Why are some organizations more creative than others? What sets innovative, high-performing organizations apart? Can creativity and innovation be learned and enhanced? The answer to the last question, say creativity experts Nancy Napier and Mikael Nilsson, is a resounding yes. And with general consensus that creativity and innovation drive business growth, fostering creativity couldn't be more important. In The Creative Discipline, Napier and Nilsson illustrate six key factors that power creative, high-achieving organizations, and they provide managers with guidelines for incorporating those factors into their own companies. Business people will learn how innovative organizations get superior results from employees not just through disciplined methods of thinking, but also through free-flowing work spaces and work practices that help supercharge the imagination. Combining research on creative organizations in several sectors, this book argues that innovative organizations known for doing things differently (and profitably) approach creativity and innovation in similar, disciplined ways, regardless of industry or field. That discipline fosters new ideas, solutions, and approaches, and it ensures that the flow of creativity is constant. The Creative Discipline demonstrates that: -Innovative, high-performing organizations have three disciplines in common: (1) "within discipline" mastery, (2) "out of discipline" thinking, and (3) a disciplined process that leads to innovation. -Innovative organizations also have three factors that strengthen the creative disciplines: faces (creative entrepreneurs, leaders, and teams); places (the physical and organizational infrastructure that is reflectedin offices, buildings, and location); and traces (elements that act as catalysts for creativity--the culture, networks, and policies that support creative and innovative endeavors). The book explains each factor for creative success in detail. Best, Napier and Nilsson show creativity and innovation at work in a range of sectors from sports to software to theater and contemporary circus. They also show how innovative practices in developed countries like the U.S. and Sweden compare to those in developing countries like Vietnam. Companies can learn to innovate and in the process reap benefits like higher sales and profits, greater productivity--while regaining a valuable element missing in so many workplaces: fun.

An expert shows how to cultivate "aha" moments—flashes of insight—that lead to business innovation and personal success. Insight: Encouraging Aha! Moments for Organizational Success helps individuals and organizations create the conditions that lay the groundwork for the distinct "Aha!" instances of insight—when connections between different pieces of information are revealed and ideas come together in ways that have never existed before. Insight examines three stages of the Aha! experience, from the early confusion and chaos of "too much information," to how people organize and try out what they learn, to the "Aha!" moment itself. It then examines techniques people use to spark the creative aha experience—techniques that will work in a private business, education, government, nonprofit, and any other organizational setting. The book is based on interviews with over 100 people of all ages, backgrounds, and professions—from software developers to dancers, from detectives to football coaches—as well as the latest research results from management, psychology, and neuroscience studies about the workings of the brain in creative situations.

Globalization demands that more employees become comfortable working outside their home country borders. Western Women Working in Japan is a research-based description of the work and living situations facing foreign professional women who work in Japan. The book draws upon detailed survey data and in-depth interviews, as well as the experiences of the authors, who have lived or worked in Japan during the last 20 years. It examines how foreign women can succeed in Japanese and foreign firms operating in Japan by describing what helps these Western women adjust to Japan and work with Japanese bosses, subordinates, and clients. These women face some different problems than men, yet are armed with special advantages.

Drawing upon past research and exploring in new directions, the authors examine the connection between women's job success and the quality of their work relationships with the Japanese, their autonomy, Japanese linguistic ability, and age. Their working relationships are also compared to male expatriates and to the women's previous jobs. The interviews provide new insights into the sexual bias and harassment they encountered and how they dealt with these issues. The book includes valuable recommendations in the areas of selection, training, support, and repatriation for both the organizations that employ foreign women in their Japanese operations and for the women themselves.

What we See, Why we Worry, Why we Hope: Vietnam Going Forward explores key factors that affect Vietnam's ability to move forward as a global economic player. While we see challenges we see many reasons for hope, including a new generation of leaders.

Why are some organizations more creative than others? What sets innovative, high-performing organizations apart? Can creativity and innovation be learned and enhanced? The answer to the last question, say creativity experts Nancy Napier and Mikael Nilsson, is a resounding yes. And with general consensus that creativity and innovation drive business growth, fostering creativity couldn't be more important. In The Creative Discipline, Napier and Nilsson illustrate six key factors that power creative, high-achieving organizations, and they provide managers with guidelines for incorporating those factors into their own companies. Business people will learn how innovative organizations get superior results from employees not just through disciplined methods of thinking, but also through free-flowing work spaces and work practices that help supercharge the imagination. Combining research on creative organizations in several sectors, this book argues that innovative organizations known for doing things differently (and profitably) approach creativity and innovation in similar, disciplined ways, regardless of industry or field. That discipline fosters new ideas, solutions, and approaches, and it ensures that the flow of creativity is constant. The Creative Discipline demonstrates that: -Innovative, high-performing organizations have three disciplines in common: (1) within discipline mastery, (2) out of discipline thinking, and (3) a disciplined process that leads to innovation. -Innovative organizations also have three factors that strengthen the creative disciplines: faces (creative entrepreneurs, leaders, and teams); places (the physical and organizational infrastructure that is reflected in offices, buildings, and location); and traces (elements that act as catalysts for creativity—the culture, networks, and policies that support creative and innovative endeavors). The book explains each factor for creative success in detail. Best, Napier and Nilsson show creativity and innovation at work in a range of sectors from sports to software to theater and contemporary circus. They also show how innovative practices in developed countries like the U.S. and Sweden compare to those in developing countries like Vietnam. Companies can learn to innovate and in the process reap benefits like higher sales and profits, greater productivity—while regaining a valuable element missing in so many workplaces: fun.