Innovation psychology

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The Innovation psychology is a branch of organizational psychology , which deals with the experience and behavior of people in organizations. An organization is seen as a system of people and technologies, the processes of which are structured by regulations and are stable over time . The activities are geared towards a specific purpose or goal . Organizational psychology examines the following relationships that can be observed in organizations:

a) between the individual and the tasks assigned to him
b) between the individual and his social environment
c) between the individual and the formal organizational structure

Organizational psychology is closely related to other areas, such as the basic subjects of psychology ( differential psychology , social psychology , general psychology ) but also business administration , e.g. B. to get to know the design options of various organizational structures.

Innovation psychology itself deals with the experience and behavior of people during an entire innovation process.

An innovation is a product or process that is new as a result, i.e. H. is noticeably different from the previous state - however that is to be determined - and is to be marketed. Innovations that have not been successful on the market are just inventions.

The innovation process always starts with the idea : There is no innovation without an idea. The entire innovation process extends from the generation of ideas and decision-making to the implementation and marketing of the innovation. When generating ideas, v. a. Aspects of general psychology, such as information processing and motivation , but also aspects of differential psychology, such as creativity and intelligence, come into play. Decision-making, on the other hand, is mostly based on group processes, so that social psychology can be used here. When implementing and marketing the innovation, the focus is on topics such as leadership and advertising impact , which are reflected in applied social psychology.

Lester and Piore pointed out the importance of conversation as a basic requirement and at the same time an instrument for innovation (see literature). Conversation is a "missing dimension", an often underestimated dimension, without which ideas could not be implemented as innovations. Aeschbacher proposed and developed conversation as a management method in order to select the multitude of ideas and to implement those that are easiest to implement within an organization quickly and without friction (see literature).

See also

literature