the method of conveying knowledge may be totally wrong. An example I used in our class discussion… if your business is full of engineers who all have advanced degrees, the method of storing, retrieving, and presenting information will be totally different than that of a company made up of high school graduates.

Historically speaking, culture has been considered a longtime process. Yet in a society that is characterized by more frequent change and greater levels of uncertainty, how do the more rapidly changing effects impact the culture of organizations? Is it necessary for the culture of an organization to keep pace with the rapid changes?

A book that I’ve referenced other times comes to mind. It’s titled It’s Not the Big That Eat the Small… It’s the Fast That Eat the Slow. In it, author Laurence Houghton discusses how the businesses that are going to survive are the ones that adapt quickly. The Titanic-size organizations of old will not fare as well unless they learn to accept change quickly. The culture that needs to be created in the future waves is a culture of change.

June 8, 2007 | Filed Under MBA 725 

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