mls 5326: leadership of organizational change change, fall, 2017 – block 2, mcdonald; page 1 of 35...

Organizational Change, Fall, 2017 – Block 2, McDonald; page 1 of 35

MLS 5326: Leadership of

Organizational Change

Syllabus Scott McDonald

Kelly Hall, Rm. 405, 747-5557

Please use Blackboard system for e-mail. Office Hours: Immediately prior to class or by appt.

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Organizational Change, Fall, 2017 – Block 2, McDonald; page 2 of 35 ADA:

University College seeks to maintain an inclusive environment. In doing so, University College complies with procedures established by the UTEP Disabled Student Services Office (DSSO). If a student has a disability or suspects he/she may have a disability, and would like reasonable accommodation, it is her/his responsibility to: 1) inform the course professor at the beginning of the course and 2) contact DSSO at 915.747.5148, [email protected], or Union East Building (Room 106). University College strives to accommodate students who are registered with DSSO. Course Description: Studies leadership behaviors that initiate implement and sustain transformational organizational change as well as incremental innovations. Focus is on follower/audience analysis, context analysis, and strategy development and implementation. We will seek to expand our understanding of, and abilities in, each of these areas. Expected Outcomes: Studies leadership behaviors that initiate, implement, and sustain transformational organizational change as well as incremental innovations. Focus is on follower/audience analysis, context analysis, and strategy development and implementation:

1) Identify incidences of organizational change and/or innovation.

2) Identify what is needed to further their understanding of organizational change and/or innovation.

3) Identify when/where change and/or innovation is a suitable solution.

4) Know where and how to find information on organizational change and/or innovation.

5) Assess key techniques of planning organizational change.

mailto:[email protected]


6) Assess key techniques of implementing organizational change.

7) Assess key techniques of evaluating organizational change.

8) Understand key processes for change and innovation.

9) Present, in written form, reviews of literature on organizational change, innovation, leadership, and/or related issues.

10) Present orally reviews of literature on organizational change, innovation, leadership, and/or related issues.

TTeexxttss:: TThhrreeee tteexxttss aarree rreeqquuiirreedd:: I. Sun Tzu The Art of War -- Many versions are available. Do not

get one that’s something like The Art of War for … (Managers, Leadership, Sales, whatever). Get a basic version – there’s a couple on-line. My favorite version is in-print, translated by Thomas Cleary, published by Shambhala, ISBN: 1590302257. Barnes & Noble usually has a discount copy in their sale area. We read this to remind us: a) many of our new management “discoveries” are not new at all and b) sources/inspirations for change may be found in the past as well as the future.

II. Tom Peters The Little Big Things: 163 Ways to Pursue Excellence New York: Harper Collins, 2010 (ISBN: 9780061894084) – This book reinforces for us: a) management had better change or the organization is doomed, b) the environment requires new levels of fluidity in organization and leadership, both overlooked by many managers (who sentence themselves and their organizations to be doomed), and c) change isn’t just the big stuff.

III. Robert Heller & Tom Hindle DK Essential Managers:

Managing Change New York: DK Adult, 1999 (ISBN: 9780789428974) – This is a nice little book (72 pp) that


efficiently lays out many of the essentials of change management at a great price. You may want to consider an alternative. Managing Change is a chapter in a larger book by the same authors, Robert Heller & Tim Hindle Essential Manager’s Manual New York: DK Adult, 1998 (ISBN: 9780789435194). I don’t think Essential Manager’s Manual is available electronically.

All three books are available electronically. Recommended Books: A few books you may want to consider for your professional library:

Scott Anthony The Little Black Book of Innovation: How I t Works, How To Do I t Boston: Harvard Business Review Press, 2012 (ISBN: 9781422171721). An excellent overview on innovating. Alexander Hiam Business Innovation for Dummies Hoboken, New Jersey 2010 (ISBN: 9780470601747). For the price, my pick as the best how-to book on the subject. Robert Heller & Tim Hindle Essential Manager’s Manual New York: DK, 1998 (ISBN: 0789435195). Good reference material. Moi Ali, et al. Successful Manager’s Handbook New York: DK, 2002 (ISBN: 0789490102). Good reference material.

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Session Date Issues/Activities

Mtg. 1 17 Oct.

Introductions Review syllabus and class activities. Revolutions – technical, social, political, and managerial. Kaizen (Ky'zen), the Key to Japan's Competitive Success. Reading: Axekrod, Pfeffer, Rosenbloom

Mtg. 2 26 Oct.

Academic Honesty Statement (hard copy) due. Kaizen (Ky'zen), the Key to Japan's Competitive Success. Zen – the Hottest Mgt Grove of the Late 20th Century Nothing New Under the Sun? – Lao Tzu What’s Goin’ On – Evolution and Revolution in Society, Economy, Business, Government, and Management The Human Brain – It’s Not Wired for This Stuff Reading: Sun Tzu, entire book

Organizational Change, Fall, 2017 – Block 2, McDonald; page 7 of 35 Session Date Issues/Activities

Unit 1 On-line

28 Oct.

Note: due time is 07:00 for all on-line activit ies. Discussion 1 – Sun Tzu – Which portion/ key point of Sun Tzu is the most

illuminating to you and or your organization? Was there a “oh wow” point or is it pretty much “oh

hum” Why? Activity 2 -- Test Time!!! (No panic --Let’s see how creative we are) First, go to http://www.testmycreativity.com/ Take the test Print as pdf Post your scores (best is to write the pdf to the site) Is this reflective of you – why?/why not?

Second, go to http://www.mindtools.com/pages/article/creativity-quiz.htm Take the test Print as pdf Post your scores (best is to write the pdf to the site) Is this reflective of you – why?/why not?

Lecture 1 – Comparing today with 10 years ago –

o Life o Workplace o Government o Parents o Concerns

Mtg. 3 31 Oct.

Unit 1 book review DUE (don’t forget to post). Reading: Bjørnstad; Mohrman; Lawler; Stanley. Meyer, & Topolytsky

Organizational Change, Fall, 2017 – Block 2, McDonald; page 8 of 35 Sessio

n Date Issues/Activities

Mtg. 4 07 Nov.

There’s Coping with Change and then THERE’S COPING WITH CHANGE Tom Peters and other futurists Reading: Tom Peters, entire book.

