Page 210 - 100 Great Business Ideas: From Leading Companies Around the World (100 Great Ideas)

Mut ist in this chapter is in the warrior role I he other

roles VN, ere discussed in other chapters, although n k
different names and in different contexts. For example, in
terms of the creative problem-solving model presented in
Chapter 2, the explorer and the artist are active in analyz-
ing the environment, recognizing a problem, identifying a
problem, and generating alternatives, with the artist
primarily responsible for generating alternatives. The
judge is active in making assumptions and making a
choice. The warrior would be active in making a choice
and in implementing the creative result in the sense of
getting the organization to adopt it and transform it into
an innovation.

Often a person who can be an explorer and artist finds it
difficult to be a judge or a warrior. Even people who can
assume the first three roles often find it difficult to be a war-
rior. That is why many firms separate these functions, nor-
mally combining the first two in the role of the creator, and
asking a group, usually made up of professional staff or
managers but sometimes a creativity circle, to judge the value
of the creative result. Then a manager or professional staff
person may serve as the product champion, moving the prod-
uct through the various stages of the approval process within
the firm.9

Von Oech observes that the individual must move from one
role to another and that this movement is difficult for many
people. If you are not able to change roles readily, you must
either force yourself to assume roles in which you are un-
comfortable or find yourself a champion. Whether you pur-
sue the role of warrior yourself or find a champion, the sell-
ing part of the process must be accomplished.

101/3. FORCE-FIELD ANALYSIS

Organizational development is but one type of change man-
agement. Regardless of which program is used to manage
change, the manager making the changes will invariably be
faced with resistance. To better manage change, the prob-
lem solver needs to understand force-field analysis, a con-
cept developed by Kurt Lewin, a pioneer in the study of
change. Lewin suggests that change results from the rela-