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    ting behaviour

    h) Fear of being perceived as being unoriginal

    i) Fear of being perceived as being unintelligent

    j) Problems have an illusion of difficulty

    k) Waiting for inspiration

    l) Lack of re

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    It can be concluded with great certainty that certain organizational cultures inhibit creativity and innovation whilst others foster it. Some organizations are just better at identifying problems, generating and selecting valuable ideas and developing and commercialising them - this is why those firms tend to maintain competitive advantage and remain leaders in their field.

    Another way to look at the problem is in terms of blocks. Certain organizations create or enhance blocks that prevent their human capital from working to its potential. Some of the many blocks include:

    a) Conformity and risk aversion

    b) Culture dictating behaviour

    c) A sense of inappropriate behaviour

    d) Negatively assessing own ideas

    e) Logical thinking, scientific, cause and event thinking

    f) Rejection of ideas without adequate valuation processes

    g) Competition inhibiting behaviour

    h) Fear of being perceived as being unoriginal

    i) Fear of being perceived as being unintelligent

    j) Problems have an illusion of difficulty

    k) Waiting for inspiration

    l) Lack of re

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    uable ideas and developing and commercialising them - this is why those firms tend to maintain competitive advantage and remain leaders in their field.

    Another way to look at the problem is in terms of blocks. Certain organizations create or enhance blocks that prevent their human capital from working to its potential. Some of the many blocks include:

    a) Conformity and risk aversion

    b) Culture dictating behaviour

    c) A sense of inappropriate behaviour

    d) Negatively assessing own ideas

    e) Logical thinking, scientific, cause and event thinking

    f) Rejection of ideas without adequate valuation processes

    g) Competition inhibiting behaviour

    h) Fear of being perceived as being unoriginal

    i) Fear of being perceived as being unintelligent

    j) Problems have an illusion of difficulty

    k) Waiting for inspiration

    l) Lack of re

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    Project management (PM) is a process comprised of people, systems, and techniques. The goal of PM is to ensure the successful completion of a project within a specified time frame and budget. There are five steps in the PM process: initiating, planning, executing, controlling, and closing. The project leader or manager coordi
    rganizations create or enhance blocks that prevent their human capital from working to its potential. Some of the many blocks include:

    a) Conformity and risk aversion

    b) Culture dictating behaviour

    c) A sense of inappropriate behaviour

    d) Negatively assessing own ideas

    e) Logical thinking, scientific, cause and event thinking

    f) Rejection of ideas without adequate valuation processes

    g) Competition inhibiting behaviour

    h) Fear of being perceived as being unoriginal

    i) Fear of being perceived as being unintelligent

    j) Problems have an illusion of difficulty

    k) Waiting for inspiration

    l) Lack of re

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    e of inappropriate behaviour

    d) Negatively assessing own ideas

    e) Logical thinking, scientific, cause and event thinking

    f) Rejection of ideas without adequate valuation processes

    g) Competition inhibiting behaviour

    h) Fear of being perceived as being unoriginal

    i) Fear of being perceived as being unintelligent

    j) Problems have an illusion of difficulty

    k) Waiting for inspiration

    l) Lack of re

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    ting behaviour

    h) Fear of being perceived as being unoriginal

    i) Fear of being perceived as being unintelligent

    j) Problems have an illusion of difficulty

    k) Waiting for inspiration

    l) Lack of resources

    m) Lack of tangible progression of good ideas

    n) Lack of focus or goal

    Simply from an analysis of the above, it is apparent that a number of areas require the attention of leaders, including:

    a) Management of personalities and individual blocks

    b) Management of organizational blocks

    c) Management of ideas from problem identification to commercialisation

    d) Distinctions and management of cultural and structural inhibitors

    Resolution techniques include broad categorisation – many blocks can be viewed as evaluation apprehension, and general solutions include:

    a) Psychological safety (Vernon, 1980) – accepting the individual as unconditioned worth – recognising that the individual is capable of producing but that their value is not based on producing

    b) Psychological freedom (Vernon, 1980) – eliminating a climate in which

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