Unit 2 0n-line

11 Nov.

Discussion 2 – Tom Peters – Which portion/ key point of Tom Peters is the most

illuminating to you? Was there a “oh wow” point or is it pretty much “oh

hum” Why? Activity 2 -- Test Time!!! (No panic --Let’s see how innovative we are) Two test sites are ID below. Post your scores – are the results reflective of you/your organization – why?/why not? Were the results consistent – how so or how no? Which test is more accurate/more valuable? http://www.innotour.com/innovation-tools/innovation-ability-test/ https://www.forbes.com/sites/work-in-progress/2011/12/06/test-your-innovation-iq/#41f3dd14395b Lecture 2 – Critical Thinking and Problem Solving

Mtg. 5 14 Nov.

Unit 2 book review DUE (don’t forget to post).

21 Nov.

NO CLASS – THANKSGIVING HOLIDAY WEEK

http://www.innotour.com/innovation-tools/innovation-ability-test/

http://www.innotour.com/innovation-tools/innovation-ability-test/

https://www.forbes.com/sites/work-in-progress/2011/12/06/test-your-innovation-iq/#41f3dd14395b



Organizational Change, Fall, 2017 – Block 2, McDonald; page 9 of 35 Session Date Issues/Activities

Mtg. 6 28 Nov.

Tools/Approaches to Innovation/Problem Solving Book Reviews and Discussion – 2b Building a toolkit Quick and Dirty Bigger and better Reading: Agócs, Stoddard & Јarvenpaa

Unit 3 On-line

02 Dec.

Discussion 3 – What can you do to improve the innovative capacity/action/activity of your organization? Why/how will this have a positive impact? Activity 3 -- Test Time!!! (No panic --Let’s check out EQ) Post your scores (these are verbal) – is this reflective of you – why?/why not? https://www.arealme.com/eq/en/ Lecture 3 – Leading Einsteins

Mtg. 7 5 Dec.

Unit 3 book review DUE (don’t forget to post). Futuring and the New Organization Reading: Valentine, Godkin, & Lucero; Nutt, Davis & Marquis; Lozano

https://www.arealme.com/eq/en/


Unit 4 On-line

09 Dec.

Discussion 4 – For each of the three units – Which is the best review – why? Which is the worst review – why?

Activity 4 -- Test Time!!! (Just kidding…no activity this week.) I f you received a grade of 3 or lower (including zero [0] for a miss) on any ONE discussion or activity, you may complete the one discussion or activity for a max imum of 4 points. Lecture 4 – Great Groups

Mtg. 8 12 Dec.

TBA

Organizational Change, Fall, 2017 – Block 2, McDonald; page 11 of 35 Assessment:

Academic Honesty Statement 3% Review 1* 22% Review 2* 30% Three Activities (3 @ 5% each)**

15%

Four Discussions (4 @ 5% each)** In Class Participation (including attendance)

20%

10%

Total 100% * Each class participant must submit (and present) two book reviews from: Sun Tzu, Peters, and the book list at the end of the syllabus. ** If you received a grade of 3 (of 5) or lower (including zero [0] for a miss) on any ONE discussion or activity, you may complete the one discussion or activity for a maximum of 4 points.

Attendance: Participants are expected to attend all class sessions and to be on time. Participants are permitted one professional-related absence with prior approval or one health-related absence. Documentation may be required. Each additional absence will require a make-up assignment or result in the loss of 10 % of the final grade. The make-up is usually an additional book review. Participation: Each participant is expected to be engaged in all discussions. Magnitude of participation does not imply quality. However, the two indicators are often correlated positively. We expect that participants are well prepared and share insightful comments, criticism, and perspectives with the class.

Organizational Change, Fall, 2017 – Block 2, McDonald; page 12 of 35 Language Biases: All participants are expected to employ non biased speech and prose--gender, race, and other. At times we will make mistakes and say or write in a manner which may cause offense. We will help each other to remove biases and offensive aspects from our speech and prose. Working Together: Participants are encouraged to cooperate--share ideas, resources, and insights. Make certain a final product reflects your efforts, but help each other out. Learning, like almost everything, is more fun when it is a shared experience. Writing: Written communication is highly important in U.S. society. Therefore, each participant is expected to employ all conventions of good English composition, including, but not limited to: grammar, spelling, punctuation, format, and referencing. NOTE: Thirty (30) percent of the total grade of any written submission is based on composition.

SPECIAL NOTE: Any communication containing, “pubic admin*” rather than “public admin*” or “manger” rather than “manager” will receive a failing grade. The bottom-line – don’t rely on spell check alone – proofread carefully! ! !

Plagiarism: In event that the professor suspects a case of plagiarism, UTEP guidelines will be followed. The suspected offending materials will be turned over to the appropriate University officer(s). Penalties for plagiarism may be severe including a zero (0) on the assignment among others. If one has any questions regarding what constitutes plagiarism, what needs to be referenced, and/or how to cite materials he/she should

Organizational Change, Fall, 2017 – Block 2, McDonald; page 13 of 35 contact the instructor. A discussion of plagiarism is further detailed in the following policy statement regarding academic dishonesty. Academic Dishonesty and Plagiarism:

The following is official university policy. Please read it carefully and take special note regarding academic dishonesty (inclusive of plagiarism).

Academic Dishonesty at UTEP

It is the official policy of the university that all suspected cases or acts of alleged scholastic dishonesty must be referred to the Dean of Students for investigation and appropriate disposition. Any student who commits an act of scholastic dishonesty is subject to discipline. Scholastic dishonesty includes, but is not limited to cheating, plagiarism, collusion, the submission for credit of any work or materials that are attributable in whole or in part to another person, taking an examination for another person, any act designed to give unfair advantage to a student or the attempt to commit such acts.

A. “Cheating” includes:

1. Copying from the test paper of another student, engaging in written, oral, or any other means of communication with another student during a test, or giving aid to or seeking aid from another student during a test;

2. possession and/or use during a test of materials which are not authorized by the person giving the test, such as class notes, books, or specifically designed “crib notes”;

3. using, obtaining, or attempting to obtain by any means the whole or any part of non-administered test, test key, homework solution, or computer program; using a test that has been administered in prior classes or semesters but which will be used again either in whole or in part without permission of the instructor; or accessing a test bank without instructor permission;

4. collaborating with or seeking aid from another student for an assignment without authority;

5. substituting for another person, or permitting another person to substitute for one's self, to take a test; and

6. falsifying research data, laboratory reports, and/or other records or academic work offered for credit;


B. “Plagiarism” means the appropriation, buying, receiving as a gift, or obtaining by any means another's work and the unacknowledged submission or incorporation of it in one's own academic work offered for credit, or using work in a paper or assignment for which the student had received credit in another course without direct permission of all involved instructors;

C. “Collusion” means the unauthorized collaboration with another person in preparing academic assignments offered for credit or collaboration with another person to commit a violation of any provision of the rules on scholastic dishonesty.

