TY - JOUR
T1 - Managing for variability
T2 - A neuroscientific approach for developing strategic agility in organizations
AU - Hill, Mark E.
AU - Cromartie, Jane
AU - McGinnis, John
N1 - Publisher Copyright:
© 2017 John Wiley & Sons Ltd
PY - 2017/9
Y1 - 2017/9
N2 - The neuroscientific literature reveals that the brain changes over time, and the type of change (plasticity) that results is not random. While the brain exhibits certain evolutionary prejudices, individual plasticity and the kind of thinking enabled can be shaped by, and can shape, organizational priorities and operations. Organizational focus on structure and procedural efficiency is shown to foster fixed thinking, while cultivation of “practiced varying” skills encourages thinking agility. Agile thinking is shown to be essential for the development of organizational plasticity, the foundation for organizational agility. Finally, suggestions for incorporating variability in the workplace are offered.
AB - The neuroscientific literature reveals that the brain changes over time, and the type of change (plasticity) that results is not random. While the brain exhibits certain evolutionary prejudices, individual plasticity and the kind of thinking enabled can be shaped by, and can shape, organizational priorities and operations. Organizational focus on structure and procedural efficiency is shown to foster fixed thinking, while cultivation of “practiced varying” skills encourages thinking agility. Agile thinking is shown to be essential for the development of organizational plasticity, the foundation for organizational agility. Finally, suggestions for incorporating variability in the workplace are offered.
UR - http://www.scopus.com/inward/record.url?scp=85021780527&partnerID=8YFLogxK
U2 - 10.1111/caim.12223
DO - 10.1111/caim.12223
M3 - Article
AN - SCOPUS:85021780527
SN - 0963-1690
VL - 26
SP - 221
EP - 232
JO - Creativity and Innovation Management
JF - Creativity and Innovation Management
IS - 3
ER -