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词语辨析:creativity vs innovation

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发表于 2020-2-5 07:55:42 | 显示全部楼层 |阅读模式
前面几个答的都不是要点,creation的创新是无中生有,以前没有这个东西,现在创造出来了。例如上帝创造世界,用creation, 就不能用innovation, 爱迪生发明灯泡,因为以前并没有灯泡,所以也是creation. creation绝对是全新的东西。 Innovation比较着重在旧的产品给予翻新或赋予新的意义功能。比如苹果手机问世,对手机就是innovation,不是creation, 在苹果之前也有手机,只是不像苹果出来后重新定义了手机。Ipod也是音乐播放器的innovation。


                                                                        [backcolor=rgb(100.000000%, 100.000000%, 100.000000%)]                                                                                                                        [size=14.000000pt]NASA Human Capital 2015:
                                                [size=14.000000pt]A Guide to Building a Highly Engaged Workforce
                                                [size=11.000000pt]The last several years have marked a time of profound change for NASA.[size=11.000000pt]New missions and programs pose unprecedented technical and managerial[size=11.000000pt]challenges. Relationships with private industry and international partnershave undergone dramatic shifts. Practitioners face increasing pressure to domore with less while still maintaining a laser focus on mission success. Ourworkforce can only succeed in a vibrant culture that supports bold ideas,novel ways of working together, and continuous learning.
                                                [size=11.000000pt]For our Human Capital community, this calls for fresh approaches to[size=11.000000pt]motivating and engaging the workforce. As the best place to work in thefederal government in 201[size=11.000000pt]4 [size=11.000000pt]according to the Partnership for Public Servicerankings, NASA already has significant strengths from which to build. Butorganizational culture does not happen by accident. As Human Capitalprofessionals, it’s our job to promote and encourage practices that fostercreativity and innovation[size=11.000000pt] in everything the Agency does, from science toaccounting to facilities management.
                                                [size=11.000000pt]This plan is ambitious in scope for an organization as large and diverseas NASA. It does not cover everything that we do as Human Capitalprofessionals. Instead, it focuses on a few specific priorities that can driveemployee engagement and make NASA an even better place to work.
                                                [size=14.000000pt]Recognizing and Rewarding Innovative Performance
                                                [size=11.000000pt]We all appreciate when others recognize our contributions and achievements.Recognition serves as a tool for reinforcing the behaviors that drive NASA toexcellence. NASA already has many highly developed formal rewards andrecognition programs, which have served the Agency well in encouragingemployees to achieve great things.
                                                [size=11.000000pt]This plan focuses on finding ways to recognize and reward desired waysof working and desired behaviors while work is happening—creativity,innovation, collaboration, teamwork, etc.—rather than after it has beensuccessfully completed. There are several informal Agency programs andCenter-specific programs that recognize and reward employees for their
                                       
                                                                                        [size=11.000000pt]innovative behaviors. Many Centers also have trainings and workshopsrecognizing innovative performance, and many have also designed non-traditional programs, policies and communications to recognize and rewardinnovation.
                                                [size=14.000000pt]Engaging and Connecting the Workforce
                                                [size=11.000000pt]Truly engaged employees are likely to be NASA’s best source of new ideas.They also are more productive, get better results, and operate more safely[size=11.000000pt]than less engaged employees. The single most important way to engageworkers is to enable them to make progress in meaningful work. Fortunately,[size=11.000000pt]there’s no shortage of meaningful work at NASA.
                                                [size=11.000000pt]The challenge is ensuring that each employee understands the mission and[size=11.000000pt]how his or her work relates to agency’s mission. Increasing engagementrequires utilizing a combination of tools that resonate with our diverseworkforce. There are a number of efforts underway to engage the workforce,including two-way conversations with top Agency leaders, cross-Agencycollaborations, visual connections, physical spaces for collaboration, andcommunities of interest.
                                                [size=14.000000pt]Building Model Supervisors and Leaders
                                                [size=11.000000pt]Managers and leaders play a critical role in establishing and sustaining aninnovative and creative culture. NASA has experienced steady improvementover the last decade in surveys that measure supervisory effectiveness.
                                                [size=11.000000pt]To continue improving in this area, NASA can draw on existing efforts to:develop systems that support the development and use of managementand leadership skills; create an environment that allows for learning at alllevels; pursue succession planning; recruit interested candidates and investin them; and establish organizational development (OD) capabilities that areaccessible and actively supporting all Centers.
                                                [size=14.000000pt]Key Enablers
                                                [size=11.000000pt]The success of this effort to encourage a culture of creativity and innovationalso depends on factors that have been identified as key enablers of change[size=11.000000pt]and growth.
                                       
                               
                       
               
                                                                        [backcolor=rgb(100.000000%, 100.000000%, 100.000000%)]                                                                                                                        [size=11.000000pt]These include:
                                               

                                                           
  •                                                                 [size=11.000000pt]Communications that are timely, tailored to the appropriate audience, andmulti-directional rather than top-down;

                                                           
  •                                                                 [size=11.000000pt]Policies, programs, and systems that align with efforts to build an innovative,creative culture in areas ranging from workforce planning to recruitment[size=11.000000pt]and selection; and

                                                           
  •                                                                 [size=11.000000pt]A Human Capital organization that leads by example—by empowering[size=11.000000pt]its people, embracing change, and adopting best practices for enhancingcollaboration and teamwork.
                                                                    [size=14.000000pt]The Path Forward
                                                                    [size=11.000000pt]Given the complex dynamics that shape the culture of an organization as largeand diverse as NASA, the activities necessary to realize this vision cannotbe rigidly predetermined, sequenced, and executed with the precision of an

                                                   
                                       
                                                                                        [size=11.000000pt]engineering management plan. With that in mind, there are actions to guideNASA’s Human Capital organizations in planning, mid-course adjustments,[size=11.000000pt]and measurement of the desired change.
                                               

                                                           
  •                                                                 [size=11.000000pt]Determine what's currently being done in the areas of recognizing and[size=11.000000pt]rewarding innovative performance, engaging and connecting the workforce,and building model supervisors and leaders.

                                                           
  •                                                                 [size=11.000000pt]Build on existing strengths.

                                                           
  •                                                                 [size=11.000000pt]Identify one or two top priorities.

                                                           
  •                                                                 [size=11.000000pt]Take action, monitor progress, and modify as needed.
                                                                    [size=11.000000pt]The most important shift this requires is toward a mindset focused oninfluencing ways of being—ways that managers, supervisors, and employeescan participate in creating an environment that energizes and sustains all ofus at NASA.

                                                   
                                       
                               
                       
               


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