Library Hours
Monday to Friday: 9 a.m. to 9 p.m.
Saturday: 9 a.m. to 5 p.m.
Sunday: 1 p.m. to 9 p.m.
Naper Blvd. 1 p.m. to 5 p.m.
LEADER 00000cam a2200865 a 4500
001 748673361
003 OCoLC
005 20240129213017.0
006 m o d
007 cr zn|||||||||
008 110719s2011 onca ob 001 0 eng d
015 GBC077845|2bnb
016 7 019817688|2Uk
019 765827810|a769189097|a772189778|a785722073|a792703178
|a880753162|a889092452|a960205905|a961514261|a961597444
|a962580257|a962729153|a992072876|a1037709895|a1038667189
|a1045553114|a1055371375|a1058432819|a1063970589
|a1081196859|a1103276596|a1114452882|a1129365864
|a1149530057|a1152999551|a1192349797|a1228550751
|a1240515517
020 9780470964071|q(electronic bk.)
020 0470964073|q(electronic bk.)
020 9780470964095|q(electronic bk.)
020 047096409X|q(electronic bk.)
020 9780470964088|q(electronic bk.)
020 0470964081|q(electronic bk.)
029 1 AU@|b000052900395
029 1 AU@|b000053270068
029 1 AU@|b000067092243
029 1 DEBBG|bBV041052549
029 1 DEBBG|bBV044154783
029 1 DEBSZ|b372815219
029 1 DEBSZ|b396999743
029 1 NZ1|b14257113
029 1 UKMGB|b019817688
035 (OCoLC)748673361|z(OCoLC)765827810|z(OCoLC)769189097
|z(OCoLC)772189778|z(OCoLC)785722073|z(OCoLC)792703178
|z(OCoLC)880753162|z(OCoLC)889092452|z(OCoLC)960205905
|z(OCoLC)961514261|z(OCoLC)961597444|z(OCoLC)962580257
|z(OCoLC)962729153|z(OCoLC)992072876|z(OCoLC)1037709895
|z(OCoLC)1038667189|z(OCoLC)1045553114|z(OCoLC)1055371375
|z(OCoLC)1058432819|z(OCoLC)1063970589|z(OCoLC)1081196859
|z(OCoLC)1103276596|z(OCoLC)1114452882|z(OCoLC)1129365864
|z(OCoLC)1149530057|z(OCoLC)1152999551|z(OCoLC)1192349797
|z(OCoLC)1228550751|z(OCoLC)1240515517
037 CL0500000120|bSafari Books Online
037 966C2162-CCA5-46B1-9D69-F83E26DCFC97|bOverDrive, Inc.
|nhttp://www.overdrive.com
040 OHS|beng|epn|cOHS|dB24X7|dYDXCP|dE7B|dOCLCQ|dUMI|dEBLCP
|dTEFOD|dDEBSZ|dOCLCQ|dN$T|dOCLCF|dUKDOC|dCBT|dCAUOI
|dOCLCQ|dMHW|dCEF|dTEFOD|dOCLCQ|dS3O|dOCLCQ|dLOA|dOCLCQ
|dCOCUF|dAU@|dMOR|dPIFAG|dZCU|dMERUC|dOCLCQ|dU3W|dSTF|dWRM
|dNRAMU|dICG|dVT2|dCOO|dOCLCQ|dWYU|dDKC|dOCLCQ|dINARC
|dOCLCQ|dUKCRE|dBOL|dOCLCQ|dUKMGB|dEYM|dOCLCO|dOCLCQ|dTOH
|dOCLCQ|dOCLCO|dOCLCL
049 INap
082 04 658.4/063
082 04 658.4/063|222
099 eBook O’Reilly for Public Libraries
100 1 Weiss, David S.|q(David Solomon),|d1953-|1https://
id.oclc.org/worldcat/entity/E39PBJfcJgfGdqk9KMqxCQt7pP
245 10 Innovative intelligence :|bthe art and practice of leading
sustainable innovation in your organization /|cDavid S.
Weiss and Claude Legrand.|h[O'Reilly electronic resource]
260 Mississauga, Ont. :|bJohn Wiley & Sons Canada,|c©2011.
300 1 online resource
336 text|btxt|2rdacontent
337 computer|bc|2rdamedia
338 online resource|bcr|2rdacarrier
340 |gpolychrome.|2rdacc|0http://rdaregistry.info/termList/
RDAColourContent/1003
347 text file|2rdaft|0http://rdaregistry.info/termList/
fileType/1002
504 Includes bibliographical references and index.
505 0 Innovative Intelligence; Table of Contents;
ACKNOWLEDGMENTS; PREFACE; A Description of the Book
Innovative Intelligence; Who Should Read This Book; How to
Read This Book; PART ONE: CLOSING THE INNOVATION GAP;
CHAPTER ONE: THE INNOVATION GAP; The Innovation Challenge;
What Is Innovation?; Innovative Thinking Makes Innovation
Happen; The Evidence Is in-We Are Underachieving; Try It
Another Way; Conclusion; CHAPTER TWO: LEADING THROUGH
COMPLEXITY; Why Complex Issues Are So Challenging;
Complicated vs. Complex Issues; Common Mistakes;
Conclusion; CHAPTER THREE: ACCESSING INNOVATIVE
INTELLIGENCE.