Taking Precautions

What can you do to avoid being charged with academic dishonesty?

Avoid procrastination Get to know your professors as well as their expectations regarding

collaboration and citation Find a tutor to help with difficult classes Physically distance yourself from others when taking exams Do not loan completed assignments to other students Refuse to help students who cheat Use a handbook as a reference for how to appropriately cite

sources Become familiar with the UTEP policies and procedures related to

academic dishonesty

Source: http://academics.utep.edu/Default.aspx?tabid=23785 accessed 29 October 2009.

Class participants are strongly encouraged to review the materials at http://www.plagiarism.org/.

The professor will recommend a course grade of “F” in cases of plagiarism.

If one has any questions regarding what needs to be referenced, contact the instructor.

Academic Honesty Statement: All participants must print, sign and submit the Academic Honor Statement (AHS) (Appendix 2) on or before the second class

http://academics.utep.edu/Default.aspx?tabid=23785

http://www.plagiarism.org/

Organizational Change, Fall, 2017 – Block 2, McDonald; page 15 of 35 meeting. An AHS submitted on or before this date earns 5 points, one submitted after this date receives zero (0) points. No assignment will be assessed without submission an AHS. Incompletes: Incompletes are rarely granted. Possible reasons for granting an incomplete may include: serious personal illness requiring long-term bed rest or hospitalization, a radical shift in familial care giving responsibilities, or extraordinary professional circumstances. Incompletes will only be granted for extraordinary, unforeseen, extreme situations. In cases where an incomplete is granted, the participant must present the instructor with a proposed contract for completing the course in the shortest time reasonable. The instructor may require amendment of the contract. APA: All written assignments will be in APA format. Book Reviews: Each participant is reviewing and analyzing the contents of two books with a focus principally on creativity and innovation with secondary foci on leadership, and management. Our book reviews will reflect these foci. We will submit our reviews in two ways: On the appropriate discussion board, e.g. Unit 1, Unit 2, or Unit

3; and To the appropriate assignment drop box, e.g. Unit 1, Unit 2, or

Unit 3. We will be sharing each of our reviews with other members of the class. At the end of this class each participant will have a large

Organizational Change, Fall, 2017 – Block 2, McDonald; page 16 of 35 number of reviews in hand, a sort of CLIFF’S NOTES or greatest hits of the literature on innovation and problem solving. Effective book reviews strike a balance between detail and brevity. We will produce these as five pages or less (not including the title page), APA format, double-spaced, one-inch margins, Tahoma, 12 point type. Please number each page. This would translate to a little over two pages in a journal/book, usually about the right length for a review. The title page will include the following, justified as displayed below:

TITLE Author

Place Published Publisher

Date Published ISBN

Keywords/phrases

Reviewed by: name

Date E-mail

MLS 5326 Fall, 2017

Each review will contain three to seven keywords regarding the relevant matter in the book and/or the relevance of the material. A brief note on keywords. A keyword is a word or very brief phrase that provides a potential reader with insight into a key subject matter(s) covered. Keywording may be as much art as science – too broad and a keyword lacks value; too narrow and a keyword may be too context specific. A couple of keywords that are too broad for our purposes: leadership and innovation. Some that are too narrow: starvation and six hats. Some that might be about right: leading in crisis, small group innovation models, leading in diversity, and thinking models. With a

Organizational Change, Fall, 2017 – Block 2, McDonald; page 17 of 35 little practice, keywording is and effective tool for organizing large volumes of information. Each review will contain the following sections:

Summary

Context

Key Issues/Lessons

Value (For whom or where might this book be of value)

Strengths

Weaknesses

Other Information

Summary

Recommendation(s)


1. Keywords The 5 to 10 words/terms/phrases that most accurately capture the foci/themes of the book; e.g. for Art of War, we might opt for planning, execution, ecological factors, among others. (1%*)

2. Summary A brief overview of what the book covers. This will be painted broadly with detail only as you think it’s important for our audience to have. This may be the least important portion of the review as it contains the info that a reader might find in any number of sources. No blah, blah, blah ! ! ! (5%)

3. Context Background, what do we know re the author, the approach, or other relevant information? (4%)

4. Key Issues/ Lessons

What are the most important things we should get out of this book? Unlike the summary, here the author focuses only on the most important points and goes at these in a bit more detail. This is a key part of any good review. Most importantly, what lessons apply to change, innovation, and/ or leadership? (25%)

5. Value The reviewer will interpret who is (are) the key audience(s) for this book, and what particular value the book may have to them or others, especially with regard to change, innovation, and/or leadership. (25%)

6. Strengths We spring off of value and set forth the particular strengths of the book. If space permits, it’s a good idea to provide a little detail re each strength. (10%)

7. Weaknesses All work has some weakness or shortcoming. This discussion might be very brief or significant, but it is important what we note we were alert to weaknesses and we detail any we find/sense. (Please do not fall victim to straw man.) (10%)

8. Other Information

Usually there’s some important information not captured in the above sections – place it here. (5%)

9. Recom-mendation(s)

This is particularly important – the author puts his/her reputation on the line in that he/she sums up the strengths and weaknesses, pros and cons and makes one or more recommendations to readers. Recommendations may be general or to a specific audience. Our recommendations ought to include some general statements and some specific to our peers in this course. This section may be a bit redundant with value, strengths, and weaknesses – but in this section we pull it together. (15%)

* The percentages are based on prior successful reviews and are not ironclad. They are intended as general guidelines.

Organizational Change, Fall, 2017 – Block 2, McDonald; page 19 of 35 Selecting Books for Review Each class participant will review two books from the following list. Five rules govern selection of books:

A) First come – first served. Steve is serving as keeper of the official review list – make certain you inform Steve of your selections immediately.

B) One reviewer per book. C) Each book has a point value – any participant’s books must

total four (4) or more points. D) Each participant must select books from two units. The books

fall into three categories

o G3 of Innovation (Great Guys/Gals) of Innovation

o Tools/Approaches to Innovation/Problem Solving

o Managing, Leading, Oops, and Other Good Stuff re Innovation and Problem Solving

E) If a book is being used in another course – it can’t be used for

this course.

We will be doing reviews and presentations at the times indicated in the syllabus.


Book Points Unit 1: G3 of Innovation (Great Guys/Gals) of Innovation

Aubrac, L. Outw itting the Gestapo Translated by Bieber, K. Lincoln, Nebraska, 1993 1

Bernstein, R. Thomas Jefferson New York: Oxford University Press, 2003. 2

Beyer, K. Grace Hopper and the Invention of the Information Age Cambridge: MIT, 2009 3

Boot, M. Invisible Armies: An Epic History of Guerrilla Warfare from Ancient Times to the Present New York: Liveright, 2013.

