How managers generate ideas and why it matters

Abstract

Purpose

The purpose of the paper is to describe a study of the styles and patterns people use to recognize the need for ideas, and generate and evaluate them to determine if understanding those patterns can help executives improve creativity and innovation in their organizations. People generally assume that good ideas are the result of good management and bad management leads to a dearth of them. But it might not be that simple.

Design/methodology/approach

We talked with 49 senior executives about their process for generating and implementing ideas. Their approaches to information, problem solving, and interacting with people both inside and outside their organizations determined the kinds of ideas they generate and consider.

Findings

We identified five distinct strategies or idea management types among the executives with whom we spoke: Incrementalists who take small steps and whose ideas are usually modest changes; Consensus builders who focus on agreement among stakeholders rather than ideas, per se; Searchers who combine information from diverse places and whose ideas result from unusual associations; Debaters who argue with themselves to develop ideas; and Assessors who are constantly revisiting their approaches and choices.

Research limitations/implications

While our research is limited by the small number of executives with which we interacted, it points to the implication that to develop organizations that foster creativity, it is important to understand the ways that people engage in idea generation and evaluation. It may be fruitful to focus on how people inquire about the world around them and to select people with behaviour patterns that fit with the requirements of the task at hand.

Originality/value

Shows that understanding idea management inclinations may improve organizational creativity and innovation, and performance of management in general.

Citation

Vandenbosch, B. and Saatcioglu, A. (2006), "How managers generate ideas and why it matters", Journal of Business Strategy, Vol. 27 No. 6, pp. 11-17. https://doi.org/10.1108/02756660610710300