Use the template on the attached files to provide specific examples of socialization, externalization, internalization and combination of knowledge in your organization. (file: Knowledge Conversion)
Part 2
using this link:
https://cacm.acm.org/blogs/blog-cacm/240448-the-shortest-possible-schedule-theorem-yes-you-can-throw-money-at-software-deadlines/fulltext#
Read the article The Shortest Possible Schedule Theorem: Yes, You Can Throw Money at Software Deadlines Links to an external site.. Is the author’s conclusion in agreement with the textbook’s discussion of trade-offs within the Project Triangle?
Part 3 (use week 6 file attached)
What relevant recommendations can be offered to the organization to improve the innovation of this organization based on the work you submitted I. Week 6?
Please submit minimum of two recommendations that are supported by your prior research and sources from your analysis used for week 6, along with the rationale for each of the recommendations that flow from your detailed analysis in week 6.
Cite at least 5 references and 3 should be academic journal articles made available in the course and include the book being used in this course.
Nova Southeastern University
Wayne Huizenga Graduate School
Of Business & Entrepreneurship
Assignment for Course: MGT 5686: Leading Creativity and Innovation
Submitted to: Dr. Eleanor Lawrence & Dr. Leslie Tworoger
Submitted by: Tamara Hurst, Angela Kacprowicz, Nicole Lopez, Kasandra
Lastra, Ariana Cordero
Date of Submission: April 16, 2023
Title of Assignment: Data Analysis
CERTIFICATION OF AUTHORSHIP: I/We certify that I/we are the authors of this paper and
that any assistance I/we received in its preparation is fully acknowledge and disclosed in the
paper. I/We have also cited any sources from which I/we used data, ideas of words, whether
quoted directly or paraphrased. I/We also certify that this paper was prepared by me/us
specifically for this course.
Student/Students Signatures:
*******************************************
Instructor’s Grade on Assignment:
Instructor’s Comments:
Data Analysis 1
Data Analysis
Nova Southeastern University
MGT 5686: Leading Creativity & Innovation
Dr. Leslie Tworoger and Eleanor Lawrence
April 16, 2023
Data Analysis 2
Data Analysis
The DNA of innovator’s textbook Figure 1.1 DNA model for generating innovative ideas.
“Innovative breakthroughs often happen at the intersection of diverse disciplines and
fields” (Dyer et al,. 2011). Understanding the main skills that go into associating thinking comes
from the cognitive thought process to help generate innovative ideas. It is critical for Baptist
health of South Florida to understand how to incorporate this within their organization to know
what step to take next that will be the most beneficial. “Prioritizing innovation today is the key to
unlocking post crisis growth” (Am et al., 2020). Keeping all of the departments at Baptist health
of South Florida on the same innovative path will help eliminate crisis error from forming.
Learning how to create and execute innovative ideas is putting the organization on the right track
to be successful for their community. An organization whose culture seeks opportunity for
improvement, encourages discovery skills, tolerates failure and supports smart risks, will
inevitably be innovative (Dyer, et al, 2011). In the medical field, there are endless opportunities
to seek out and collaborate within your network of peers. This promotes excellent exposure when
having meetings where topics can be discussed.
“Unlike typical delivery-driven executives who network to access resources, sell
themselves or their companies or boost their careers, innovators go out of their way to meet
people with different backgrounds and perspectives to extend their own knowledge. And they are
constantly bouncing their ideas off of others to get feedback” (Dyer et al., 2011). There is a wide
variety of backgrounds that the organization will come across to generate this core network
through all levels. For example, administration departments, doctors, nurses, and etc. It is
important for all employees to be able to have their ideas heard throughout the co-workers. A big
Data Analysis 3
focus is to take perspectives in both externally and internally to make room for more possibilities
to occur.