3

Boot, M. War Made New: Weapons, Warriors, and the Making of the Modern World New York: Gotham, 2006 3

Branson, R. The Virgin Way: Everything I know about Leadership New York: Penguin, 2014. 2

Brooks, J. Business Adventures: Twelve Classic Tales from the World of Wall Street New York: Open Road, various editions and dates

3

Carlin, J. P laying the Enemy: Nelson Mandela and the Game that Made a Nation New York: Penguin, 2008. 2

Conant, J. Tuxedo Park: A Wall Street Tycoon and the Secret Palace of Science that Changes the Course of World War II New York: Simon and Schuster, 2002.

2

Conant, J. 109 East Palace: Robert Oppenheimer and the Secret City of Los Alamos New York: Simon and Schuster, 2005.

2

Crile, C. Charlie Wilson’s War New York:Grove, 2003 2 Davis, M. Street Gang: The Complete History of Sesame

Street New York: Penguin, 2008. 2 Donald, D. Lincoln New York: Touchstone, 1995. 3 Ellis, J. Founding Brothers: A Revolutionary Generation New

York: Vintage, 2002. 2 Freeberg, E. The Age of Edison: Electric Light and the

Invention of Modern America New York: Penguin, 2013. 2 Gertner, J. The Idea Factory: Bell Labs and the Great Age of

American Invention New York: Penguin, 2012 2 Gilbert, M. Churchill: A Life New York: Henry Holt, 1991. 3 Goodwin D. Lyndon Johnson and the American Dream, New

York, St. Martin’s, 1991. 2 Halberstram, D. The Children New York: Random House, 1999. 3 Herkin, G. Brotherhood of the Bomb: The Tangled Lives of 2


Robert Oppenheimer, Ernest Law rence, and Edward Teller New York: Henry Holt, 2002.

Herman, A. How the Scots Invented the Modern World: The True Story of How Western Europe's Poorest Nation Created Our World & Everything in I t New York: Three Rivers, 2001.

2

Hughes, T. Rescuing Prometheus: Four Monumental Projects that Changed the Modern World New York: Vintage, 1998. 2

Isaacson, W. The Innovators: How a Group of Hackers, Geniuses, and Geeks Created the Digital Revolution New York: Simon and Schuster, 2014.

3

Jackson, P. & Delehanty, H. Eleven Rings: The Soul of Success New York: Penguin, 2013. 2

Jackson, P. & Delehanty, H. Sacred Hoops New York: Hyperion, 1995. 1

Johnson, S. Where Good Ideas Come From: The Natural History of Innovation New York: Riverhead, 2010. 2

Johnson, S. The United States Air Force and the Culture of Innovation Washington, D.C.: Supt. Of Docs., U.S.G.P.O., 2002.

2

Kelley, T. with Littman, J. The Art of Innovation : Lessons in Creativity from IDEO, America’s Leading Design Firm New York: Doubledday, 2001

2

Kelley, T. with Littman, J. The Ten Faces of Innovation: IDEO’s Strategies for Beating the Devil’s Advocate & Driving Creativity Throughout Your Organization New York: Doubleday, 2005

2

Kuehn J. Agents of Innovation: The General Board and the Design of the Fleet that Defeated the Japanese Navy Annapolis, Maryland: Naval Institute Press, 2008

2

Lansing, A. Endurance: Shackleton’s Incredible Voyage New York: Carrol and Graf, 2002. 2

Lawren, W. The General and the Bomb: A Biography of General Leslie R. Groves, Director of the Manhattan Project New York: Dodd, Mead, and Company, 1988.

2

Leuchtenburg, W. Franklin D Roosevelt and The New Deal New York: Harper, 2

Light, P. Sustaining Innovation: Creating Nonprofit and Government Organizations that Innovate Naturally San Francisco: Jossey-Bass, 1998

2

Lindegaard, S. The Open Innovation Revolution: Essentials, Roadblocks and Leadership Skills New York: Wiley, 2010.

Livingstone, J. (Ed.) Founders at Work: Stories of Startups’ Early Days New York: Springer-Verlag, 2007. 3

http://www.amazon.com/How-Scots-Invented-Modern-World/dp/0609809997/ref=pd_bbs_sr_1/105-6182393-8046846?ie=UTF8&s=books&qid=1190390101&sr=1-1



Organizational Change, Fall, 2017 – Block 2, McDonald; page 22 of 35 Longacre, E. General Ulysses S. Grant: The Soldier and the

Man Cambridge, MA: Da Capo, 2007. 2 McCullough, D Truman New York: Touchstone, 1992. 3 Murray, W. and Millett, A. (eds.) M ilitary Innovation in the

Interwar Period New York: Cambridge, 1996. 2 Neufeld, M. Von Braun: Dreamer of Space, Engineer of War

New York: Knopf, 2007 3 Oates, S. Let the Trumpet Sound: The Life of Martin Luther

K ing, Jr. New York: Harper, 1994. 3 Oliver, D. Against the Tide: R ickover’s Leadership Principles

and the Rise of the Nuclear Navy Annapolis: Naval Institute Press, 2014.

1

Payne, M. How to K ill a Unicorn: How the World’s Hottest Innovation Factory Builds Bold Ideas that Make It to Market New York: crown, 2014.

2

Bernadac, M. & Boucher, P. P icasso: Master of the New Idea New York: Abrams, 1993. 1

Rockwell, T. The Rickover Effect: How One Man Made a Difference Washington, D.C.: Naval Institute, 1992 (republished with new publisher and date)

2

Rothfeder, J. Driving Honda: Inside the World’s Most Innovative Car Company New York: Penguin, 2014. 2

Rich, B. & Janos, J. Skunk Works Boston: Little, Brown & Co., 1994. 2

Seabrook, J. Flash of Genius and Other True Stories of Invention New York: St. Martin’s, 2008. 2

Shepard, A. & Slayton, D. Moonshot: The Inside Story of America’s Race to the Moon Atlanta: Turner, 1994. 2

Shekerjian, D. Uncommon Genius: How Great Ideas Are Born – Tracing the Creative Impulse w ith Forty Winners of the MacArthur Award New York: Penguin, 1991.

2

Silverstein, K. The Radioactive Boy Scout: The Frightening True Story of a Whiz K id and His Homemade Nuclear Reactor New York: Villard, 2004.

1

Stross, R. The Wizard of Menlo Park: How Thomas Alva Edison Invented the Modern World New York: Crown, 2007.

