My Personal Philosophy Of Innovation

This study, thus, intends to investigate innovation determining (a) the meaning of innovation representing people’s present beliefs and ideas, and (b) an easily adaptable and acceptable process of innovation that can help people in general to be innovative. In this process, this study accentuates human factors representing different personal constructs associated with the innovation process. The literature on innovation also confirms the significance of human factors in innovation occurrences (GII 2014 report, p. xvii)

Innovation is the process by which organizations use their resources and competencies to develop new or improved goods and services or to develop new production and operating systems so that they can better respond to the needs of their customers. Innovation can result in brilliant success for an organization. Apple’s ipod has changed not only the music listening industry but also music purchasing and now they are moving into the mobile phone industry.

Innovation is the solid foundation that drives the global workforce. From the textile revolution to Elizabeth Blackwell revolutionizing the medical field for women, innovation has created the modern world as we know it today. Doctor Ellen Ochoa was an innovator who made groundbreaking history revolutionizing the fields of astronomy and engineering, inspiring individuals to chase their dreams after she became the first Hispanic woman in space.

Throughout this course, Dynamic Leadership has educated me and enlightened me in three aspects –

“There is no escaping change- except for death! Thus it makes good and prudent sense to learn as much as on can about the nature of change, including how to embrace it and how to maximize positive changes”(Porter_ O’Grady & Malloch,2016.p.4). It is important for a leader to understand her own philosophy of innovation and leadership to be effective in the workplace. In this course, I learned how to develop my philosophy of innovation and leadership, and how to create my own personal mission based on my ethics and core values to be effective DNP leader in the future.

This century has been full of innovation. New technologies, new products, new services, whole new industries have emerged. Yet the call for innovation in business has never been more intense. Why? Here is my list of the top ten reasons for why we need innovation. 10. For economic growth This is the most often cited reason for needing innovation. Innovation is the route to economic growth. Industries are maturing. Products are maturing. Innovation is the creation and transformation of new knowledge into new products, processes, or services that meet market needs. As such, innovation creates new businesses and is the fundamental source of growth in business and industry. 9. For

My personal philosophy of innovation encompasses many ideas. It is not only thinking outside of the box, but questioning why the box is even necessary. It is about creating opportunity out of disappointment, being open to different, and unafraid of being vulnerable. It is about breathing, living, and embodying the change that you want to see in the world and exploring new paths in achieving that change. Innovation is being courageously defiant in the face of the universe shouting “You can’t” and replying with a resounding “Watch me”.

This book provides a solid workable road map that can help anyone in a position of leadership to gain a perspective that we can. By changing your mindset and keeping both areas in your brain in agreement you can smoothly make change happen within your

The second component of leadership is understanding change. A culture of change consists of great rapidity and nonlinearity on the one hand and equally great potential for creative breakthrough on the other (Fullan, 2001). Fullan (2001) discusses six ideas of understanding change. The first idea is “the goal is not to innovate the most.” In other words schools that continue to add more and more innovations (changes) begin to lose site of the goal. Leaders need to support learning and pace how they introduce change. The second component is “it is not enough to have the best ideas.” A leader needs to be able to clearly state their vision as well as know the weakness of the vision. Leaders need to approach this idea with authoritative, democratic, affinitive and coaching style leadership (Fullan, 2001). The next idea is “appreciate the implementation dip.” “The implementation dip is literally a dip in performance and confidence as one encounters an innovation that requires new skills and new understandings (Fullan, 2001, p. 40).” The fourth idea is “redefine resistance.” A leader needs to listen to people who agree and disagree with the new innovation or change. Ideas that might help the innovation move forward might come from the people who are resisting the change. “Reculturing is the name of the game” is the fifth idea. Reculturing is changing the way things are done (Fullan, 2001). Leading a culture of change means producing the capacity to seek,

Innovation within my organisation is about creating and successfully applying new ideas in this particular field. This could be in the form of such as creating and bringing a new product or service to market, or a series of smaller

Innovation can be seen as a journey that starts with setting a purpose or goal, and ends up with innovative achievement and new learning.”

With the long-term goal of becoming a transformational leader, it is often useful to consider one's strengths and weak nesses across four dimensions. These include personal and professional accountability, career planning, personal journey disciplines and reflect practice reference behaviors and tenets. The intent of this analysis is to evaluate my strengths and weaknesses in each of these four areas. In addition, a discussion will be completed on how current leadership skill sets will be used for advocating change in my workplace. The conclusion of the paper will concentrate on one personal goal for leadership growth, including an implementation plan leading to its fulfillment.

The author Mezirow (1991) describes Transformational Learning as “an attempt to redress an apparent oversight in adult learning theory that has resulted from a failure to recognize the central roles played by an individual’s acquired frame of reference, through which meaning is construed and all learning takes place, and by the transformations of these habits of during the learning process” (p. 4). In correlation to leadership, based upon experience and acquired knowledge, transformative learning is part a system of self-synchronicity. As a leader, a person should be guided by ethics, values, and beliefs that undergird their work. In understanding, this establishes and facilitates effective operations in an integrity-filled manner for everyone to understand.

Kouzes and Posner (2011) propose that to lead you must first have self-awareness. In leading change it is therefore important for the change leader to be aware of their style of leadership and their approach to change. This section examines the Author’s styles and is then followed by a description of their recommended approach for the change. The Balogun’s and Hope Hailey’s (2004) framework is used to describe this approach.

Innovation is not exclusive to one individual – in fact, it is quite the opposite. In order for innovative change to take place in even the smallest environment, it requires people. Not just one person, but a mix of people who can offer a variety of skills and broad range of knowledge. That’s the exact reason why policing could never have just one person creating and implementing all the innovation across a force – it just wouldn’t work. More importantly, it also requires a particular type of person – Those who are willing to think differently, willing to take punt on an idea and those who can be supported enough to be given time to see if a new product, method or approach could work. Then there is this one role that ties all of these people together within their respective departments. That’s where I, and others like me come in.