An approachable innovative idea for Baptist health of South Florida is to join a local
chamber of commerce or networking group to be involved by sponsoring events. It will help
others in the community who might not be familiar with the organization learn another way to
receive healthcare. “We found that purposeful networking was often effective when innovators
attempted to reach out to experts in a different field of knowledge” (Dyer et al., 2011). This is
where they will get to interact with different fields and see how they can either collaborate or
help one another bring their organizations to the next level. This allows for both experimenting
and observing to take place to see who will be a good fit for the tasks that are in the forefront to
be executed. “Experimenting: Innovators are constantly trying new things; they seek new
information, and they are open to learn new things or to be engaged in new experiences. Also,
innovators unceasingly explore the world intellectually” (Dyer et al., 2011).
Promoting the appropriate behavior in the work environment will groom all levels of
employees to demonstrate what is expected of them. “Their motivation allowed them to actively
desire to change the status quo. Second, and regularly take the smart risks to make that change
happen” (Dyer et al., 2011). This will produce results for everyone and keep the motivation to
arise through the organization keeping the status of Baptist health of South Florida in good
standing for all of their locations when looking to open another location or collaborate with
another organization. At the end of the day, using all of the behavioral skill sets associated with
creative thinking through innovation will help set the overall standard to be beneficial when
implementing them within your organization.
Figure 1-3 The Discovery and Delivery Skills Matrix
Data Analysis 4
Baptist Health South Florida designs the surge of healthcare discovery and innovation
through collaborative clinical research, which underpins the organization’s well established
engagement to deliver the highest quality of patient care guided by evidence-based practices
(Baptist Health Research, n.d.). Leading as No. 1 hospital across the South Florida spectrum,
Baptist Health South Florida is well recognized as the highest performer specializing in both
complex care and routine care cases as well as in ten different specialties, procedures, and
conditions (Marrero, 2015). Baptist Health South Florida, a continuing innovator in the
healthcare industry, has assembled a structured care team to increase the level of discovery and
delivery expertise. The tasks performed by the nursing team range from complex problem
solving and diagnosis and treatment planning to intensive psychomotor work requiring
coordination during surgery (Rosen et al., 2018). However, to sustain advancements in a growing
economy, it’s vital to have an innovative team that generates fresh ideas and the ability to
execute those ideas on the team (Dyer et al., 2011).
Physicians and staff gain resources so they can turn their ideas into innovative products,
therapies, and valuable primary care, according to Nila Bhakuni, assistant vice president of
Baptist Health (Bhakuni, 2022). However, exposure to innovation stems from assessing the four
pillars of intellectual asset management, applied analysis and improvement, co-creation and
global envision (Baptist Health Research, n.d.). In each of these pillars, it seeks to demonstrate
out of the box thinking among healthcare workers. Given the impact of discovery and delivery
skills, they are seen as necessary for the organization’s own innovative functioning. Evenso,
Dyer et al., (2011) argue that discovery is important in focusing on the initial stages of product
and business development. In the context of the delivery and delivery skills matrix shown in
Data Analysis 5
Dyer et al. (2011), Baptist Health South Florida showed a more symmetrical level of discovery
driven skills. Owing to these results, BHSF is constantly keeping abreast of advances in
technology and resources to help serve patient health, thus pushing their team to expand the five
discovery skills of associating, questioning, observing, networking, and experimenting (Dyer et
al., 2011).
Through interventions, BHSF engages their employees in associative thinking,
connecting unexpected developing ideas to solve dilemmas, address challenges and open up new
perspectives. According to Neurosurgeon Dr. Michael McDermott, he introduced an idea for a
novel surf helmet, which he envisioned after treating surfers who died from brain injuries
(Bhakuni, 2022). By incorporating associational thinking “the brain is actively absorbing new
knowledge as it is more prone to trigger connections between ideas as it toils to synthesize novel
inputs” (Dyer et al., 2011, p. 49). On the other hand, the biggest challenge faced is the pandemic
of Covid-19 that upended nearly every aspect of life, from the personal to professional (Am et
al., 2020). In this event, BHSF constantly questions on how to improve the accessibility of its
site or what can they do better to fulfill patient needs. When pushing team members to ask as
many questions as possible about the problem, rather than rushing to brainstorm a solution, this
will increase the likelihood of breaking out of the status quo (Armstrong & Barsion,
2013b). However, through observation, the BHSF team uses the power of observation to predict
the psychological and health status of patients to improve the well-being of patients. In any
event, a feasible measure to improve access to care is to expand idealistic network support.
