Student Guide Bsbstr501 Chc50121 Cycle a v2.0 2021

Student Guide
BSBSTR501 Establish innovative work environments
CHC50121
Diploma of Early Childhood Education and Care
Australian Learning Group Pty Ltd

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Contents
Topic 1: Innovative work practices ..................................................................................................... 4
Topic 2: Creating an innovative environment ................................................................................ 14
Topic 3: Implementing an innovative work environment ............................................................27
Topic 4: Sharing and evaluating innovation .................................................................................. 37
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STUDENT GUIDE-BSBSTR501-CHC50121-CYCLE A-V2.0 2021 Page 2
Overview
The Student Guide should be used in conjunction with the recommended reading and any further
course notes or activities given by the trainer/assessor.
Application of the unit

This unit describes the skills and knowledge required to create an environment that enables and
supports practice which focuses on a holistic approach to the integration of innovation across all
areas of work practice.
The unit applies to individuals working in leadership or management roles in any industry or
community context. The individual could be employed by the organisation, but may also be an
external contractor, the leader of a cross organisation team or of a self-formed team of individuals.
No licensing, legislative or certification requirements apply to this unit at the time of publication.
Learning goals
Learning goals include:
• You are able to establish work practices that support innovation.
• You are able to create an innovative environment using collaboration and available resources.
• You are able to implement an innovative work environment through encouragement, risk
taking and supporting others.
• You are able to share information, knowledge and skills and evaluate innovative ideas and the
work environment.
Structured Study and Self-Study requirements

As part of the course you are studying, you are required to complete the Structured Study and
Self-study
components. Tasks completed will be discussed in the classroom, to form part of your learning. For
success, aim to stay on top of your online study each week. Structured Study and Self-Study tasks
can
be found on Canvas.
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Topic 1: Innovative work practices
Before we begin talking about how to create an environment that supports and encourages
innovative practices, we need to break down innovation.
What is innovation?
Innovation is about creating and implementing new ideas or
improved ways of doing things. Innovation can be a catalyst
for change and improvements in businesses and how they
operate.
Innovation in organisation can enable a business to adapt and

grow in the marketplace, remaining competitive and unique.
Innovation starts at the top it needs the support of
employees, teams, leaders and managers so that the vision
can be integrated across all areas of work practices.
Some of the main concepts for innovation are:
Collaboration Ideation
Implementation and value creation. Image by Sunbeam Photography on Unsplash
There are a range of innovation theories that support innovators to implement new system
innovations. They fall under four categories: sustaining, disruptive, incremental and radical.
Following are two common theories used today.
Disruptive Innovation Model

Clayton Christensen introduced the concept of disruptive innovation in 1995. Disruptive Innovation
is a new idea that is implemented that creates a new market or network that disrupts or changes
an existing market.
Activity: Watch
Watch the following video on disruptive innovation.

Video: https://youtu.be/mbPiAzzGap0 (02:07)
Write down your key takeaways.
Diffusion of Innovation Theory: The ‘S’ Curve

The diffusion of innovation theory was introduced in 1962 by E.M. Rogers. The theory explains the
stages people adopt the implementation of ideas, and as a result, the idea becomes widespread
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(diffused). The theory involves five stages, that takes the idea into becoming a widespread
implementation.
Activity: Watch
Watch the following video on the diffusion of innovation theory.

Video: https://www.youtube.com/watch?v=NiNoNYLBabA (03:35)
Activity: Read
Read the following article on important innovation theories:

https://www.ideatovalue.com/inno/nickskillicorn/2017/07/15-most-important-
innovation-theories-your-company-should-be-using/
• Which ones do you think would be beneficial to your organisation?
Innovation in context
Innovation in the workplace is about introducing new ideas, generating creativity, inspiring
employees, promoting collaboration; it is also about achieving the mission and vision of an
organisation through leadership and motivation.
The context for innovation in the workplace, therefore, relates to a business’s core values and
objectives, the broader environment and the value and benefit of innovative ideas and projects.
The core business values of an organisation can lead innovation through a shared belief and
alignment of common principles.
Innovative system goals and objectives are designed to support the organisation to create and
improve efficiency, productivity and overall profitability. Innovative system goals and objectives
should set clear expectations of what the business aim to achieve.
The broader environmental context relates to factors external to an organisation such as:
• Technological developments provide opportunities for organisations. This may lead to a work
team working out how they can incorporate the technology into the team and remain
innovative. E.g. energy efficient light bulbs or power saving equipment.
• The development of new approaches to manufacturing or processing or storing goods provide

opportunities for organisations to implement them in the workplace. E.g. Kaizan Organisations
can learn the new approaches and implement them in the workplace.
• The economy whether it’s in recession or growth impacts innovation as the amount of
investment in innovation is impacted by available finances.
Companies such as Pixar, Riot Games and Ideo have worked towards cultivating
organisational environments that bring out the creativity in their employees. Innovative
companies establish and maintain a creative work environment as one of the three primary
core abilities for fostering innovation.
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A strategic plan that includes innovation as an objective and value will support innovative
practices at an overall organisational level. The commitment of the organisation is therefore
defined and will filter through into the activities of the organisation.
So what is the benefit of innovative ideas and projects? Of course, as you can imagine, there are
plenty. Some are outlined below:
Reduced costs through identifying areas of wastage and implementing improved

working practices.
Improved staff retention – staff like to work in innovative and challenging jobs that
promote teamwork and problem solving
Improved image implementing innovative practices to improve reputation.
Increased competitiveness – higher efficiency with lower costs and higher quality
products
Proactive approach to business – the business model is continually matching
changing conditions
Greater attraction of new customers by improving existing, or offering new, products
or services or entering new markets.
Stakeholders
Identifying the relevant stakeholders can be key to establishing successful innovative work
environments.
People are one of the best resources for

fostering innovation, they can identify
opportunities to improve, come up with
new concepts and bounce around new
ideas with each other.
Stakeholders are those people who hold

an interest can be affected or affect an
organisation’s vision, actions and
objectives for innovation. For example
employees, managers or a board.
These are the people that you need on

board to establish an innovative work Image by Michael Dziedzic on Unsplash
environment.
Organisational objectives and practices

