I'm looking for examples of HR and training and development policies or
procedures that either:
1) foster and promote innovation in your organization
or
2) inhibit and stifle innovation in your organization.
They can come from any HR areas such as hiring, orientation, training,
promotion, annual reviews, compensation, reward systems etc.
I'd like to hear about policies that were initially thought to be
positive, (that promote system variety) that over time backfired or
produced unanticipated consequences due to some unexpected "system
dynamics" ( similar to what Senge or Stafford Beer talk about in their
systems work)
example: One R&D department had a policy that rewarded researchers bonuses
for new ideas and extra work done on priority research directions, but
this was overlooked as a criteria for advancement, when it came time for
annual performance reviews and promotions. Hence, the policy impact on the
overall institution was marginal if not negative in some cases.
Thanks for your ideas in advance
Walter Derzko
Creativity Consortium-Toronto
wd@itrc.on.ca
--Walter Derzko <wd@itrc.on.ca>
Learning-org -- An Internet Dialog on Learning Organizations For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>