According to Dyer et al. (2011) purposeful networking is often effective when innovators try to
reach out to experts in a different field of knowledge. For BHSF, they have successfully worked
to connect with diverse physicians throughout the region who contribute additional expertise.
Data Analysis 6
Ultimately, “innovators actively try out experiments by creating prototypes and launching pilot
tests” (Dryer et al., 2011, p. 133). Profound for its innovation in 2022, BHSF launched its first
startup called gait boost, an inventive platform for diagnosing movement abnormalities (Baptist
Health South Florida launches First Startup Company, 2022), a first-of-its-kind experiment on a
platform.
By applying the five discoveries of association, observation, questioning,
communication, and experience, the BHSF team develops the habit of expanding innovative
ideas for company development. While BHSF excels at developing discovery skills, they also
realize that delivery skills are just as important in the growth or maturity stages. (Dyer, et al.,
2011). For the forthcoming years, Baptist Health plans to collaborate with Leidos, a leader in
healthcare technology to produce exceeding 30 new clinical avenues to evaluate perplexing
conditions cases such as heart disease, stroke, diabetes, joint replacement, etc. (Baptist Health
South Florida and Leidos Collaborate to Bring Real-Time Big Data to Healthcare Delivery,
2017). Thus, BHSF delivers and excels at translating goals into concrete tasks to achieve the four
delivery skills of analysis, planning, detail-oriented implementation, and disciplined execution
(Dyer et al., 2011).
Figure 1-4 The Business-Executive Skill Life Cycle
The business-executive skill life cycle, presented in Figure 1-4, is a framework that
describes the progression of knowledge and expertise, and skills that leaders must learn as their
businesses progress (Dyer et al., 2011). The life cycle is divided into four stages: start-up,
growth, maturity, and decline. Baptist Health South Florida’s business-executive skill life cycle
reflects a progression of talents and skills that its leaders and executives developed to become
successful entrepreneurs and leaders.
Data Analysis 7
Startup Stage
During the startup phase, a new business enterprise is established, and the emphasis is
placed on creating a workable business model and obtaining traction in the marketplace (Dyer et
al., 2011). At its founding in 1960, Baptist Health South Florida was a small healthcare facility
with only 250 beds (About Baptist Health, n.d.). Dr. John Frost, who founded the hospital,
envisioned developing a healthcare system offering the local population high-quality medical
care. Dr. John Frost was prepared to take risks to make it happen. Baptist Health South Florida
executives concentrated their efforts at this stage on creating a solid identity, earning the
community’s trust, and developing their organization’s core competencies in healthcare provision
(About Baptist Health, n.d.).
The key executive skills Baptist Health South Florida needed at the start-up stage
included entrepreneurialism, risk-taking, innovative thinking, and strategic planning. The
executive team at Baptist Health South Florida displayed these skills by building an innovation
culture, devoting financial resources to cutting-edge technologies, and expanding its services.
For instance, Baptist Health South Florida pioneered the neighborhood’s first minimally invasive
cardiac surgery in the early 1990s (About Baptist Health, n.d.). The hospital gained a reputation
as a pioneer in healthcare innovation owing to this substantial breakthrough championed by its
leaders at the time.
