Management consultant Chopra explains a method for overcoming people's resistance to learning new ideas because doing it the old way is easier than learning the new. His system is based on insights about how the mind makes ideas, how people behave in groups, and how important people's ideas are to
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Must reading for anyone who wants to develop a new or improved product, service, process, or strategy. And who knows that people resist new ideas. In part because it takes more effort to implement them than to keep doing things the old way. It’s especially hard to get people to put in this extra effort if they feel stretched, as they do in today’s “lean” organizations. Chopra shows you a way to deal with this problem that you won’t find elsewhere. It is based on his twenty-five plus years of observations of people who have a knack for getting others to embrace new ideas. To make explicit key ingredients of this knack he had to acquire an understanding of two seemingly unrelated subjects: how the mind makes fresh ideas, and how what you do with peoples’ ideas impacts their willingness to help you get something done.
A.J. (“Jeet”) Chopra is a world-class facilitator of the innovation process. His clients include a “who’s-who” list of business companies based in the U.S. and in Europe, the Middle East, and the Asia Pacific Region. They also include universities and non-profit organizations. He is a former co-owner of Synectics, Inc., a consulting company whose services grew out of studies of the thinking habits of successful inventors. The Random House Dictionary extracted a common noun from the company’s name and defined it as “the study of creative processes, esp. as applied to the solution of problems by a group of diverse individuals.”
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