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May 15, 2007 · Weird Ideas That Work codifies these and other proven counterintuitive ideas to help you turn your workplace from staid and safe to wild and woolly—and creative. In Weird Ideas That Work Sutton draws on extensive research in behavioral psychology to explain how innovation can be fostered in hiring, managing, and motivating people; building teams; making decisions; and interacting with outsiders.
- (64)
- Robert I. Sutton
- $16.99
- Free Press
May 15, 2007 · Weird Ideas That Work. : Robert I. Sutton. Free Press, May 15, 2007 - Business & Economics - 240 pages. A breakthrough in management thinking, “weird ideas” can help every organization achieve a balance between sustaining performance and fostering new ideas. To succeed, you need to be both conventional and counterintuitive.
- Robert I. Sutton
- Free Press, 2007
- 0743227883, 9780743227889
Buy the book Weird Ideas That Work: How To Build A Creative Company by robert i sutton at Indigo Skip to main content Skip to footer content Get 10x the points on books by Canadian Indie Publishers
Weird Ideas That Work: How to Build a Creative Company : Sutton, Robert I., Prosser, Gareth: Amazon.ca: Books
Apr 20, 2024 · In Weird Ideas That Work Sutton draws on extensive research in behavioral psychology to explain how innovation can be fostered in hiring, managing, and motivating people; building teams; making decisions; and interacting with outsiders. Business practices like "hire people who make you uncomfortable" and "reward success and failure, but punish ...
Jan 1, 2001 · Weird Ideas That Work codifies these and other proven counterintuitive ideas to help you turn your workplace from staid and safe to wild and woolly—and creative. In Weird Ideas That Work Sutton draws on extensive research in behavioral psychology to explain how innovation can be fostered in hiring, managing, and motivating people; building ...
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Books. Weird Ideas That Work. Creativity, new ideas, innovation -- in any age they are keys to success, but in today's whirlwind economy they are essential for survival itself. Yet, as Robert Sutton explains, the standard rules of business behavior and management are precisely the opposite of what it takes to build an innovative company.