Setting goals and objectives is about ensuring the organisation is connecting the way it does
things, with measurable results. It provides clear expectations and a way to evaluate how well the
innovative environment is working. These can be both long term and short-term objectives that an
organisation would like to accomplish.
The objectives of an organisation are identifiable goals to which all organisational activities are
directed.
A strategic plan that includes innovation as an objective and value will support innovative
practices at an overall organisational level. The commitment of the organisation is therefore
defined and will filter through into the activities of the organisation.
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An organisation’s strategic plan outlines where the company is going, so that everyone is working
with the same information toward the same goal. It helps to ascertain what the organisation is,
exactly what it does, and why it does it, focusing on optimising future potential.
An innovation strategy can also provide a clear and structured process for innovation throughout
the organisation ensuring it is fostered and implemented.
Objectives should be SMART (Specific, Measurable, Attainable, Relevant and Timely). For
example, an organisational objective could be to become 75% resource sustainable by 2024.
The practices that the organisation carries out should then contribute to reaching that goal.
Organisational practices relate to the behaviours and actions of employees that translate the
values and ideals in their culture into practical terms.
An organisation can use its policies and procedures, leadership and management, systems and
processes, structure, performance management, communications, technology and recruitment
and selection to direct employees.
An example of an organisational practice could be the way in which employees are trained and
developed within their role.
You will need to identify the organisational objectives and practices in order to plan for
innovation.
Working Conditions
In order to have an innovative work environment, you need to evaluate the current working
conditions to determine the practices that can cultivate an organisational climate to foster the
innovation.
The working environment refers to working conditions as well as the policies and procedures that
support the way in which employees are supported and guided. This can include:
• Physical environmental conditions • Overtime
• Ergonomics • Flexible working hours
• Furniture, fixtures and fittings • Work-life balance options
• Hours of work • Social events
• Rest periods • Study leave
• Work schedules • Rewards
• Remuneration • Inclusivity
So, if an organisation provides the right conditions and environment, it can allow for innovative
practices to be implemented. For example, by providing rest breaks, flexible working hours, work-
life balance options and rewards; you can implement innovation by:
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Not overloading staff with work
Providing autonomy
Fostering trust and openness
Providing creative thinking time
Allowing for humour, positivity and a fun environment
Organisational policies and procedures may relate to recruitment and selection or workplace health
and safety. For example by providing work-life balance options, rest breaks and flexible working
hours you are not overloading staff with work, giving them some freedom, time to think and be
creative.
Resources
What organisational resources do you need for innovation? The most common resources are
people, equipment, money, and time.
If an organisation is wanting to establish an innovative work environment, then these resources

will need to be specifically allocated.
People Managers to lead innovation, teams to make it happen.

Using recruitment to support an innovative environment (having a diverse
workforce).
Equipment This can be technology available or materials and equipment that need
purchasing. Books, software, subscriptions, games, furniture or activity
equipment.
Money Funds that can be set aside for the resources such as employee’s time,
buying material, equipment or technology, training.
Time This is the time given to employees to allow for innovation; time away from
their normal work role to think, design, create and share ideas and
knowledge.
Teams
Firstly, let’s look at the different leadership styles, as this can affect the way in which a person
approaches their managerial role and this can then have a knock on effect on their approach to
innovation and teamwork. Generally, the most common are:
Democratic Autocratic Laissez faire
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See the activity below for a description of each leadership style.
Activity: Read
Read more on the leadership styles:

https://blog.hubspot.com/marketing/leadership-styles
• Which leadership style are you?
The following assessment identifies what type of leadership style you possess:
https://hbr.org/2015/06/assessment-whats-your-leadership-style
An effective leader will have the following leadership skills:
• Excellent interpersonal and communication skills.
• Written and verbal communications skills.
• Negotiation, conflict management.
• Innovative and creative thinking.
Activity: Brainstorm and discuss
Divide into groups of three or four and hold a group discussion on the following
questions:
1. How can leaders develop a relationship of trust with others?
2. Discuss your experience as a leader, or following a leader? What made them
a good or bad leader?
3. Discuss the words Integrity, respect and empathy in the workplace.
Your trainer//assessor will facilitate a discussion.
A positive innovative leader can have the following qualities:

• Envisioning the path for great ideas to • A powerful imagination
become a reality
• Confidence in a team
• Promoting a culture of innovation
• Able to communicate vision
• Leading creativity by example
• Generating enthusiasm
• Being a creative thinker
• Motivational
• Recognising great ideas
• Inspirational
• Excellent communication skills
• A team leader
A leader that hinders innovation can fall in the following categories:

• Having unconscious neglect, being careless and impulsive.
• Being overprotective and secretive of their own knowledge.
• Having too much ego.
Conversely, an innovative leader will show creativity, vision and share ideas and knowledge.
Importantly they will have the qualities as listed above to motivate people around them.
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The approach to management and leadership will therefore vary, dependent on the type of
leadership style, skills and qualities of the person it can either hinder or support motivation.
Building teams to support innovation can provide focus and meaning to the process;
demonstrating commitment and leadership; and go toward creating an environment that enables
engagement, creativity and collaboration.
Building and leading a team that will maximise opportunities for innovation will require
encouragement, trust, honesty, and inspiration.
Activity: Watch
Effective Team Management.

Video: https://www.youtube.com/watch?v=Gp39lhald4k (07:21)
• Think of some buzz words that relate to teamwork.
• What is your own experience of working as part of a team?
This clip explains teamwork simply.
Video: https://www.youtube.com/watch?v=OpzH1hPvf38 (03:51)
A leader should encourage participation, cooperation, diversity and promote an innovative culture
and foster and develop trust to enable their team to feel empowered in their role and secure in
their decisions.
You can build a team through effective communication, building rapport, fostering strong
relationships, sharing and collaboration and ensuring everyone is working toward a common goal.
As a leader your role to build and lead could include:
• team building exercises
• explaining or clarifying policies, procedures, instructions standards, codes of conduct and

other organisational operations
• supporting team members to complete tasks on time
• supporting others if you have completed your own tasks ahead of schedule
• assisting with problem solving
• providing encouragement
• providing constructive feedback to other team members when appropriate
• sharing and updating information
• allocating mentors or coaches for support and training if required
• using rewards such as positive praise, bonuses, vouchers or extra lunch time break.
Activity: Research
Research the stages of development that a team will go through as it develops

over time (forming, storming, norming, performing and adjourning).
Provide a brief overview of each stage.
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Activity: Quiz
Undertake this quiz to see how trustworthy would be as a leader:

http://www.quibblo.com/quiz/8FJWs4P/Are-you-trustworthy
Your trainer/assessor will facilitate a discussion.
When you are maximising opportunities for innovation in your team you will be allowing individuals
to work independently to create new ideas; encouraging collaboration and brainstorming; using
and maximising peoples strengths, skills and abilities and providing the support and environment
to show creativity and share knowledge.
Build trust and encourage an open environment.
Create and encourage a safe space for sharing ideas.
Understand people's motivation.
Actively listen and encourage others to listen to contribution by others.
Develop self-awareness and understanding of the behaviours and attitudes of

