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Alan Robinson & Dean Schroeder

Alan Robinson & Dean Schroeder
Alan G. Robinson received his Ph.D. in applied mathematics from the Johns Hopkins University, and a B.A./M.A. in mathematics from the University of Cambridge in Great Britain.

He is a professor at the Isenberg School of Management of the University of Massachusetts – Amherst, and has served on the board of examiners of the United States Malcolm Baldrige National Quality Award.

His research into the best and worst practices in continuous improvement has won a number of awards and has taken him into organizations in many countries around the world. He has advised more than sixty organizations in some ten countries on how to improve their creativity.

Dean Schroeder

Dean M. Schroeder received his Ph.D. in Strategic Management from the Carlson School at the University of Minnesota, his M.B.A. from the University of Montana, and his B.S. in Mechanical Engineering from the Institute of Technology at the University of Minnesota.

He currently serves as the associate dean and director of graduate programs in management at Valparaiso University in Northwest Indiana, and is the Herbert and Agnes Schulz Professor of Management.

He has served on the board of examiners of the Malcolm Baldrige National Quality Award, is on the board of directors of the American Creativity Association, and has served on several corporate boards.

Books By Alan Robinson & Dean Schroeder

  • Weaving Influence Recent Launch
    The Idea-Driven Organization

    The Idea-Driven Organization

    In The Idea-Driven Organization, Robinson and Schroeder argue that the employees who interact directly with your customers, make your products, and provide your services, are in the best position to see where problems exist and what improvements and new offerings would have the most impact. Drawing on their work with companies worldwide, they show what’s needed to put together a management team open to grassroots innovation; describing the strategies, policies, and practices that encourage—and those that discourage—employee ideas. Discover exactly how high-performing idea processes work and how to design one customized for your organization—including advice for teaching people how to come up with new ideas. The best ideas may come from the bottom, but they have to be systematically solicited from the top.

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  • Weaving Influence Recent Launch
    Ideas Are Free

    Ideas Are Free

    In today’s fiercely competitive business environment, managers can no longer afford to disregard the substantial advantages that employee ideas provide. But many managers either don’t appreciate the power of these ideas, or they have never learned how to encourage and deal with them effectively. With know-how, it is relatively simple. Ideas Are Free is full of enlightening examples – from a wide range of industry, government and non-profit organizations – of how managers have gone about achieving exceptional performance through worker ideas. Each chapter ends with guerrilla tactics; actions managers at any level of an organization can take today, without the boss’s permission, which will result in many performance-enhancing ideas.

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