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WGU C208 Change and Innovation > C208 Vocab > Flashcards

C208 Vocab Flashcards

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1
Q

Paradigm

A

A theory or model about how something should be done, made, or conceived.

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2
Q

Leadership

A

The process by which one person influences the thoughts, attitudes, and behaviors of others.

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3
Q

Innovation

A

The process by which an organization generates new ideas and converts them into new products, business practices, and strategies that create value.

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4
Q

First, Second, and Third Order Change Model

A

A change process model that explores different orders of change: First (conformative), Second (reformative), and Third (transformative).

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5
Q

Cultural norms

A

A culture’s expectation of its members’ behavior in any given situation.

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6
Q

Organizational behavior

A

The study of how people, individuals, and groups act in organizations and how organizations can be made more effective.

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7
Q

Organizational culture

A

The basic tacit assumptions about how the world is and ought to be that a group of people share and that determines their perceptions, thoughts, feelings, and their overt behavior.

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8
Q

Change management

A

The process of managing change in an organization.

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9
Q

Organizational change

A

The act or fact of making an organization something different from what it is or from what it would be if left alone.

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10
Q

Bridges’ Transitional Model

A

A change process model with three stages: Ending, Losing, and Letting Go; The Neutral Zone; and New Beginning.

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11
Q

Change Curve Model

A

A change process model that explores how individuals manage personal change.

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12
Q

Creativity

A

The generation of new ideas by individuals and teams.

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13
Q

fundamentals of successful change

A

communication, training, leadership engagement, measurement

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14
Q

Cultural Web Model

A

An organizational culture model that reviews six cultural elements: stories, rituals and routines, symbols, organizational structure, control systems, and power structure.

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15
Q

Subculture

A

A group of people with a culture which is different from the larger culture to which they belong.

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16
Q

Organizational Cultural Assessment Model

A

A model that categorizes an organization as having one of four types of culture: Clan, Adhocracy, Market, or Hierarchy.

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17
Q

Kotter’s Process for Change

A

A change model that begins with establishing urgency and that emphasizes communication and coalition-building.

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18
Q

Christensen’s Disruptive Innovation Model

A

A model that looks at the impact on organizations and industries of disruptive technological innovation.

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19
Q

Descriptive change models

A

A category of change models used for trying to understand what is going on in an organization.

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20
Q

Trigger event

A

An occurrence that itself results in the risk event happening.

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21
Q

Reactive change

A

A type of change triggered by external factors.

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22
Q

Change agent

A

One who initiates a change effort.

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23
Q

Crisis change

A

A type of change triggered by a crisis.

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24
Q

Evolutionary change

A

A type of change that occurs incrementally.