others.
Provide constructive and appropriate feedback.
Encourage debate and discussion.
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Trainer to discuss: Resources for your independent structured self-study
eBook – Leadership and Management: Theory and Practice – Read
• Chapter 19.3 Encouraging creativity and innovation
Watch the following YouTube video
What is innovation?
https://www.youtube.com/watch?v=IiyMkOfycOg
Read the following article/learning resource
What is innovation? 15 experts share their innovation definition
https://www.ideatovalue.com/inno/nickskillicorn/2016/03/innovation-15-
experts-share-innovation-definition/
Activity - Discuss in the student forum
Reflect on the article ‘What is innovation? 15 experts share their innovation

definition’.
In the student forum, post your answer to the following:
• What definition of innovation do you like most, why?
Review the answers of other students and comment on at least two posts from
other students.
Levels Of Innovation | Leeds University Business School

https://www.youtube.com/watch?v=Pne2YdZuAtA
Diffusion of Innovations
https://www.youtube.com/watch?v=kxVeLlTEgtU
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Activity - Reflection
Reflect on the five groups on the diffusion of innovation curve.
The Diffusion Theory states that individuals go through a five-step process

when adopting new ideas or innovations. These steps are awareness, interest,
evaluation, trial, and adoption (Surry, 1997). There are 5 types of adopters for
products: innovators, early adopters, the early majority, the late majority and
laggards.
What type of adopter are you?
15 most important Innovation Theories your company should be using
https://www.ideatovalue.com/inno/nickskillicorn/2017/07/15-most-
important-innovation-theories-your-company-should-be-using/
Reflect on the article ‘15 most important Innovation Theories your company
should be using’.
• What innovation theory would work best in a childcare centre? Why?
other students.
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Topic 2: Creating an innovative environment
Once you have established the work practices, evaluated work conditions, identified resources and
built a team ready for innovation…the next step is to create the environment so that it is conducive
to innovation.
The impacts of changes

As with anything that is introduced, you need to firstly evaluate any impacts of the changing work
environment. Impacts can include both positive and negative aspects of innovation. Some
examples are:
• the improvement of processes, policies and procedures
• barriers to change
• employees may need to be let go or may decide to leave
• improved performance
• it can lead to stress, negativity and mistrust if not effectively managed
• better working conditions
• different workplace practices.
There are a variety of ways to help foster innovation in an organisation, change management is
one of these methods. Change management is a process that can be used to support
organisational changes or changes that occur through implementing innovations.
A change management process essentially means:
The common key phases of a change management process include:
• Acknowledge the need for change, including understanding the situation and developing a
shared understanding within the organisation.
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• Communicate the need for change and involve staff. This is of vital importance to ensure staff
involvement and so that they are more likely to embrace the change.
• Develop and document the change management plan.
• Implement the change management plan as documented in the plan.
• Evaluate progress along the way as well as final outcomes.
There a number of theories and models associated with organisational change; some of these
models are discussed below.
Force-field analysis model

The force-field analysis model is of interest in relation to organisational change. The technique was
developed by Kurt Lewin in the 1940s for use in his work as a social psychologist. Today, force field
analysis is a structured technique used by businesses to make difficult decisions.
Essentially the model provides an overview of the change problems that need to be addressed by a
business, separating factors into forces which drive a proposed change and those which resist.
Driving forces create the change and then allow it to occur. A resistance force works against the
change, such as employees.
When conducting a force field analysis you can then identify these issues and work around them to
create a balance if possible.
Activity: Read
Read more about the force-field analysis model at:

http://www.mindtools.com/pages/article/newTED_06.htm
Take any notes to summarise what you have read and keep for future reference.
Burke-Litwin Model
The Burke-Litwin model shows the various drivers of change and ranks them in terms of
importance. The model is expressed diagrammatically, with the most important factors featuring at
the top. The lower layers become gradually less important. The model argues that all of the factors
are integrated (to greater or lesser degrees). Therefore, a change in one will eventually affect all
other factors.
Burke-Litwin believes environmental factors to be the most important driver for change. Indeed,
most change can be traced back to external drivers for change.
Important elements of organisational success, such as mission and strategy, leadership and
organisational culture, are often impacted by changes that originate outside the organisation.
Kotter’s 8-step Change Model

The purpose of the model is about how successful organisational change actually happens and
answers the question of how to go beyond simply getting the message across to truly changing
people’s behaviour.
Steps in the model are as follows:
1. Creating a sense of urgency
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It is important to help stakeholders see the need for change by using a bold, aspirational
opportunity statement that communicates the importance of acting immediately.
2. Building a guiding coalition
There needs to be a strong coalition of effective people to guide, coordinate and communicate
activities.
3. Forming a strategic vision and initiative
Clarify how the future will be different from the past and how you can make that future a
reality through initiatives linked directly to the vision.
4. Enlisting a volunteer army
Large-scale change can only occur when massive numbers of people rally around a common
opportunity.
They must be bought-in and urgent to drive change – moving in the same direction.
5. Enabling action by removing barriers
Removing barriers is an important part of a change process. For example, the removal of
inefficient processes and hierarchies allows the action to occur to assist in change.
6. Generating short term wins
Short-term wins are important in moving towards achieving the overall visions.
7. Sustaining acceleration
Press harder after the first successes. Increasing credibility can improve systems, structures
and policies. Be relentless with initiating change after change until the vision is a reality.
8. Instituting change
Articulate the connections between the new behaviours and organizational success, making
sure they continue until they become strong enough to replace old habits.
(Source: https://www.kotterinternational.com/8-steps-process-for-leading-change/)
Activity: Watch and read
Watch the following brief introduction to change management.

Video: https://www.youtube.com/watch?v=3Jk6clmMycI (09:00)
Read the article on the change management process:
https://www.prosci.com/resources/articles/change-management-process
Creative thinking
When you work with stakeholders to develop ideas for enhancing the work environment you are
consulting, asking for feedback, creating open communication and building upon developing an
innovative workplace.
Collaboration fosters innovation! You can do this by creating an environment for:
• regular brainstorming sessions
• seeking feedback, ideas and thoughts of team members
• cultivating a can-do attitude to motivate employees
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• using technology such as collaboration software or video conferencing
• allowing new ways of working such as huddle room spaces for quiet and collaborative use of
space
• creating natural meeting experiences and removing technological barriers.
There are different ways to stimulate creative thinking and generate ideas. Some common
approaches are:
• brainstorming
• mind mapping
• high thinking
• tangential thinking
• software programs
• workshops
• focus groups
• open discussion
• using online community for research
• visualisation/graphical aids
• lateral thinking games Image by Magnet.me on Unsplash
• trigger words
• vision circles
• word salads
Activity: Read
Read about Edward de Bono’s six thinking hats:

http://www.debonogroup.com/six_thinking_hats.php
Some good ideas for fostering creativity can be found on this website:
http://www.opencolleges.edu.au/informed/features/30-things-you-can-do-
to-promote-creativity-in-your-classroom/
Take notes and keep for future reference.
Mind Maps
Mind maps are used to map out the basic ideas from a
central problem. They are used in brainstorming sessions or
individuals use them to visualize ideas.
The basic problem is written in the centre and then the

ideas are branched out from it in order to arrive at a number
of different possible approaches.
This provides a spatially visual overview, which can be

easier to then understand or approach
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Activity: Watch
Learn how to use mind mapping.

