Coaching Collaborative Creativity and Innovation: An Action-Based Method for Sustainable Innovation, Learning and Development in Business Organizations

Sankaran, S; Brown, SW

Coaching Collaborative Creativity and Innovation: An Action-Based Method for Sustainable Innovation, Learning and Development in Business Organizations

Sankaran, S

Brown, SW

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Publisher:: Emerald
Publication Type:: Chapter
Citation:: Action Research for Sustainable Development in a Turbulent World, 2012, 1, pp. 127 - 150
Issue Date:: 2012-01

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Field	Value	Language
dc.contributor.author	Sankaran, S https://orcid.org/0000-0001-5485-6216	en_US
dc.contributor.author	Brown, SW	en_US
dc.contributor.editor	Zuber-Skerritt, O	en_US
dc.date.issued	2012-01	en_US
dc.identifier.citation	Action Research for Sustainable Development in a Turbulent World, 2012, 1, pp. 127 - 150	en_US
dc.identifier.isbn	9781780525488	en_US
dc.identifier.uri	http://hdl.handle.net/10453/21985
dc.description.abstract	In an increasingly complex global environment, traditional approaches to strategic thinking and problem solving are proving to be inadequate. Design thinking (a process used by designers) and action research/action learning (processes used by managers for organizational change and development) provide some alternative approaches to overcome the inadequacies of traditional approaches to facilitating sustainable innovation. However, both design thinking and action research/action learning each has limitations. This chapter describes how these methodologies can be combined to overcome these limitations to coach managers collaboratively for creating new and better futures for their organizations	en_US
dc.publisher	Emerald	en_US
dc.relation.ispartof	Action Research for Sustainable Development in a Turbulent World	en_US
dc.title	Coaching Collaborative Creativity and Innovation: An Action-Based Method for Sustainable Innovation, Learning and Development in Business Organizations	en_US
dc.type	Chapter
utslib.location	Bingley, UK	en_US
utslib.for	120399 Design Practice and Management not elsewhere classified	en_US
utslib.citation.edition	1	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/e-Press
pubs.organisational-group	/University of Technology Sydney/Faculty of Design, Architecture and Building
pubs.organisational-group	/University of Technology Sydney/Faculty of Design, Architecture and Building/School of Built Environment
pubs.organisational-group	/University of Technology Sydney/Strength - CCDP - Contemporary Design Practice
utslib.copyright.status	closed_access
pubs.consider-herdc	true	en_US
pubs.edition	1	en_US
pubs.place-of-publication	Bingley, UK	en_US

Abstract:

In an increasingly complex global environment, traditional approaches to strategic thinking and problem solving are proving to be inadequate. Design thinking (a process used by designers) and action research/action learning (processes used by managers for organizational change and development) provide some alternative approaches to overcome the inadequacies of traditional approaches to facilitating sustainable innovation. However, both design thinking and action research/action learning each has limitations. This chapter describes how these methodologies can be combined to overcome these limitations to coach managers collaboratively for creating new and better futures for their organizations

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/21985