2

Tillman, B & Clark, W. LeMay New York: St. Martin, 2007. 2 Wallace, I. The Fabulous Showman: The Life and Times of

P.T. Barnum New York: Knopf, 1959. 2 Weatherford, J. Genghis Khan and the Making of the Modern

World New York: Three Rivers, 2004 2

Organizational Change, Fall, 2017 – Block 2, McDonald; page 23 of 35 Weightman, G. The Industrial Revolutionaries: The Making of

the Modern World, 1776 – 1914 New York: Gavin, 2007 2 Williams, K. Grace Hopper: Admiral of the Cyber Sea Annapolis:

US Naval Institute Press, 2004. 2

Unit 2: Tools/Approaches to Innovation/Problem Solving/and Other

Adams, J. Conceptual Blockbusting: A Guide to Better Ideas, 3rd Reading, Massachusetts: Addison-Wesley, 1996. 1

Austin, J. Chase, Chance, and Creativity: The Lucky Art of Novelty Cambridge, Massachusetts: MIT,2003. 2

Backer, B. The Care and Feeding of Ideas New York: Random House, 1993. 1

Brown, S. P lay: How It Shapes the Brain, Opens the Imagination, and Invigorates the Soul New York: Avery, 2009.

2

Brown, T. Change by Design: How Design Thinking Transforms Organizations and Inspires Innovation New York: HarperCollins, 2009.

2

Cain, S. Quiet: The Power of Introverts in a World that Can’t Stop Talk ing New York: Broadway Books, 2012. 2

Chaffe, J. The Thinker’s Way: 8 Steps to a Richer Life – Think Crit ically, Live Creatively, Choose Freely Boston: Little Brown, 1998.

2

Clegg, B. & Birch, P. Imagination Engineering: Your Toolk it for Business Creativity New York: Prentice Hall, 2000. 2

de Bono, E. I Am Right You are Wrong: From this to the New Renaissance: From Rock Logic to Water Logic New York: Penguin, 1991.

2

de Bono, E. Serious Creativity: Using the Power of Lateral Thinking to Create New Ideas New York: Harper Business, 1992.

2

De Bono, E. Six Frames for Think ing about Information London: Vermilion, 2008. 1

de Bono, E. Six Think ing Hats New York: Little Brown, 1985 (many other publishers and dates). 1

De Bono, E. Tactics: The Art and Science of Success Boston: Little, Brown, 1984. 2

De Bono, E. Textbook of Wisdom New York: Viking, 1996. 2 De Bono, E. Think!: Before It ’s Too Late London: Vermillion,

2009. 2 Edwards, E. How to Be More Creative Mountain View, California:

Occasional Productions, 1996. 1

Organizational Change, Fall, 2017 – Block 2, McDonald; page 24 of 35 Foster, J. How to Get Ideas San Francisco: BK, 1996. 1 Foster, R. Innovation: The Attacker’s Advantage New York:

Summit, 1986. 2 Gardner, H. Leading Minds: An Anatomy of Leadership New

York: Basic, 1995. 2 Gleb, M. Discover Your Genius: How to Think Like History’s

Most Revolutionary Minds New York: Harper Collins, 2002. 1 Gelb, M. How to Think Like Leonardo da Vinci: Seven Steps

to Genius Every Day New York: Dell, 1998. 1 Gladwell, M. The Tipping Point: How Litt le Things Can Make a

Big Difference New York: Little, Brown and Co., 2002. 2 Harvard Business Review on Breakthrough Thinking Boston:

HBS, 1999. 2 Harvard Business Review on Change Boston: HBS, 1998. 2 Harvard Business Review on Innovation Boston: HBS, 2001. 2 Hesselbein, F. & Johnson, R. (editors) On Creativity, Innovation,

and Renewal: A Leader to Leader Guide San Francisco: Jossey-Bass,2002.

1

Hesselbein, F. & Johnson, R. (editors) On Leading Change: A Leader to Leader Guide San Francisco: Jossey-Bass,2002. 1

Hirshberg, J. The Creative Priority: Putting Innovation to Work in Your Business New York: Harper, 1999. 2

Hoenig, C. 6 Essential Secrets for Think ing on a New Level: Making Decisions and Getting Results New York: MJF, 2000.

2

Hughes, T. Rescuing Prometheus: Four Monumental Projects that Changed the Modern World New York: Vintage Books, 1998. 2

Hunt, J. The Art of the Idea and How it Can Change Your Life Brooklyn, New York: powerhouse, 2009. 1

Hurson, T. Think Better (Your Company’s Future Depends on It and So Does Yours): An Innovator’s Guide to Productive Thinking New York: McGraw Hill, 2007.

2

Lehrer, J. Imagine: How Creativity Works Boston: Houghton Mifflin Harcourt, 2012 2

Leonard, D. & Swap, W. When Sparks Fly: Igniting Creativity in Groups Boston: HBS, 1999. 2

Marquardt, M. Leading w ith Questions: How Leaders Find the Right Solutions by Know ing What to Ask New York: Jossey-Bass, 2005.

McGehee, T. Whoosh: Business in the Fast Lane – Unleashing the Power of a Creation Company Cambridge, Massachusetts: Perseus, 2001.

2

Meyer, P. Quantum Creativity: Nine Principles to Transform the Way You Work Chicago: Contemporary Books, 2000. 2

Nalebuff, B. & Ayres, I. Why Not?: How to Use Everyday 2


Ingenuity to Solve Problems Big and Small Boston: HBS, 2006.

Nierenberg, G. The Art of Creative Think ing New York: Barnes and Noble, 1982, 1996. 1

Ogle, R. Smart World: Breakthrough Creativity and the New Science of Ideas Boston: Harvard Business Schooly Press, 2007.

2

Perkins, D. The Eureka Effect: The Art and Logic of Breakthrough Think ing New York: Norton, 2000. 2

Pink, D. A Whole New Mind: Why Right-Brainers w ill Rule the Future New York: Riverhead, 2005. 2

Puccio, G., Murdock, M., & Mance, M. Creative Leadership: Skills that Drive Change Thousand Oaks, California: Sage, 2007. 2

Restak, R. Think Smart: A Neuroscientist ’s Prescription for Improving Your Brain’s Performance New York: Riverhead, 2009.

2

Root-Bernstein, R & Root-Bernstein, M. Sparks of Genius: The 13 Thinking Tools of the World’s Most Creative People Boston: Houghton Mifflin, 1999.

2

Schenck, E. The Houdini Solution: Put Creativity and Innovation to Work by Thinking Inside the Box New York: McGraw Hill, 2007.

1

Sternberg, R., Grigorenko, E., & Singer, J. Creativity: From Potential to Realization Washington, D.C.: American Psychological Association, 2004.