Video: https://www.mindtools.com/pages/article/newISS_01.htm (02:55)
Take down any key takeaways.
Brainstorming
Brainstorming is a process used for generating creative ideas/solutions. It uses a free-for-all group
discussion. All members of the group are encouraged to participate, suggesting as many ideas as
possible – no holds barred. It is only after the brainstorming session that the issues/ideas raised
should then be analysed and discussed in further detail.
Activity: Read
See further information about brainstorming:

http://www.businessdictionary.com/definition/brainstorming.html#ixzz47ju32QWa
Daydreaming
Daydreaming allows your thinking and thoughts to start with an idea and be free from directed
focus, enabling you to come up with random associations and ideas that may or may not relate to
the original concept.
Innovative work practices

Innovative work practices are constantly changing with the everchanging world, along with
technology and people. Some current practices include:
• Using collaboration and technology to share knowledge
• Developing a creative culture through organisational values and leadership
• Tapping into ideas from employees’ collective knowledge
• Using training to promote creativity and creative thinking
• Rewarding innovation with engaging and autonomous work
• Recruiting talent that is creative and forward thinking.
Resources for the work environment

The resources that a team may need to enhance their work environment could be technology,
books, games, materials and equipment specific to design, up to date software and hardware
devices, work areas or even plants.
Activity: Brainstorm
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Divide into your team group.
1. Hold a meeting and brainstorm: Ways to improve the innovative environment
2. Be creative and innovative in your meeting.
3. Consider the area that you are conducting your meeting. Is it an innovative
environment? What could be improved?
Activity: Develop
Firstly, read through the article: Collaboration co-efficient: three keys to

empower workplace collaboration.
https://blogs.windows.com/devices/2016/09/20/the-collaboration-
coefficient-three-keys-to-empower-workplace-collaboration/
Watch the video embedded in the article: Digital transformation: The
Collaboration Coefficient.
In your own words provide a brief overview of the article and the video,
comment on how you feel about using technology for collaboration. Would you
embrace it? What would be the advantages and disadvantages (for you)?
Research two resource that could be used for enhancing a work environment.
Provide a ‘best practice’ list for creating a collaborative work culture.
Innovation is a communicative, human-centred process and as such the physical environment can
relate to innovation. The characteristics of innovative space should be:
• collaboration enabling
• comfortable and aesthetically pleasing
• professional, smart, modern, resource plenty
• value reflecting
• modifiable
• accessible.
Workspaces/office design and environment take into consideration the effective use of space,
lighting, furniture, fixtures, fittings, ergonomics as well as a flexibility in layout, comfort and
connection to nature. Collaborative spaces inspire ideas!
Activity: Read
Read the following article on how the physical workspace impacts the employee
experience:
https://www.forbes.com/sites/jacobmorgan/2015/12/03/how-the-physical-
workspace-impacts-the-employee-experience/#16b46080779e
Activity: Develop
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Firstly, read about the Amazon workspace spheres:
https://www.theverge.com/2018/1/29/16944706/amazon-mini-rainforest-
workspace-spheres-seattle
• How do you think this will benefit employees with regard to being innovative?
• How do you think that this promotes innovation in the workplace?
Research two other innovative workspace environments by companies who are
promoting innovation. The following link should help:
http://www.marginalia.online/20-innovative-workspaces/
Provide an overview and the way in which the work environment supports innovation.
Submit in a professionally typed document. Your trainer/assessor will provide you
with feedback.
If you are creating an innovative environment then you may need to help your team to adapt and
perform in the new work environment. This is to ensure that the changes are a success and to
support individuals through the process.
This could mean training in a new software, supporting a team member to use a new device,
encouraging team members to take time out in the collaboration space.
They will need motivating, encouraging, support, resources and leadership!
Challenges and barriers to innovation

Unfortunately, there can be challenges and barriers toward innovative work practices.
The critical barriers to businesses implementing innovations, often relate to the mindsets, attitude
thinking skills and behaviours of the individuals and teams operating within an organisation.
As you can see from the list below, there are common challenges and barriers to innovation:
• existing assumptions and preconceptions
• fear of change
• a lack of shared vision purpose or values within your organisation and shared vision purpose or
values within the organisation
• Short-term thinking from the leaders driving the organisation
• poor environmental space or working practices
• business resource shortage, such as not having the personnel, budget or time or ability to
identify and implement required changes
• leaders micromanaging staff not enabling creative thinking processes and creative idea
generation
• continuous improvement not being supported in teams
• communication breakdowns
• management not valuing and or promoting Innovation internally
• teams focusing on the success or failure of the past and not focusing on the potential
Innovations in the future
• unwillingness to acknowledge and learn from past from failures
• no employee recognition programs for continuous improvement business systems
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• lack of understanding of customer needs (internal and external)
• organisational hierarchy challenges are over management i.e. too many steps to take before a
decision of changes made
• no Innovation creative thinking training or experience of key personnel
• the lack of skilful brainstorming facilitation or solution-focused meetings
• teams primarily focused on left-brain thinking (critical thinking) rather than right-brain
thinking (creative and innovative thinking).
Luckily, there are ways to overcome these challenges and barriers.
For example, as we have discussed previously, using rewards, incentives and celebrating
innovation success, using leaders that promote and model an innovative culture, using coaching
and learning to support, motive and encourage creative thinking and managing the space and
physical environment in which people can feel motivated and encouraged to be innovative.
Imagine working for this company:
We reward your ideas and creativity by providing time out of your daily role to
collaborate with your colleagues in a comfortable space.
Come up with a bright idea? It will be published in our weekly blog!
We lead by example! Need help innovating? We will coach and provide training to
support your creative thinking!
We have flexible working practices.
We use technology to support collaboration.
We reward your ideas and creativity by providing time out of your daily role to
collaborate with your colleagues in a comfortable space.
Activity: Watch
Both Apple and Google have shown to have exemplary working conditions that reflect
and encourage innovative practice, allowing for rigorous evaluation of innovative
ideas.
Watch the following videos:
Working at Apple.
Video: https://www.youtube.com/watch?v=oywafR1C6y0 (04:11)
Working at Google.
Video: https://www.youtube.com/watch?v=9No-FiEInLA (05:50)
Note down any key takeaways.
• List down all the working conditions that promote innovation.
• How do they lead innovation by example (aside from being in the technology
industry)?
• How do they reward and celebrate innovation? (You may need to do a quick
Google.)
RTO 91165 CRICOS 03071E ACN 112 741 723

