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Weird ideas that work / Robert I. Sutton

Main Author Sutton, Robert I. Publication [S.l.] : The Penguin Press, cop. 2001 Description VIII, 230 p. ISBN 0713995459 Abstract Índice: Part I - Why the weird ideas work: 1. Why these ideas work, but seem weird; 2. What is creativity, anyway?. Part II - The weird ideas: 3. Hire 'slow learners'; 4. Hire people who make you don't need;6. Use job interviews to get ideas, not to screen candidates; 7. Encourage people to ignore and defy superiors and peers; 8. Find some happy people and get them to fight; 9. Reward success and failure, punish inaction; 10. Decide to do something that will probably fail, then convince yourself and everyonde else that success is certain; 11. Think of some ridiculous or imparctical things to do, then plan to do them; 12. Avoid, distract, and bore customers. critics, and anyone who just wants to talk about money.
 Resumo: Robert Sutton explains, the standard rules of business behavior and management are precisely the opposite of what it takes to build an innovative company. Topical name Gestão
Inovação CDU 658
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Item type Current location Call number Status Date due Barcode Item holds
Book Biblioteca IPAM Porto
658 [I] SUT 3240 Available 3240
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Índice: Part I - Why the weird ideas work: 1. Why these ideas work, but seem weird; 2. What is creativity, anyway?. Part II - The weird ideas: 3. Hire 'slow learners'; 4. Hire people who make you don't need;6. Use job interviews to get ideas, not to screen candidates; 7. Encourage people to ignore and defy superiors and peers; 8. Find some happy people and get them to fight; 9. Reward success and failure, punish inaction; 10. Decide to do something that will probably fail, then convince yourself and everyonde else that success is certain; 11. Think of some ridiculous or imparctical things to do, then plan to do them; 12. Avoid, distract, and bore customers. critics, and anyone who just wants to talk about money.

Resumo: Robert Sutton explains, the standard rules of business behavior and management are precisely the opposite of what it takes to build an innovative company.

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