How mindful organising and workplace innovation stimulate the adoption of innovation by employees in logistics
article
Many innovations do not get implemented. One reason is the limited innovation adoption of employees. Because they may see innovation as useless, not making their work easier, or that bosses and others do not stimulate its use. We wanted to know how innovation adoption worked in the Dutch logistics sector. We assumed that mindful organising could support innovation adoption. Mindful organising concerns the ability to discuss work errors and mistakes openly and react resilient and fast to unexpected changes, pulling on all team members’ expertise. It consists of 4 behavioural elements:
(1) “Team members have a good “map” of each person’s talents and skills”;
(2) “Team members talk about mistakes and ways to learn from them”;
(3) “When errors happen, as team members discuss how they could have prevented them”;
(4) “When an unexpected situation like a sudden change or project mishap occurs, team members
rapidly pool their collective expertise to attempt to resolve it.”
(1) “Team members have a good “map” of each person’s talents and skills”;
(2) “Team members talk about mistakes and ways to learn from them”;
(3) “When errors happen, as team members discuss how they could have prevented them”;
(4) “When an unexpected situation like a sudden change or project mishap occurs, team members
rapidly pool their collective expertise to attempt to resolve it.”
TNO Identifier
946514
Source
EUWIN’s Bulletin(24th November)