• Chapter 2.3 the six stakeholders

• Chapter 2.4 the roadmap – excluding corporate responsibility and
conscious capitalism, two ways to develop a strategy, SWOT analysis, key
issues and strategic goals
Identify Stakeholders - What is it?

https://www.youtube.com/watch?v=8uZiGB8DeJg
A Comprehensive Guide To Organizational Goals
https://www.indeed.com/career-advice/career-development/organizational-
goals
Types of goals
https://www.atlassian.com/work-management/strategic-planning/types-of-
goals
Organizational Culture: Definition, Importance, and Development

https://www.achievers.com/blog/organizational-culture-definition/
Activity - Research – Bring Back to Class
Research the following:

• Examples of organisational goals
• Examples of best practices to support innovation in organisation
Bring Back to class two examples of each for discussion.
17 types of working conditions
https://simplicable.com/new/working-conditions
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What's it like to work at Google?

https://www.youtube.com/watch?v=n_Cn8eFo7u8
Reflect on the video ‘What's it like to work at Google?’

What working conditions make working at Google a fulfilling work experience?
other students.
Resources and Capabilities

https://www.youtube.com/watch?v=s0_37_yASao&t
What is the Internal Environment?

https://www.youtube.com/watch?v=mrjKJbW2HXk
Creativity In The Workplace - What You Should Know

https://www.youtube.com/watch?v=U7nEgYOcb5c
Innovative Office Design for ThoughtWorks

https://www.youtube.com/watch?v=d67nLyjN4hQ
Workplace Innovation: The Fifth Element

https://www.youtube.com/watch?v=hutLABOniCc&t
Activity - Bring Back to Class
Design a mood board that represents your ideal creative workplace.
Bring the mood board to class for discussion.
RTO 91165 CRICOS 03071E ACN 112 741 723

10 Barriers to Employee Innovation
https://www.forbes.com/sites/johnhall/2013/04/29/10-barriers-to-
employee-innovation/?sh=b0106c7117d2

Reflect on the following barriers to innovation.
Devise a strategy to overcome each one of them.
Barrier/Obstacle Strategy
Lack of a shared vision, purpose and/or

strategy
Constantly shifting priorities
Unwillingness to acknowledge and learn

from past “failures”
Innovation not part of the performance
review process
No creative thinking training
Review the answers of at least one other student and provide them with
feedback, for example: Will the strategies work? Why? How would you improve
it?
Be constructive when providing feedback.
Brainstorming Techniques: 15 Creative Activities to Do Solo or as a Team

https://blog.hubspot.com/marketing/creative-exercises-better-than-
brainstorming
Review the article ‘15 Creative Activities to Do Solo or as a Team’.
Select one brainstorming technique and prepare to facilitate a brainstorming

session in class with a small group of classmates, on one of the following
topics:
• Innovative ways to submit assessments by due date
• Improve productivity when studying
• Improve attendance to and participation in class
Working with stakeholders
RTO 91165 CRICOS 03071E ACN 112 741 723

https://www.youtube.com/watch?v=U9O3ZdgSAS4
Match the definition with its explanation
Leadership types
Charismatic leadership The ability to lead while

understanding the contexts,
experiences and needs of others, and
being aware of their thoughts and
feelings. It is the ability to live and
experience the story of another as if it
were our own.
Empathic leadership These leaders are more concerned
with themselves than with others.
Indeed, they are the opposite of well-
balanced, humble, empathic and
servant leaders.
Servant leadership A leadership style in which leaders
encourage, inspire and motivate
employees to innovate and create
change that will help grow and shape
the future success of the company.
Narcissistic leadership These leaders have powerful
personalities that attract followers
like magnets.
They give their followers a unique
identity. They provide a distinct sense
of belonging and build their team’s
image, particularly in the minds of the
team members, as being superior to
other teams.
Transformational leadership The goal of the leader is to serve.
Instead of the people working to
serve the leader, the leader exists to
serve the people.
Short Answers
1. What is innovation?
2. Innovation does not support competitiveness in organisations. True or

False?
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3. What are the three cornerstones of innovation?
4. Provide two (2) examples of what a creative organisational culture need.
5. List three (3) characteristics commonly found in creative people.
6. What are the steps to creative innovation?
7. Define official and operative goals in an organisation.
8. List the four (4) leadership skills sets to build teams.
9. List three (3) types of teams.
10. Describe the cycle of change
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Topic 3: Implementing an innovative work environment
To implement an innovative work environment a leader will need to provide encouragement to

innovate, reinforce the values and objectives of the organisation, not be afraid to take risks and
ensure that any successful ideas can be celebrated.
Providing encouragement
As a leader of innovation, it will be your responsibility to be at the forefront of encouraging
creativity, collaboration and positive workplace relationships.
To maximise creativity there are a number of things you could do:
• Foster innovation by encouraging risk taking, effective communication, leading change and
allocating time for creative thinking and invention.
• Use teams to collaborate and brainstorm, but also allow people to work independently to
create new ideas.
• Understand the behaviours, motivations and personalities of your team and maximise their
strengths, skills and abilities.
• Actively reduce negative effects arising from conflict or stress.
• Conduct regular innovative meetings or spaces that people can use to innovate, share and
collaborate.
• Provide the resources that people need to innovate and collaborate.
Furthermore, for innovation to be successful, employees and or stakeholders need to be motivated!

As a leader it will be your role to create an environment that enables, supports and promotes
innovation and so you must also be the motivator and role model.
A big factor in motivation is having an innovative culture; another is respect and recognition. There
is also the physical environment, workplace practices, managerial approach, the use of technology
and collaboration. It can motivate and inspire employees having an organisation that is proactive in
fostering and promoting creativity.
Tools that can be used to motivate individuals:
• Creating a comfortable and inspiring workplace.
• Using engagement through feedback, praise, recognition and validating work and ideas
• Using mentors.
• Celebrating achievements.
• Providing rewards and incentives.
• Having an open-door policy to encourage open communication, collaboration and promote

trust through sharing of ideas and thoughts openly.
Activity: Read
RTO 91165 CRICOS 03071E ACN 112 741 723

Read the following article:
https://www.forbes.com/sites/glennllopis/2014/04/07/5-ways-leaders-
enable-innovation-in-their-teams/#7170ebc28c4c
• What did Elon Musk do to keep his innovation alive?
• How are most innovations created?
• What are five things leaders can do to encourage innovation?
Activity: Watch
Watch the following video on how great leaders inspire action.