Growth Stage
Maximized sales, profit margin, and customer base mark the growth stage. At this stage,
the business has established its place in the marketplace and is contemplating expanding its
operations (Dyer et al., 2011). The growth phase for Baptist Health South Florida started in the
1990s when the medical center began expanding its operations and services (About Baptist
Data Analysis 8
Health, n.d.). The hospital executives introduced new facilities, such as urgent care, diagnostic
centers, and specialty clinics. Also, the executive team worked on establishing new services in
fields including cancer treatment, orthopedics, and neurology. The essential executive skills
needed at the growth stage included leadership, strategy development, and operational efficiency
(Au-Yong-Oliveira, M., & Walter, 2022). The executive team at Baptist Health South Florida
displayed these skills by emphasizing cultivating a culture of brilliance, putting money into
technological advancements, and revamping operations. For instance, in the early 2000s, the
facility adopted electronic medical records (EMRs), enhancing patient care, lowering errors, and
streamlining operations (About Baptist Health, n.d.). The facility also invested in robotic surgery
technology, enhancing surgical results and healing.
Mature Stage
Stable sales, earnings, and market dominance mark the mature stage. The business has
established itself as a dominant player at this stage, and the emphasis is on keeping that position
(Dyer et al., 2011). Baptist Health South Florida entered its mature stage in the late 2000s after
becoming a preeminent healthcare organization in South Florida (About Baptist Health, n.d.).
The facility focused on acquiring cutting-edge equipment and technology, growing its services,
and offering high-quality community healthcare. Innovation, customer relations, and corporate
branding were essential executive skills at the mature stage. The executive team at Baptist Health
South Florida displayed these skills by zeroing in on introducing new services, such as
telemedicine, virtual care, and rehabilitation services, to accommodate the community’s everevolving needs (About Baptist Health, n.d.). Also, the facility invested in establishing a powerful
brand, concentrating on offering compassionate community care and interacting with the
community via different outreach initiatives.
Data Analysis 9
Decline Stage
A downward sales, earnings, and market share trend typify the decline stage. At this
stage, the institution could streamline and reconfigure its operations, cut expenses, and find new
revenue streams. Baptist Health South Florida has not yet reached the decline stage. When this
stage does materialize, the facility must be prepared for it (Dae-Geun, 2020). The executive
team’s ability to overcome impediments and adjust to healthcare sector changes will depend on
leadership, strategic planning, financial management, and change management. This would entail
investing in new and adequate equipment and technology to enhance patient care and creating
new services to address patients’ ever-evolving needs (Guenzel & Malmendier, 2020). The
executive team must also be ready to make tough decisions to lower expenses while enhancing
profitability.
KEYS Model: Table 1 – Organizational Assessment
Organizational Encouragement
According to Amabile (1997), “a company promotes organizational encouragement
through the constructive judgment of ideas, reward and recognition for creative work,
mechanisms for developing new ideas, an active flow of ideas, and a company’s shared vision”.
BHSF employs strategies to enhance their organizational encouragement by creating surveys,
training, and compensation strategies to provide high-quality services to patients. Baptist focuses
a part of the resources on creating computerized programs centered on the hospital’s use of
information technology to ensure detailed and accurate documentation. In addition, the Baptist
healthcare system compensates personnel teams for reducing errors and improving operational
performance through creative processes to achieve the goals. BHSF has received multiple awards
due to its telehealth program called “Take Your Meds!” which provides medication therapy
Data Analysis 10
management for home care patients with congestive heart failure. Some innovative services the
hospital gives patients are counseling and encouragement via in-home video conference by
pharmacists in collaboration with a home care nurse (Baptist Health South Florida Recognized
Among Health Care’s Most Wired, 2014).
Supervisory Encouragement
Baptist Health South Florida provides a high level of supervisory encouragement to their
employees, as they have implemented a structured process called Accelerate, which supports
business units in identifying and evaluating sustainable opportunities for improvement. Senior
leadership and lower-level management support this process, creating a setting that encourages
inclusion, involvement, and accountability. To maximize their employees’ capacity for discovery
and delivery throughout the innovation process, the structure ensures that it is being monitored
and managed with the right combination of decision-makers. Consequently, the atmosphere at
BHSF can be judged to have a high level of supervisory encouragement. Baptist Health South
Florida’s environment provides a high level of supervisory encouragement and moderate
freedom/autonomy, indicating a good potential for creativity and innovation. It should be
highlighted, nevertheless, that BHSF level of independence and autonomy might be raised even
higher to foster greater employee engagement and creativity. According to studies, giving
workers greater freedom in how they work can boost their motivation and engagement levels, as
well as their job satisfaction and creativity (Amabile, 1997). The employees of BHSF could be
used to their full potential and produce even more creative ideas if given greater flexibility and
liberty.
