BSBSTR801

Lead innovative thinking and practice

Task 1 – Knowledge Questions
Task summary
 This is an open book knowledge test, to be completed in your own time.
 You need to answer all the written questions correctly.

Required
 Access to textbooks/other learning materials.
 Access to a computer and Microsoft Office.
 Access to the internet.

Timing
Your assessor will advise you of the due date of this assessment via Canvas.

Submit on Canvas
1. This completed workbook

Assessment criteria
 All questions must be answered correctly for you to be assessed as having completed
the task satisfactorily.

Re-submission opportunities
 You will be provided feedback on your performance by the Assessor via Canvas. The
feedback will indicate if you have satisfactorily addressed the requirements of each
part of this task.

 If any part of the task is not satisfactorily completed, the assessor will provide you
with written feedback to guide you on what you must undertake to demonstrate
satisfactory performance. This assessment may be re-attempted twice. Your
resubmission must be uploaded within three (3) days of receiving your grade of “not
yet satisfactory”. You must clearly display “Resubmission” on your resubmitted work.

 You have the right to appeal the outcome of assessment decisions if you feel that you
have been dealt with unfairly or have other appropriate grounds for an appeal.

 You are encouraged to consult with the assessor prior to attempting this task if you do
not understand any part of this task or if you have any learning issues or needs that
may hinder you when attempting any part of the assessment.
Assessment Cover Sheet

Student name:

Student ID

Trainer’s Name:

Date Submitted:

Student declaration: I declare that:

 I have read and understood all the information provided in
relation to the assessment requirements to complete this unit,
the instructions and the purpose and processes of undertaking
this assessment task
 This assessment is my own work and where other’s works or
ideas have been used, I have appropriately referenced or
acknowledged them
 I understand that plagiarism is a serious offence that may lead to
disciplinary action.
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 Task 1: Knowledge Questions

Describe two (2) current and past theories and thinking about innovation.
Question 1
Approx. 100 words
Answer:
 1st generation – the technology push model:
Innovation was understood as a linear process, with research, development and the outputs of
new successful products standing on the same level.
 2nd generation – the market pull model:
The understanding of the process and the concept of innovation changed to include what was
seen as a result of perceived and sometimes of accurately expressed customers' needs, sourced
through market research.
 3rd generation – The coupling of R&D and marketing (the interactive model):
A new generally accepted model, adapted in the mid-1970s, combined the technology push and
market pull models. It was improved with feedback and called the Interactive model of
technological opportunities and the needs of the market.

Question 2 Discuss two (2) creative thinking techniques. Approx. 100 words

Answer:
 Mind Mapping/Brainstorming:
One of the timeless classics is mind mapping or brainstorming, which is the little black
dress of idea generation; it never goes out of fashion. The key to mind mapping is to take
note of every idea that comes up. Don’t neglect anything, no matter how far-fetched it
may seem. Save the critical selection process for later. Generate as many ideas as possible;
the more we jot down, the bigger chance of finding that golden ticket idea.
 Lateral Thinking:
It involves looking at our situation in a different way. The simplest answer is not always
right. We solve most problems in a linear fashion, i.e. if something happens it must have
been… because of….
We take a step-by-step approach to finding our answers.

Question 3 Discuss three (3) personal leadership styles? Approx. 100 words

Answer:
  Democratic Leadership:
Democratic leadership is exactly what it sounds like — the leader makes decisions based on
the input of each team member. Although he or she makes the final call, each employee
has an equal say on a project's direction.
 Autocratic Leadership:
Autocratic leadership is the inverse of democratic leadership. In this leadership style, the
leader makes decisions without taking input from anyone who reports to them. Employees
are neither considered nor consulted prior to a change in direction, and are expected to
adhere to the decision at a time and pace stipulated by the leader.
 Laissez-Faire Leadership:
laissez-faire leadership is the least intrusive form of leadership. The French term "laissez-
faire" literally translates to "let them do," and leaders who embrace it afford nearly all
authority to their employees.

Describe two (2) methods you can use to promote knowledge transfer and sustainable
Question 4 innovative activities. Approx. 100 words
Answer:
 Make it formal:
This increases the confidence of the team members who know that they’re not expected to
just “figure it out” when the time comes. Even something as simple as taking notes during
meetings and sharing them will keep our employees in the loop.
 Train, train, train:
By providing our team members with formal training opportunities, we ensure that we
have duplication of skills in the system. However, if we don’t have the resources for formal
training, we can try this simulation: Remove a key person from the system temporarily so
the team can see what happens. If things fall apart quickly, people will be eager to figure
out how to prevent that failure from happening in the future.