Video:
https://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action#t-
442722 (17:58)
Take any notes to summarise what you have watched.
Reinforcing value!
An organisation’s strategic plan which promotes innovation as a key business process, can create
an innovative and creative culture.
As a leader, promoting the value of innovation through the vision and objectives of the
organisation will ultimately align the business goals and at the same time, it can be used to provide
reinforcement.
For example, the vision of an organisation may be to be the Employee of choice, this could be
promoted through a work-life balance policy.
A vision statement will provide the strategic direction of a company and describes what they want
to achieve in the future. Objectives are the specific measurable steps that can be taken to meet
those goals, as discussed in Topic 1.
To reinforce value, a leader can:
• encourage an innovative culture
• employee people who understand the vision of the business
• lead and encourage employees
• support innovative ideas through encouragement and feedback.
Activity: Read
An overview of Strategic Planning – Vision, Mission, Objectives, Strategies and

Action Plans:
https://ctb.ku.edu/en/table-of-contents/structure/strategic-
planning/vmosa/main
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Taking risks!
It’s not often that you can be told to take risks. However, for innovation to be successful, it may be
necessary to take some amount of risk. It should be undertaken with some boundaries and
limitations such as the amount of money that can be lost or how much risk can be tolerated.
The biggest reason why a leader may not take risks is because of the fear of failure. Sometimes,
however, in order to innovate you may make mistakes and you may fail.
Its learning from the mistakes as to not repeat them and not to be afraid of failure that makes a
good innovative leader.
It will depend on a managers leadership style, as covered in Topic 2, how well employees are
managed and supported and how much autonomy is given to risk take.
A risk can come from changes in work practices, dealing with unforeseen impacts of innovative
ideas, resources or money spent.
It is important that if an innovation is deemed risky, then measures and processes are put in place
to minimise the risk. For example, undertaking a project in phases and only funding each phase
until one has been successfully completed.
To take risks but reduce the impact you could undertake a risk analysis, find out the impacts and
consequences and develop a risk management strategy to support the risks that may be involved
with the innovation being implemented.
Other strategies:
• Focus on strategic priorities

such as vision, mission and
values.
• Use joint ventures.
• Create prototypes.
• Use grants to alleviate financial

stress.
• Use incremental innovations or

pilots.
• Seek professional advice.

Image by Alex Knight on Unsplash
At Google, innovative teams have timelines of three to four months to prove a concept’s
viability. If the idea they are working on isn’t proven as sufficiently successful in the
timeframes given, teams are disbanded and the project is shelved. Innovative ideas only go
forward if they have demonstrable potential.
How could you be a role model for taking considered risks that will provide
opportunities for innovation? List some ideas!
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Activity: Read
To increase innovation, help your team to take smarter risks:

https://www.forbes.com/sites/ronashkenas/2016/03/21/to-increase-
innovation-help-your-team-take-smarter-risks/#7a8450ed505d
Celebrating innovation
Celebrating innovation recognises the triumph and should be celebrated!
• Showcase the innovative idea or change/improvement.
• Recognise the talented and creative suggestions and ideas from people.
• Engage employees.
• Shout out to social media.
• Lead by example.
• Reward.
• Boast the innovation amongst internal and external stakeholders, customers, the wider
community, networks and the general public.
Come up with five ideas that you could use to celebrate innovation in a
workplace.
Evaluation of ideas
You want to encourage and support your team to evaluate ideas. Evaluation can enable large
numbers of ideas to be reviewed at once and identify the ideas that are the most likely to succeed.
It can be used to understand any risks, identify potential problems and work out ways to reduce or
overcome these. If it is a small organisation with only a few ideas then it just may be a case of
comparing two or three ideas and just selecting the best one. For example:
Select ones most likely Expert help for ideas that are
Identify ideas
to succeed outside of the teams' expertise
If problems exist, outline appropriate actions to take

Identify resources required
to overcome them
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However, if it’s a larger
organisation with free-flowing
ideas from a number of
employees then you may need
to use a more structured and
formal process. There are
structured methods used for
evaluation such as:
• SWOT analysis
• Pass-fail evaluation
• Evaluation matrices
• Idea development.
Image by Frederick Medina on Unsplash
Activity: Read
The following article provides further information on evaluation methods:

https://innovationmanagement.se/2008/05/18/how-to-evaluate-ideas/
Activity: Group work
Divide into small groups. This will be your Innovation Team.

Your team is to hold meetings to discuss innovations.
The first meeting should be to discuss working conditions that encourages
innovation. Research and evaluate at least three ideas for innovation. Select one
idea and explain how this could be used in practice.
Watch the following Ted talk on creating innovative physical environments.
Video: https://www.ted.com/talks/tim_brown_on_creativity_and_play (27:51)
Think of two practices that could be used to enhance the physical working
environment for your team. Look around you…what can be changed, modified
and decorated to support your team being innovative? Is it an environment
suitable to create and promote innovation?
Discuss and collaborate with your team about ideas for enhancing the physical
work environment.
• What resources, and equipment would you need to create an innovative
environment?
• Design a workspace that could be used to encourage creativity. You may
also use software to create the design.
• Include the design, fit out and decorations. Ensure the space will also
develop positive workplace relationships.
• You may make assumptions and use innovative methods to come up with
ideas. For example, the budget would be enough to cover reasonable costs,
however it must be relevant and appropriate.
Submit to your trainer/assessor for feedback.
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The second meeting is to research and discuss innovative team building
exercises that can be used to motivate and promote innovation. This can relate
to a specific scenario and industry if you wish to provide context.
• Research at least five team building exercises
• The team is to collaborate together to select the best exercise.
• Evaluate if it would be suitable to foster innovation. You may need to repeat
this step until you have found the right exercise.
During the meetings ensure that you use your teamwork skills such as being
receptive to ideas, providing constructive advice, and building a relationship
with your team based on mutual respect and trust.
Your trainer/assessor will allocate time for meetings.
RTO 91165 CRICOS 03071E ACN 112 741 723

• Chapter 19.3 Encouraging creativity and innovation

• Chapter 24.3 Promoting change
• Chapter 24.4 Overcoming resistance to change
Read the following learning resource
The 6 Key Mindsets Behind Creative Thinking

https://www.forbes.com/sites/bryancollinseurope/2019/06/25/the-6-key-
mindsets-behind-creative-thinking/?sh=6c9aeb91225c
https://www.mindbydesign.io/creative-mindset/
https://www.mindbydesign.io/creative-mindset/
A powerful way to unleash your natural creativity | Tim Harford
https://www.youtube.com/watch?v=yjYrxcGSWX4
Activity – Left-Brain/Right Brain
Left-brain or right-brain? Left-brain people are more organised and systematic.