Sufficient Resources
Data Analysis 11
Successful organizations provide workers with sufficient resources to obtain new ideas
and fulfill consumers’ demands. BHSF is the region’s largest not-for-profit healthcare company
that provides workers and patients with resources to provide and obtain high-quality services
(Celixcpa, 2023). According to Amabile (1997), sufficient resources are defined as access to
appropriate tools, including funds, materials, facilities, and information. Baptist System has
international centers with multiple healthcare professionals to serve patients with cancer,
cardiovascular care, orthopedics and sports medicine, and neurosciences. In addition, it includes
Baptist Health Medical Group; Baptist Health Quality Network; and Baptist Health Care On
Demand (Cfelixcpa, 2022), a constructed medical plan designed to meet comprehensive needs
nationwide. BHSF has been nominated several times in recent years as one of the 20 sites ideal
for working. Furthermore, employees demonstrate their satisfaction with the system due to the
fair salaries they gain, the tools they have to obtain or communicate accurate information about
their respective areas of work, and the compensation strategies they receive apart from the salary
(Celixcpa, 2023).
Challenging Work
Challenging work is defined as having to work hard on complex tasks and essential
projects (Amabile, 1997). Successful organizations make workers part of important and
challenging projects for the company. Furthermore, companies compensate employees for their
creativity and hard work to achieve innovation. However, assigning hard work to employees is
not the best strategy to improve performance without the right resources to fulfill the goals. For
example, BHSF has many healthcare professionals to provide services in its locations. On the
other hand, the population who receive services from the hospital is substantial. Thus, the highstress level in the hospital environment is a significant complaint from employees, which affects
Data Analysis 12
the physical and psychological workers’ performance (Saadeh & Suifan, 2020). Many Baptist
workers have reported in surveys feeling overwhelmed with the quantity of work they should
fulfill for the same wage salary they would receive in another location for less work.
Freedom
Freedom is described as having flexibility in deciding what work to do or how to do it, a sense of
control over one’s work (Amabile, 1997). Baptist Health South Florida also provides their
employees with a good level of freedom/autonomy. Through a SharePoint-based concept
management platform, the Accelerate Process offers a platform to facilitate the process.
Employees are encouraged to take calculated risks, engage in the process, and share their ideas.
BHSF has defined roles and duties to specify the framework of the effort, ensuring a successful
result. It is important to remember that the degree of flexibility and autonomy offered might be
restricted to the realm of the Accelerate Process. As a result, it may be said that BHSF’s
environment has a reasonable amount of flexibility and autonomy. Additionally, the degree of
independence or autonomy may differ based on the team or department within the organization.
Certain departments may have greater latitude than others, depending on their particular goals
and objectives. However, BHSF has demonstrated a dedication to promoting a culture of
innovation and continuous improvement by implementing a systematic innovation process and
encouraging employee involvement. This strategy can result in increased employee engagement,
work satisfaction, and, eventually, business success.
Data Analysis 13
References
About Baptist Health | Baptist Health South Florida. (n.d.). https://baptisthealth.net/aboutbaptist-health
Am, J., Fursttenthal, L., Jorge, F., & Roth, E. (2020, June 17). Innovation in a crisis: Why it is
more critical than ever. McKinsey & Company.
https://www.mckinsey.com/capabilities/strategy-and-corporate-finance/ourinsights/innovation-in-a-crisis-why-it-is-more-critical-than-ever
Amabile, T. (1997). Motivating Creativity in Organizations. Review of Motivating Creativity in
Organizations. Carolina Management Review.