3

Strauch, B. The Secret Life of the Grown-Up Brain: The Surprising Talents of the Middle-Aged M ind New York: Viking, 2010

2

Terkel, S. Giants of Jazz New York: The New Press, 2006. 1 Tharp, T. The Creative Habit: Learn It and Use It for Life New

York: Simon and Schuster, 2003. 2 Thorpe, S. How to Think Like Einstein: Simple Ways to Break

the Rules and Discover Your Hidden Genius Naperville, Illinois: Source Books, 2000.

1

Von Oech, R. A Whack on the Side of the Head: How You Can Be More Creative (revised ed.) New York: Warner, 1990. 1

Wheeler, J. The Power of Innovative Thinking: Let New Ideas Lead You to Success New York: Barnes and Noble, 1998.

2


Unit 3: Managing, Leading, Oops, and Other Good Stuff re Innovation, Creativity, Problem Solving, and Leadership Abramson, M. & Littman, I. Innovation (The

PricewaterhouseCoopers Endowment for The Business of Government) Boston: Rowman & lLittlefield, 2002.

2

Baxter, J. Scientists Against Time Cambridge, Massachusetts: MIT Press, 1968. 3

Bellman, G. & Ryan, K. Extraordinary Groups: How Ordinary Teams Achieving Amazing Results San Francisco: Jossey Bass,2009.

2

Berkin, S. The Myths of Innovation California: O’Reilly, 2007. 1 Brafman O. & Brafman, R. Sway: The Irresistible Pull of

Irrational Behavior New York: Doubleday, 2008. 2 Chiles, J. Invit ing Disaster: Lessons from the Edge of

Technology New York: Harper Business, 2002 Christensen, C., Anthony, S. & Roth, E. Seeing What’s Next:

Using the Theories of Innovation to Predict Industry Change Boston: HBS, 2004.

2

Deutschman, A. Change or Die: The Three Keys to Change at Work and in Life. New York: Harper-Collins, 2007. 2

Doidge, Norman: The Brain that Changes Itself: Stories of Personal Triumph from the Frontiers of Brain Science New York: Penguin, 2007.

2

Drucker, P. Management Challenges for the 21st Century New York: Harper Business, 1999. 2

Florida, R. The Rise of the Creative Class: and How It Is Transforming Work, Leisure, Community and Everyday Life New York: Basic, 2002.

3

Florida, R. The Great Reset: How New Ways of Living and Working Drive Post-Crash Prosperity New York: HarperCollins, 2010.

2

Gardner, H. Five Minds for the Future Boston: HBS, 2006. 2 Ghaemi, N. A First-Rate Madness: Uncovering the Links

between Leadership and Mental I llness New York: Penguin, 2012.

2

Gillcrist, D. Power Shift: The Transition to Nuclear Power in the U.S. Submarine Force as Told by Those Who Did It New York: iUniverse, 2006.

1

Gladwell, M. David and Goliath: Underdogs, M isfits, and the Art of Battling Giants New York: Little, Brown, 2013. 2

Goldsmith, D. Paid to Think: A Leader’s Toolk it for Redefining Your Future Dallas, Texas: BenBella, 2012. 3

Organizational Change, Fall, 2017 – Block 2, McDonald; page 27 of 35 Hallinan, J. Why We Make M istakes: How We Look w ithout

Seeing, Forget Things in Seconds, and Are All Pretty Sure We Are Way above Average New York: Broadway, 2009.

2

Heath, C. & Heath, D. Made to Stick New York: Random House, 2007 2

Kaufman, J. & Sternberg (eds). The International Handbook of Creativity New York: Cambridge, 2006 3

Keegan, J. The Price of Admiralty: The Evolution of Naval Warfare New York: Penguin, 1990. 2

Ivancevich, J. & Duening, T. Managing Einsteins: Leading High-Tech Workers in the Digital Age New York: McGraw-Hill, 2002.

3

Johnson, D. Fast Tanks and Heavy Bombers: Innovation in the U.S. Army 1917 – 1945 Ithaca, New York: Cornell University, 1998.

2

Johnson, S. (ed.). The Innovator’s Cookbook: Essentials for Inventing What’s Next New York: Penguin, 2011. 2

Johnson, S. Where Good Ideas Come From: The Natural History of Innovation New York: Riverhead, 2010.

Kotter, J. Leading Change Boston: HBS, 1996. 2 Kotter, J. & Cohen D. The Heart of Change: Real Life Stories of

How People Change Their Organizations Boston: HBS, 2002.

2

Levin, D. The Organized Mind: Thinking Straight in the Age of Information Overload New York: Dutton, 2014 3

Lindegaard, S. The Open Innovation Revolution: Essentials, Roadblocks, and Leadership Skil ls Hoboken, New Jersey: Wiley, 2010

2

Maisel, E. Toxic Crit icism: Breaking the Cycle New York: McGraw Hill,2007. 2

McNiff, S. Creating w ith Others: The Practice of Imagination in Life, Art & the Workplace Boston: Shambhala, 2003 2

Medina, J. Brain Rules: 12 Principles for Surviving and Thriving at Work, Home, and School Seattle, Washington: Pear, 2008.

2

Meyerson, D. Tempered Radicals: How Everyday Leaders Inspire Change at Work Boston: HBS, 2003. 2

Murray, W. & Millet, A. (eds.) M ilitary Innovation in the Interwar Period Cambridge, UK: Cambridge University Press. 3

Musashi, M. (translated by Thomas Cleary). The Book of Five Rings: A Classic Text on the Japanese Way of the Sword Boston: Shambhala, 1993

1

Nambisan, S. & Sawhney, M. The Global Brain: Your Roadmap for Innovating Faster and Smarter in a Networked World 2


Upper Saddle River, New Jersey: Wharton School, 2008 Ormerod, P. Why Most Things Fail: Evolution, Extinction, and

Economics New York: Pantheon, 2005. 2 Perkins, D. (and others) Leading at the Edge: Leadership

Lessons from the Extraordinary Saga of Shackleton’s Antarctic Expedition New York: AMACOM, 2000.

2

Peters, T. The Circle of Innovation New York: Knopf, 1997. 2 Petroski, H. Design Paradigms: Case Histories of Error and

Judgment in Engineering New York: Cambridge University Press, 1994.

2

Petroski, H. Success through Failure: The Paradox of Design Princeton, New Jersey: Princeton University Press, 2006 2

Petroski, H. The Essential Engineer: Why Science Alone Will Not Solve Our Global Problems New York: Knopf, 2010. 2

Puccio, G., Murdock, M. & Mance, M. Creative Leadership: Skills that Drive Change Thousand Oaks, California: Sage, 2007. 2

Quinn, J. Innovation Explosion: Using Intellect and Software to Revolutionize Grow th Strategies New York: Free Press, 1997.