505 8 Intelligence: Who Knows?Leaders Require Three
Intelligences; Leaders Need to Think About Thinking;
Conclusion; CHAPTER FOUR: ECLIPSE OF INNOVATIVE
INTELLIGENCE; Eclipse #1: The School System Made Me Do It;
Eclipse #2: The Analytical Intelligence Paradox; Eclipse
#3: Impact of High Negative Stress; Conclusion; PART TWO:
INNOVATIVE THINKING; CHAPTER FIVE: INNOVATIVE THINKING: AN
OVERVIEW; Characteristics of an Eff ective Innovative
Thinking Model; Key Success Factors for Innovative
Thinking; Conclusion; CHAPTER SIX: STEP 1: FRAMEWORK;
Understanding Framework; The Context.
505 8 The "How To . . .?" QuestionThe Boundaries; The Type of
Solution; The Owner or Decision Maker; The Project
Charter; Leveraging the Three Intelligences in the
Framework Step; The Leader's Roles in Step 1: Framework;
Conclusion; CHAPTER SEVEN: STEP 2: ISSUE REDEFINITION; The
Five Areas of Focus in Issue Redefi nition; Leveraging the
Three Intelligences in the Issue Redefinition Step; The
Leader's Roles in Step 2: Issue Redefinition; Conclusion;
CHAPTER EIGHT: STEP 3: IDEA GENERATION; Idea Generation Is
a Rigorous Process; Stage 1: Prepare Thoroughly; Stage 2:
Introduce the Process.
505 8 Stage 3: Generate Many Ideas through DivergenceStage 4:
Discover Meaningful Solutions through Convergence; Working
Alone on Idea Generation; Leveraging the Three
Intelligences in the Idea Generation Step; The Leader's
Role in Step 3: Idea Generation; Conclusion; CHAPTER NINE:
STEP 4: IMPLEMENTATION PLANNING; Stage 1: Confirm the
Preferred Idea; Stage 2: Engage in Risk Analysis and
Develop Mitigating Strategies; Stage 3: Present the
Innovative Solution for Approval; Stage 4: Ensure an
Effective Handoff to the Team that Focuses on Change
Implementation.
505 8 Leveraging the Three Intelligences in the Implementation
Planning StepThe Leader's Role in Step 4: Implementation
Planning; Conclusion; PART THREE: MAKING INNOVATION
HAPPEN; CHAPTER TEN: MAKING INNOVATION HAPPEN: AN
OVERVIEW; Four Essential Organizational Enablers to Make
Innovation Happen; Sustaining Innovation; Conclusion;
CHAPTER ELEVEN: LEADING INNOVATION; Leading Self; Leading
Innovation Teams; Leading Intact Work Units; Leading
Enterprises for Innovation; Conclusion; CHAPTER TWELVE:
CULTURE OF INNOVATION; What Is Culture?; How a Culture Can
Suppress Innovation.
520 Innovation is a key source of competitive advantage, but
it remains frustratingly elusive for many organizations.
Too many organizations try to improve innovation by
focusing on one element at a time, particularly in the
area of new products and services. They train individuals,
hire more creative people, or create specialized
innovation departments. Yet, for most organizations, these
investments yield only disappointing results. They have
not had sustainable solutions-practical and reliable
programs that deliver long-term, predictable results.
Instead, they have had an endless array of partia.
590 O'Reilly|bO'Reilly Online Learning: Academic/Public
Library Edition
650 0 Creative ability in business.
650 0 Organizational change.
650 2 Organizational Innovation
650 6 Créativité dans les affaires.
650 6 Changement organisationnel.
650 7 Creative ability in business|2fast
650 7 Organizational change|2fast
700 1 Legrand, Claude P.|4aut
776 08 |iPrint version:|aWeiss, David S. (David Solomon), 1953-
|tInnovative intelligence.|dMississauga, Ont. : John Wiley
& Sons Canada, ©2011|w(DLC) 2010674391
856 40 |uhttps://ezproxy.naperville-lib.org/login?url=https://
learning.oreilly.com/library/view/~/9780470677674/?ar
|zAvailable on O'Reilly for Public Libraries
936 BATCHLOAD
938 123Library|b123L|n25206
938 Askews and Holts Library Services|bASKH|nAH21620068
938 Books 24x7|bB247|nbkb00040701
938 ProQuest Ebook Central|bEBLB|nEBL699341
938 ebrary|bEBRY|nebr10510296
938 EBSCOhost|bEBSC|n517659
938 Internet Archive|bINAR|ninnovativeintell0000weis
938 YBP Library Services|bYANK|n3649363
994 92|bJFN