Armstrong, E., & Barsion, S. J. (2013). Creating “Innovator’s DNA” in my Health Care
Education. Academic Medicine, 88(3), 343–348.
https://doi.org/10.1097/acm.0b013e318280cb7b
Au-Yong-Oliveira, M., & Walter, C. E. (2022). Innovators and Anti-innovators in the Digital
Era–The Persecution of the Innovative by the Less Innovative. In Information Systems and
Technologies: WorldCIST 2022, Volume 2 (pp. 83-92). Cham: Springer International
Publishing.
Baptist Health South Florida Launches first Startup Company. (2022, March 22). Baptist Health
South Florida. https://newsroom.baptisthealth.net/press-release/baptist-health-southflorida-launches-first-startup-company
Data Analysis 14
Baptist Health Research. (n.d.). Baptist Health Research. https://baptisthealth.net/about-baptisthealth/research
Baptist Health South Florida and Leidos Collaborate to Bring Real-Time Big Data to
Healthcare Delivery. (2017, June 1). BAPTIST HEALTH SOUTH FLORIDA.
https://newsroom.baptisthealth.net/pressrelease/baptisthealthsouthfloridaandleidoscollabo
ratetobringrealtimebigdatatohealthcaredelivery
Baptist Health South Florida Recognized Among Health Care’s Most Wired | Newsroom |
Baptist Health South Florida. (2014). Baptisthealth.net.
https://newsroom.baptisthealth.net/press-release/baptist-health-south-florida-recognizedamong-health-cares-most-wired
Bhakuni, N. (2022, June 20). Advancing a culture of innovation to improve business, lives and
health. THE BUSINESS JOURNALS.
https://www.bizjournals.com/southflorida/inno/stories/partnercontent/2022/06/20/culture-of-innovation-improve-business-life-health.html
Celixcpa. (2023, April 4). Baptist Health South Florida Named One of the 100 Best Companies
to Work For® by Fortune and Great Place To Work®. Florida Hospital News and
Healthcare Report. https://southfloridahospitalnews.com/baptist-health-south-floridanamed-one-of-the-100-best-companies-to-work-for-by-fortune-and-great-place-to-work/
Data Analysis 15
Cfelixcpa. (2022, November 9). Akshay Goyal, M.D., joins Miami Neuroscience Institute as a
Pain Management Physician – Florida Hospital News and Healthcare Report. Florida
Hospital News and Healthcare Report. https://southfloridahospitalnews.com/akshaygoyal-m-d-joins-miami-neuroscience-institute-as-a-pain-management-physician/
Dae-Geun, K. (2020). A Study on the Effect of CEO Discovery DNA on Productivity.
Thammasat Review, 23(2), 302-314.
Dyer, J., Dyer, J. M., Gregersen, H. B., & Christensen, C. M. (2011). The Innovator’s DNA:
Mastering the Five Skills of Disruptive Innovators. Harvard Business Press.
Guenzel, M., & Malmendier, U. (2020). Behavioral corporate finance: The life cycle of a CEO
career (No. w27635). National Bureau of Economic Research.
Marrero, E. (2015, July 22). Baptist Health South Florida Hospitals Named Best in Region by
U.S. News & World Report | Resource | Baptist Health South Florida.
https://baptisthealth.net/baptist-health-news/baptist-health-south-florida-hospitals-namedbest-in-region-by-u-s-news-world-report
Rosen, M. J., DiazGranados, D., Dietz, A. S., Benishek, L. E., Thompson, D. R., Pronovost, P.
J., & Weaver, S. J. (2018). Teamwork in healthcare: Key discoveries enabling safer,
high-quality care. American Psychologist, 73(4), 433–450.
https://doi.org/10.1037/amp0000298
Data Analysis 16
Saadeh, I. M., & Suifan, T. S. (2020). Job stress and organizational commitment in hospitals. The
International Journal of Organizational Analysis, 28(1), 226–242.
https://doi.org/10.1108/ijoa-11-2018-1597
| to | |||
| Tacit Knowledge | Explicit Knowledge | ||
| from | Tacit Knowledge | Socialization | Externalization |
| Explicit Knowledge | Internalization | Combination | |