2

Ray, P. & Anderson, S. The Cultural Creatives: How 50 Million People Are Changing the World New York: Three Rivers, 2000.

2

Richards, R. (ed.). Everyday Creativity and New Views of Human Nature: Psychological, Social, and Spiritual Perspectives Washington, D.C.: American Psychological Association, 2007.

3

Roam, D. The Back of the Napkin: Solving Problems and Selling Ideas w ith P ictures New York: Portfolio, 2008. 2

Rosenberg, M. Nonviolent Communication: A Language of Life Encinitas, California: Puddle Dancer, 2003 2

Rothatyn, F. Bold Endeavors: How Our Government Built America, and Why We Must Rebuild Now New York: Simon & Schuster, 2009.

2

Sawyer, K. Group Genius: The Creative Power of Collaboration New York: Basic Books, 2007 2

Schrage, M. The Innovator’s Hypothesis Cambridge, Mass.: MIT, 2014. 2

Shore, Z. Blunder: Why Smart People Make Bad Decisions New York: Bloomsbury, 2008. 2

Sinek, S. Leaders Eat Last: Why Some Teams Pull Together and Others Don’t New York: Portfolio, 2014. 2

Sinek, S. Start w ith Why: How Great Leaders Inspire Everyone to Take Action New York: Portfolio, 2009. 2

Organizational Change, Fall, 2017 – Block 2, McDonald; page 29 of 35 Strauch, B. The Secret Life of the Grown-Up Brain: The

Surprising Talents of the Middle-Aged M ind New York: Viking, 2010.

2

Sternberg, R. Wisdom, Intelligence, and Creativity Synthesized New York: Cambridge University Press, 2007.

2

Thiel, P. Zero to One: Notes on Startups, or How to Build the Future¸ New York: Crown, 2014. 2

Toffler, A. & Toffler, H. Revolutionary Wealth: How It W ill Be Created and How IT Will Change Our Lives New York: Knopf, 2006.

3

Useen, M. The Leadership Moment: Nine True Stories of Triumph and Disaster and Their Lessons for Us All New York: Three Rivers, 1998.

2

Vaughn, B. What Would MacGyver Do?: True Stories of Improvised Genius in Everyday Life New York: Hudson Street, 2006.

1

Wagner, T. Creating Innovators: The Making of Young People Who Will Change the World New York: Scribner, 2012 2

Wurman, R. Information Anxiety 2 Indianapolis, Indiana: Que, 2001. 2

Zhou, J. & Shalley, C. (eds). Handbook of Organizational Creativity New York: Lawrence Erlbaum Associates, 2008. 3


Addendum: Additional Books for Review

Book Points Unit 1: G3 of Innovation (Great Guys/Gals) of Innovation

Baime, A. Go Like Hell: Ford, Ferrari, and Their Battle for Speed and Glory at LeMans Boston: Houghton Mifflin Harcourt,2009

2

Baime, A. The Arsenal of Democracy: FDR, Detroit, and an Epic Quest to Arm America at War Boston: Houghton Mifflin Harcourt, 2014

2

Chivers, C. The Gun New York: Simon & Schuster, 2010 3 Gewirtz, J. Israel’s Edge: The Story of the IDF’s Most

Elite Unit – Talpiot Jerusalem: Gefen, 2016. 2

Gruen, J. Keith Haring: The Authorized Biography New York: Simon & Schuster, 1991. 1

Johnson, M. Mission Control: Inventing the Groundwork of Spaceflight Gainesville: University Press of Florida.

2

Johnson, S. The United States Air Force and the Culture of Innovation Washington, D.C.: Air Force History and Museum Program, 2002.

2

Katz, Y. and Bohbot, A. The Weapons Wizards: How Israel Became a High-Tech Military Superpower New York: St. Martin’s, 2017

2

Kennedy, P. Engineers of Victory: The Problem Solvers Who Turned the Tide in the Second World War New York: Random House, 2013.

2

McCullough, D. The Wright Brothers New York: Simon & Schuster, 2015. 2

McCurdy, H. Faster Better Cheaper: Low-Cost Innovation in the U.S. Space Program. Baltimore: The Johns Hopkins University, 2001.

2

Pavelec, S. The Jet Race and the Second World War Annapolis, Maryland: Naval Institute, 2007. 2

Rodgers, E. Flying High: The Story of Boeing and the Rise of the Jetliner Industry New York: Atlantic Monthly, 1996.

3

Organizational Change, Fall, 2017 – Block 2, McDonald; page 31 of 35 Seabrook, J. Flash of Genius and Other True Stories

of Invention New York: St. Martin’s, 2006. 2

Winchester, S. The Map That Changed the World: William Smith and the Birth of Modern Geology New York: Harper Collins, 2001.

3

Unit 2: Tools/Approaches to Innovation/Problem Solving/and Other

Clarke, R. & Eddy, R. Warnings: Findings Cassandras to Stop Catastrophes New York Harper Collins, 2017.

2

Pellerin, C. How NASA Builds Teams: Mission Crit ical Soft Skills for Scientists, Engineers, and Project Teams Hoboken, New Jersey: Wiley, 2009.

2

Pyle, R. Innovation the NASA Way: Harnessing the Power of Your Organization for Breakthrough Success New York: McGraw Hill, 2014.

2

Sweeney, J. Innovation at the Speed of Laughter: 8 Secrets to World Class Idea Generation Minneapolis: Aerialist

1

Walton, D. Emotional Intelligence: A Practical Guide New York: MJF, 2012. 1

Unit 3: Managing, Leading, Oops, and Other

Good Stuff re Innovation, Creativity, Problem Solving, and Leadership

Ballard, E. Epiphany: True Stories of Sudden Insight to Inspire, Encourage, and Transform New York: Harmony, 2011

2

Roach, M. Grunt: The Curious Science of Humans at War New York: Norton, 2016. 2

Roach, M. Packing for Mars: The Curious Science of Life in the Void New York: Norton, 2010. 2

Steltzner, A. with Patrick, W. The Right Kind of Crazy: A True Story of Teamwork, Leadership, and High-Stakes Innovation New York: Penguin, 2016.

2


APPENDIX 1: SELECTED WWW SITES

Organization Address Comments Innovation Network http://www.thinksmart.com/ Small library available. Innovation Network http://www.innonet.org/ Focused on less on pure

innovation and more on NPO program evaluation. Must register to get to the goodies.

European Commission, Community Research

http://www.cordis.lu/innovation-smes/home.html

The European Community’s site with a wide array of innovation cases.