Right-brain people are more creative and intuitive.
Take the test at https://braintest.sommer-sommer.com/en/
Did the result of test surprise you? Why?
6 Steps Building a Collaborative Team Environment

https://www.youtube.com/watch?v=6v5dzeq7FOY&t=64s
How to Collaborate Effectively If Your Team Is Remote (The Explainer)

https://www.youtube.com/watch?v=vradYqcXfGQ&t=81s
Episode 155: Establishing Creative Work Environments

https://www.youtube.com/watch?v=mgvqLwFbmpw
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Scenario – you are leading a group of students from your class to complete a
group project.
• Develop a strategy to encourage a creative mindset in the group, and a
strategy to enhance collaboration among group members.
Strategy
Creative mindset
Collaboration
Review the answers of at least one other student and provide them with
feedback about their answers, for example: are the strategy feasible and
effective? Why? Would you implement their strategies in group work?
Promoting Innovation In The Workplace │ How To Develop And Implement An

Idea
https://www.youtube.com/watch?v=Vrqbde3mSOE&t
10 Ways to Promote Innovation at the Workplace

https://www.thehrobserver.com/10-ways-to-promote-innovation-at-the-
workplace/

• Write a slogan to promote innovation in your class.
other students.
Risk Taking & Innovation | H.E DR. Sara Al Madani |

TEDxSkylineUniversityCollege
https://www.youtube.com/watch?v=eSC-WZ1Eui0
RTO 91165 CRICOS 03071E ACN 112 741 723

How to Take Risks: 5 Tips for Smarter Risk-Taking

https://www.masterclass.com/articles/how-to-take-risks#3-benefits-of-
taking-risks
Activity - Reflection
Reflect on a time when you took a risk in the workplace.
What happened? What would you do differently?
15 Ideas for Rewarding Innovation in the Workplace

https://www.thesuccessfactory.co.uk/blog/11-ideas-for-rewarding-
innovation-in-the-workplace
Reflect on the article ‘15 Ideas for Rewarding Innovation in the Workplace’

• Which idea for rewarding innovation would be the most effective in your
workplace. Why?
other students.
Ideation Webinar
https://www.youtube.com/watch?v=ih2BpeyCwo4
How to Evaluate Ideas

https://innovationmanagement.se/2008/05/18/how-to-evaluate-ideas/
RTO 91165 CRICOS 03071E ACN 112 741 723

Ideate a solution (idea) for a problem. See below.

• How can we reduce the use of non-disposable/recyclable take-away cups?
Review the answers of at least one other student and evaluate their ideas using
one of the methods learned in this unit of competency.
Activity
Reflect on the ideation process used in the activity where you had to solve a
problem and share your solution in the Student Forum.
Map the process.
Feedback -example of ideation process
Reflect on the question below:
• Why do you think some people embrace and adapt to innovative changes
more readily than other people and all people resist change to some extent?
• How can you facilitate the adoption of changes as a leader?
Write down your thoughts and prepare to discuss in class.
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Topic 4: Sharing and evaluating innovation
In this topic we will be looking at how an organisation can share information, knowledge and skills,
create learning opportunities and use opportunities to improve.
Sharing is caring!
It is extremely beneficial to share information, knowledge and skills with the right people. These are
the reasons why:
• It becomes available to all the relevant

people.
• It promotes collaboration and feedback.
• It allows for diversity.
• It promotes an innovative culture,
• It promotes synergy.
• It builds value.
Image by Matt Ridley on Unsplash
You can do this through verbal and written communication. For example, posting information to
the organisation’s intranet, distributing knowledge via meetings or emails and through mentor and
coaching programs to share skills.
As a manager, you will need to create a knowledge sharing culture and lead by example.
Be transparent in communication
Organised meetings that are scheduled and not informal for important decisions
where people are unavailable or out of office
Engage people in conversations
Have an open door policy
Create a knowledge base of information
Use technology to enable information gathering and sharing.
Sharing also further promotes the innovative culture.
RTO 91165 CRICOS 03071E ACN 112 741 723

Activity: Watch
Watch the following videos on knowledge sharing:

Five ways to increase knowledge sharing in your organisation.
Video: https://bloomfire.com/blog/522359-5-ways-to-encourage-knowledge-
sharing-within-your-organization/
Stepping up and sharing ideas in the workplace.
Video: https://drjohnizzo.com/purpose-blog/innovation/sharing-ideas-in-the-
workplace/
Turn knowledge hoarding into knowledge sharing.
Video: https://hrdevelopmentinfo.com/turn-knowledge-hoarding-knowledge-
sharing/
Activity: Read
Read the following article:

https://www.learnupon.com/blog/learning-culture/
• What is the meaning of a learning culture?
• Why is it important to have a learning culture?
• What are the first five tips for creating a learning culture?
Learning opportunities
Being able to innovate does not come naturally for a lot of people. Your team will need
encouragement to undertake learning opportunities to develop the necessary skills required to
become an innovative thinker.
A learning and development plan can help to formalise the process of identifying skill gaps \and
provide a clearly structured action plan for developing their skills further. A learning and
development plan should outline and include:
• Learners needs
• Learning objectives
• A range of learning activities to address learning needs and meet objectives
• A schedule for the implementation or attendance of learning activities.
A learning plan can identify skill gaps for employees and provide a clearly structured action plan for
developing their skills further.
Employees can be encouraged to take up learning opportunities through:
• reward and recognition
• personal development satisfaction
• progression in their job
• formal appraisal meetings
• communication of opportunities.
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Learning needs can be address by offering both informal and formal learning activities such as:
Training
Formal and informal training can be in a variety of forms, such as internal professional
development courses, external workshops or qualifications, seminars or facilitated hands on
learning activities.
You can also create opportunities where people can learn from the experience of others. Coaching
and mentoring is a common approach used by organisations to support this type of learning.
Helping others to learn can be a rewarding experience and is often used in workplaces to support
new staff or staff that are requiring further training. Providing learning opportunities help to
address any challenges or barriers to innovation. Whether a formal or informal process, an
organisation can provide:
Mentoring
Mentoring is a directive method of instructing an individual based on the prior experience of the
mentor. Mentoring can be a valuable solution as a one-on-one training method.
Coaching
Coaching is a process whereby a coach facilitates and supports a learner to access their own
internal knowledge and existing experience to problems solve and source solutions to the
challenges and experiences they are facing. Coaching is advice and direction free and not suitable
where formal training is required.
A person can be given a mentor or coach for a specific area of learning, which is usually conducted
on the job.
Divide into your Innovation Team. Refer back to the team building exercises.
The team should work together to develop a demonstration to the class on how
to undertake the selected team building exercise. The demonstration should
include instructions, the benefits of the exercise and how it helps to promote
innovation and then a demonstration of the exercise. The focus should be on
facilitating and participating on creating innovative ideas relating to your
selected scenario and industry.
You are sharing information, knowledge and skills so make sure that this is
apparent during the demonstration. You are providing an opportunity where
others can learn from you, so ensure that it is clearly structured and
professionally undertaken.
During the demonstration, ensure that you use your teamwork skills such as
being receptive to ideas, providing constructive advice, and building a
relationship with your team based on mutual respect and trust.
Your trainer/assessor will allocate time for preparation and then the
demonstrations.
Improvements
There is always room for improvement! Therefore, it is important to seek feedback and respond to
suggestions for improvement from your team.
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Seeking suggestions and feedback could be carried out during discussions at team meetings or
through emails, conducting surveys, during collaborative discussions or idea sharing; really any
form of communication that will facilitate and encourage suggestions and feedback.
Providing a framework for seeking and responding to suggestions, improvements and innovations
can provide a process that will foster ideas, build trust and motivate.
For example:
Providing a suggestion box that is opened every fortnight.
Allocating time at innovation meetings to discuss new ideas.
Letting team members know they can email with feedback.
Providing a space on the network to share improvement ideas.
Suggestions should always be considered and feedback provided.
Divide into your Innovation Team. Refer back to the team building exercises.
Hold a meeting to discuss creating a suitable method that could be used to seek
and respond to feedback for the team building exercise. For example, it could be
a survey, you could hold a review meeting or create a post to an online media
platform.
Use the method to seek suggestions and improvements from other team
members.
Assume that you have received a response from one member of your team
already, that has suggested that the exercise does not take into consideration
that some people just don’t like to play games. How would you respond to this?
Your trainer/assessor will facilitate the meetings and provide feedback.
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• Chapter 15.3 Providing informal performance guidance – focus on Think