List three (3) innovative practices, processes, products and services you can use in the
Question 5 workplace. Approx. 50 words
Answer:
 Use Technology to Collaborate and Share Knowledge:
Collaboration drives creativity and innovation, and social media and conferencing technologies can
help bring people together.
 Promote Innovation as an Organizational Value:
Place creative and even average people into creative cultures.
 Tie Compensation to Innovation:
The jury is still deliberating the influence of incentives on creativity, but their use in organizations
sends a signal that innovation is valued.

Question 6 What strategies can you use to foster workplace culture of innovation? Approx. 100 words
Answer:
 Communicate – Let employees know where they can submit their ideas:
Communicating this information is an essential part of engaging employees in the innovation
process. To inspire more people to contribute ideas, organizations should encourage a more
structured (but creative!) approach.
 Create an Innovation Sandbox – Define what innovation means for your organization:
Providing a framework outlining the type of ideas that the organization is looking for will not only
empower team members, but will allow them to be more creative and push the boundaries of the
innovation sandbox.
 Be open to new ideas (and be willing to build on them):
Being open to new ideas, especially as an executive, is essential for changing the innovation culture
of the organization.

Question 7 List three (3) systems and processes that support innovation. Approx. 50 words

Answer:
 Embrace Failure:
Innovation requires taking a certain level of risk. With risk, though, often comes failure, and
companies need to prepare for—and be tolerant of—that reality. Breakthroughs don’t
occur when companies play it safe.

 Dedicate the Right Resources:

Innovation requires a range of resources, from dedicated time and funding to additional
office space and support staff depending on the scope of the project.

 Expose Employees to Open Innovation:

Investing in start-ups is one way to encourage “open innovation,” a coined termed by
Henry Chesbrough.

Question 8 Describe two (2) barriers and risks to innovation in the workplace. Approx. 100 words

Answer:
1. Fear
The single biggest reason why most organisations and individuals do not achieve their full
potential is fear of failure. There are no guarantees that any new idea will work. We must accept
failing is an important part of learning, development and progress.
2. Lack of leadership
Innovation must be led from the top. Often, trustees, chief executives and directors do not
support or are not in agreement as to the strategic importance of innovation as a business driver
and what it would look like for their organisation. Consequently, they continue to do what they
have always done.
3. Short term thinking
Most charities calculate on a one year return on investment. Any new innovation is expected to
have immediate impact. Under the pressure to deliver return quickly we conduct inadequate
research and rush processes, leading to failure, the idea being ditched and innovation being
perceived as not working.

Question 9 List the internal and external factors that impact innovation. Approx. 100 words

Answer:
There are 14 types of internal environment factors:
1. Plans & Policies
2. Value Proposition
3. Human Resource
4. Financial and Marketing Resources
5. Corporate Image and brand equity
6. Plant/Machinery/Equipment (or you can say Physical assets)
7. Labor Management
8. Inter-personal Relationship with employees
9. Internal Technology Resources & Dependencies
10. Organizational structure or in some cases Code of Conduct
11. Quality and size of Infrastructure
12. Task Executions or Operations
13. Financial Forecast
14. The founder’s relationship and their decision making power.
External Environmental Factors:
Types
Micro factors:
1. Customers
2. Input or Suppliers
3. Competitors
4. Public
5. Marketing & Media
6. Talent
Macro factors:
1. Economic
2. Political/legal
3. Technology
4. Social an
5. Natural

Describe two (2) strategies for identifying, assessing and managing risks associated with
Question 10 innovation. Approx. 150 words
Answer:
 Recognize that a model exists and needs to be developed for judging risk and return:
Even those innovations that involve only minor alterations to existing products or require
minimal investments are built on a foundation of knowledge (i.e., a model). Cognitive
 scientist refers to the use of this knowledge about risk and return as a “mental model”
whereby the decision maker assesses the trade-offs of taking risks and generating return.
These mental models attempt to take into account a number of factors that might affect
the profiles of risk and performance.
 Expect the unknowns:
Even with unconstrained time and resources, an innovation model will never incorporate
all the factors that could potentially affect the innovation’s success and completely
minimize its associated risk. This is largely due to the fact that many unrelated risks, when
occurring simultaneously, can inadvertently become an adverse event that ultimately
results in an inept innovation. Basically, risk managers recognize that the process of
identifying risk factors may incorporate going outside the scope of an innovations-related
risk by considering how different conditions can affect a project’s success.