Many businesses depend on the intensity of technology these employees with technical expertise, and managers can not understand the work of these employees do. In addition, managers and technical staff may be very different worldviews and worldviews may conflict innovation in business processes. After investigating the movement of Internet pioneers and equipment between different organizations over a period from early 1960 to mid-1990, the authors identified two personality types (representatives and designers) that are essential for successful innovation technology – but whose attitudes are often at odds. Commissioners are usually managers, their goal is the rational allocation of organizational resources in order to achieve optimal return on investment. The creators are often skilled and specialized activities have great vision and mission staff, who often consider business concerns as secondary. According to the authors, the conflict between custodians and creators is to some extent inevitable. However, when conflict is poorly managed, the ability of the organization to innovate effectively may be impaired. The authors suggest eight guidelines for managing conflicts Butler-creator. These guidelines include: (1) keep talented creators around, but can be difficult to handle, (2) balance the influence of managers and creators of the organization, so that neither group always wins, (3) cultivating people they have the credibility to the creators and administrators, and can help resolve conflicts, (4) the use of peer review to assess more accurately the creators of specialized technical work (5) structuring process innovation for creators regularly produce tangible results (6) realize that there will always be some conflict between creators and organizations one of his guards, (7) to avoid too strict controls that can have the creators, and (8) ensure that project closure is neither too fast nor too slow.
by
Robert D. Austin,
Richard L. Nolan
Source: MIT Sloan Management Review
10 pages.
Publication Date: January 1, 2007. Prod #: SMR232-PDF-ENG
Bridging the gap between managers and creators of solutions Case
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