feedback as guidance, Types of feedback.
• Chapter 15.4 Receiving guidance
The secret to giving great feedback

https://www.youtube.com/watch?v=wtl5UrrgU8c&t
Watch the video ‘15 Big Companies That Failed to Innovate’

https://www.youtube.com/watch?v=FbA6WMr4VHc
Write a 50-100 words feedback that you would send to the companies
mentioned in the video, about lessons they could learn.
Share your feedback with a group of students and discuss the lessons learned.
The art of innovation | Guy Kawasaki | TEDxBerkeley

https://www.youtube.com/watch?v=Mtjatz9r-Vc&t
Match the definition with its explanation
How can teams innovate?
Combine Dream up a completely new process,

product or service
Extend Make an existing process, product or
service – your own or someone else’s
– better
Improve Blend existing ideas and features from
one process, product or service into
another process, product or service
Invent Enlarge or expand on your existing

processes, products or services
RTO 91165 CRICOS 03071E ACN 112 741 723

Hall’s hierarchy for adopting change
Awareness ‘I am working hard at doing what this

change requires of me.’ People turn
their attention to implementing the
change.
Information ‘I want to work with others to smooth
out the process.’ People want to
coordinate and cooperate with others
to implement the change effectively.
Personal ‘I would like to know more about the
proposed change.’ People indicate a
general awareness of the change and
an interest in learning more about it.
Management ‘I have an idea about something that
might work even better.’ People begin
to see ways to refine the change
further and extend its benefits.
Consequence ‘Change? What change?’ ‘I’m not
aware of any change.’ People’s
behaviour and comments indicate
little concern about, or involvement
with, the change.
Collaboration ‘How are our customers being
affected?’ Employees begin to
consider the impact of the change on
their customers and others in their
immediate sphere of influence.
Refocusing ‘How does the change affect me?’ ‘Will
you train me and give me enough time
to learn?’ ‘Will you support me until I
master the change?’ People want to
know how the change affects them
and their job, what it requires of them,
whether they can meet the demands
of the change.
Topic
Answer
Short Answers
RTO 91165 CRICOS 03071E ACN 112 741 723

1. How can you maximise creativity in the workplace? List three (3) ways.
2. There is no need to motivate stakeholders for innovation to be successful.

True or False?
3. List three (3) tools that can be used to motivate individuals.
4. What could you do to reinforce the value of innovation in your team? List
two (2) ways.
5. What are three (3) benefits of taking risks?
6. What are two (2) ways you can improve taking better risks?
7. What are the three (3) stages of accepting change?
8. What are the six Cs of communication?
9. How can you better create learning opportunities for your team to develop
skills required for innovation? List three (3) ways.
•
•
10. What should a learning and development plan include? List two (2) key
inclusions.
•
11. What are the three types of feedback?
RTO 91165 CRICOS 03071E ACN 112 741 723

12. What is the sandwich technique when giving feedback?
RTO 91165 CRICOS 03071E ACN 112 741 723


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Student Guide

BSBSTR501 Establish innovative work environments

Australian Learning Group Pty Ltd

RTO 91165 CRICOS 03071E ACN 112 741 723

Application of the unit

• You are able to establish work practices that support innovation.

Structured Study and Self-Study requirements

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Innovation in organisation can enable a business to adapt and

Some of the main concepts for innovation are:

Implementation and value creation. Image by Sunbeam Photography on Unsplash

Following are two common theories used today.

Disruptive Innovation Model

Watch the following video on disruptive innovation.

Diffusion of Innovation Theory: The ‘S’ Curve

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Watch the following video on the diffusion of innovation theory.

Read the following article on important innovation theories:

• The development of new approaches to manufacturing or processing or storing goods provide

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Reduced costs through identifying areas of wastage and implementing improved

People are one of the best resources for

Stakeholders are those people who hold

These are the people that you need on

Organisational objectives and practices

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• Physical environmental conditions • Overtime

• Ergonomics • Flexible working hours

• Furniture, fixtures and fittings • Work-life balance options

• Hours of work • Social events

• Rest periods • Study leave

• Work schedules • Rewards

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Fostering trust and openness

Providing creative thinking time

Allowing for humour, positivity and a fun environment

If an organisation is wanting to establish an innovative work environment, then these resources

People Managers to lead innovation, teams to make it happen.

Democratic Autocratic Laissez faire

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Read more on the leadership styles:

An effective leader will have the following leadership skills:

• Excellent interpersonal and communication skills.

• Written and verbal communications skills.

• Negotiation, conflict management.

• Innovative and creative thinking.

Activity: Brainstorm and discuss

A positive innovative leader can have the following qualities:

A leader that hinders innovation can fall in the following categories:

• Being overprotective and secretive of their own knowledge.

• Having too much ego.

Effective Team Management.

As a leader your role to build and lead could include:

• team building exercises

• explaining or clarifying policies, procedures, instructions standards, codes of conduct and

• supporting team members to complete tasks on time

• assisting with problem solving

• providing constructive feedback to other team members when appropriate

• sharing and updating information