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25
Anticipatory change
A type of change that can be recognized in advance.
26
Revolutionary change
A type of change that challenges the established order in fundamental ways.
27
Diffusion of Innovation Theory
A model developed by Everett Rogers that seeks to analyze why and how innovations gain popularity.
28
Contingency planning
Planning for the response to situations that may occur such as emergencies or setbacks.
29
Schema
An organized pattern of thought or behavior.
30
Lewin's Model of Change
A descriptive change model based on three steps: "unfreezing," "changing" and "refreezing."
31
How to foster employee participation?
Communicate, acknowledge emotions, training, safety nets, participation, build support, align the goals.
32
Prescriptive change models
A category of change models used for developing a step-by-step process for change.
33
new venture team
A unit that is separate from the main organization enterprise and is tasked with developing and executing a significant innovation.
34
anonymous idea generation
A technique that keeps anonymous the identity of members of a group who originate individual ideas.
35
idea champion
An individual who recognizes value of an innovative idea and lends organizational authority and resources to develop and execute innovation.
36
SCAMPER
A technique developed by Bob Eberle that can be useful for thinking about improving existing products or services.
37
semi-radical innovation
Innovation that involves a substantial change to either the business model or technology of an organization, but not to both. (Davlia, Epstein, Shelton)
38
braindrawing
A variation on brainstorming that employs drawing or doodling to generate ideas.
39
Discussion 66
A technique that helps larger groups to brainstorm more effectively through subgroups.
40
lateral thinking
A creativity technique that rejects traditional methods and employs unorthodox and apparently illogical means.
41
idea orchestrator
An individual who recognizes value of idea/innovation and manages it through the organization's political process.
42
Diffusion of Innovation Theory
A model developed by Everett Rogers that seeks to analyze why and how innovations gain popularity.
43
Nominal Group Technique
A technique for generating creative thinking by a group that involves iterative idea generation.
44
idea incubator
An in-house program or center shielded from corporate bureaucracy and interference that is meant to engage in futuristic thinking and to develop new ideas.
45
skunk works
A place designed to encourage the employees of large organizations to generate original ideas and innovation. Lockheed created the first skunk works.
46
incremental innovation
Innovation that builds upon existing knowledge and resources within a given company, which can be seen as an exercise in problem-solving. (Davlia, Epstein, Shelton)
47
divergent thinking
The explicit attempt to put dominant ideas or conventional wisdom to the side and focus on generating alternatives without immediate evaluation.
48
brainstorming
A creativity technique that looks to generate ideas or solve a problem by holding a spontaneous group discussion.
49
radical innovation
Innovation that represents a significant change that affects both the business model and the technology of a company. (Davlia, Epstein, Shelton)
50
groupthink
The practice of thinking or making decisions as a group in a way that discourages creativity or individual responsibility.
51
Abilene Paradox
When a group reaches a decision that few, if any, of the members would have chosen themselves.
52
Idea generator
An individual who generates creative ideas of value to the organization.
53
closed innovation
When an organization does all of their own research internally and keeps its innovative ideas as proprietary intellectual property.
54
Provocation Technique
A creativity technique developed by Edward de Bono that introduces radical or provocative statements meant to provoke fresh thinking and generate new ideas.
55
open innovation
when organizations pursue both external and internal ideas and innovate and collaborate with partners by sharing risk and reward.
56
The Entrepreneurial Process
1) Discovery, 2) Evaluating the Market, 3) Structuring the Venture, 4) Strategic Planning, 5) Operational and Financial Planning, 6) Creating the Business Plan, 7) Financing the Venture, 8) Implementing.
57
Equity financing
When an entrepreneur receives cash from an investor in exchange for equity in the company.
58
Market niche
The subset of the market on which a specific product or service is focused on.
59
Partnership
A legal structure of co-ownership between two or more people who go into business together and share in any profits or losses.
60
Entrepreneurship
The process of innovating with products or services for the purpose of creating wealth for the entrepreneur while adding value to society.
61
Angel capital
Investments in new ventures made by wealthy individuals ("angels").
62
Private placement
A method of raising capital through securities sold without a public offering (to select private investors).
63
Mission statement
A brief written statement of the vision and purpose of a venture or organization.
64
Social innovation
The creation of innovative solutions to complex social problems.
65
Resource-based Theory
A model advanced by Jay B. Barney and Delwyn N. Clark that focuses on the competences and capabilities of the firm in creating competitive advantage.
66
Serial entrepreneur
An entrepreneur who starts numerous businesses over time.
67
Accounts payable
Payments due to suppliers for products and services.
68
Debt financing
When an entrepreneur borrows cash and agrees to pay back the lender the original loan amount, plus a premium, by an agreed upon future date.
69
Sole proprietorship
The simplest legal structure where the sole owner is not legally distinct from the business.
70
Venture capital (VC)
Investments in new ventures with exceptional growth potential.
71
Corporation
A legal structure for business that exists apart from the individuals who own it (shareholders) and operate it (directors and officers).
72
Intrapreneurship
The entrepreneurial process conducted within an established organization.
73
Social entrepreneurship
The process of developing innovative solutions for society's most pressing social problems using entrepreneurial tools and techniques.
74
Creativity
The generation of new ideas by individuals and teams.
75
Entrepreneur
An individual who starts, organizes, manages, and assumes the risks and responsibilities of a business or enterprise.
76
Strategic planning
A process to determine the mission, objectives and strategies of a venture or organization and then find ways to achieve the identified vision.
77
SWOT analysis
A strategic analysis of a venture's strengths, weaknesses, opportunities, and threats (SWOT).
78
Strategy
A plan of action designed to achieve specific goals or objectives in a venture.
79
Corridor principle
The idea that new ventures can surface new and unintended market opportunities.
80
Intrapreneur
A manager within a firm tasked with fostering innovation through entrepreneurial activities.
81
Accounts receivable
Money due from clients for products delivered or services performed.
82
Commercialization strategy
The strategic choices an entrepreneur makes to finance later-stage development of a venture.
83
Elevator pitch
The quick, succinct summation of an entrepreneurial opportunity.

WGU C208 Change and Innovation (1 decks)

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