Innovation Tools http://www.innovationtools.com/

Small library focused on creativity and brainstorming.

The Innovation Journal http://www.innovation.cc/ Articles, case studies, and discussion papers on government innovation.

Center for Creative Leadership http://www.ccl.org/leadership/index.aspx

Newsletter archive is useful.

Innovation Timeline http://www.ideafinder.com/history/timeline.htm

Interesting site re history to technical innovation via timeline.

Technology Innovation http://nctn.hq.nasa.gov/innovation/

NASA’s spin on its contributions to humankind plus other items.

Innovation Watch http://www.innovationwatch.com/

Links to a large number of innovation sites and pages.

Leader to Leader Institute http://www.pfdf.org/innovation/

Peter Drucker Foundation website. Large library with much on NPOs.

U.S.E.P.A. http://www.epa.gov/opei/ EPA’s website on policy innovation.

U.S. Conference of Mayors http://www.usmayors.org Best practices display some innovative thinking

Harvard Business School http://hbswk.hbs.edu/topic.jhtml?t=innovation

Excerpts from many Harvard Business Review articles.

CREAX: Creativity for Innovation

http://www.creax.com/ Links, links, links.

Edward de Bono http://www.edwdebono.com/ Mr. Creativity’s website. Mainly a sales site but also some good information.

PMI Edward deBono's http://www.whom.co.uk/html/dbonopmi.htm

Site summarizing deBono’s PMI system

Tom Peters Home http://www.tompeters.com/ Articles, slides, and other stuff Tofflers’ Home http://www.revolutionarywealt

h.com/?fa=home Background and other on these two

Advanced Practical Thinking Training, Inc.

http://www.debonothinkingsystems.com/tools/

Site focused on deBono training and information.

Creativity at Work http://www.creativityatwork.com/

Naiman and Associates site with some interesting articles.


Directed Creativity http://www.directedcreativity.com/pages/publishedFrameset.html

Paul Plsek site with some interesting articles.

JPB Creative Co. http://www.jpb.com/creative/creative.php

Small site for boosting personal creativity.

Mind Tools http://www.mindtools.com/pages/main/newMN_CT.htm

Tons of pages on how managers can improve themselves, operations, and organizations.

Creativity Web http://members.optusnet.com.au/~charles57/Creative/index2.html

Pages on how to boost creativity.


Appendix 2: Honor Statement

MLS 5326 Honor Statement

Integrity is fundamental to the public sector. This course has a zero tolerance rule regarding scholastic dishonesty. Any student found guilty of scholastic dishonesty will have the offending material(s) submitted to the appropriate UTEP authorities.

The graduate catalog states:

The University of Texas at El Paso prides itself on its standards of academic excellence. In all matters of intellectual pursuit, UTEP faculty and students must strive to achieve excellence based on the quality of work produced by the individual. In the classroom and in all other academic activities, students are expected to uphold the highest standards of academic integrity. Any form of scholastic dishonesty is an affront to the pursuit of knowledge and jeopardizes the quality of the degree awarded to all graduates of UTEP. It is imperative, therefore, that the members of this academic community understand the regulations pertaining to academic integrity and that all faculty insist on adherence to these standards.

Any student who commits an act of scholastic dishonesty is subject to discipline. Scholastic dishonesty includes, but is not limited to, cheating, plagiarism, collusion, the submission for credit of any work or materials that are attributable in whole or in part to another person, taking an examination for another person, and any act designed to give unfair advantage to a student or the attempt to commit such acts. Proven violations of the detailed regulations, as printed in the Handbook of Operating Procedures (HOP) and available in the Office of the Dean of Students and the homepage of The Dean of Students at www.utep.edu/dos, may result in sanctions ranging from disciplinary probation, to failing a grade on the work in question, to a failing grade in the course, to suspension or dismissal, among others.

All course participants are expected to be thoroughly familiar with plagiarism and how to avoid it. Each participant is expected to thoroughly review the material presented at Plagiarism.org (http://www.plagiarism.org/). Each participant must sign the following statement. Student Statement: I have read and I understand the information at Plagiarism.org. I understand that any work submitted by me in this course may be submitted to an electronic data base to check for plagiarism. I understand that the minimum penalty for plagiarism is a zero grade on the plagiarized assignment. I further understand that plagiarism may result in me receiving a failing grade for the course and/or a recommendation of termination from the program. I affirm that all work submitted by me to be original work, except where clearly documented.

____________________________ ____________________________ Signature Date ___________________________ ____________________________ Name (Printed) Course and Semester

http://www.plagiarism.org/


Consider…

The mightiest lever known to the moral world, Imagination – William Wordsworth Imagination is more important than knowledge. For knowledge is limited, whereas

imagination embraces the entire world, stimulating progress, giving birth to evolution. It is, strictly speaking, a real factor in scientific research. – Albert Einstein

To invent, you need a good imagination and a pile of junk. –Thomas Edison Anyone who stops learning is old, whether twenty of eighty. Anyone who keeps

learning stays young. The greatest thing in life is to keep your mind young. –Henry Ford

I failed my way to success. - Thomas Edison I’m convinced that about half of what separates the successful entrepreneurs from the

non-successful ones is pure perseverance. –Steve Jobs The empires of the future will be empires of the mind. –Winston Churchill You can’t just ask customers what they want and then try to give that to them. By the

time you get it built, they’ll want something new. –Steve Jobs Any science and technology which is sufficiently advanced is indistinguishable from

magic. --Arthur C. Clarke Innovation is the specific instrument of entrepreneurship. The act that endows resources

with a new capacity to create wealth. --Peter Drucker Without change there is no innovation, creativity, or incentive for improvement. Those

who initiate change will have a better opportunity to manage the change that is inevitable. William Pollard

Intuition will tell the thinking mind where to look next. --Jonas Salk If you have always done it that way, it is probably wrong. --Charles Kettering If you can dream it, you can do it. --Walt Disney If you lose the power to laugh, you lose the power to think. --Clarence Darrow Ideas are like rabbits. You get a couple and learn how to handle them, and pretty soon

you have a dozen. --John Steinbeck Swipe from the best, then adapt. –Tom Peters Never confuse motion with action. --Ernest Hemingway Never tell people how to do things. Tell them what to do and they will surprise you with

their ingenuity. --George Patton A problem well stated is a problem half solved. --Charles Kettering No idea is so outlandish that it should not be considered. --Winston Churchill If I have a thousand ideas and only one turns out to be good, I am satisfied. --Alfred

Noble I can accept failure. Everyone fails at something. But I can’t accept not trying. –

Michael Jordan

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