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performance data are presented, most of the attendees wait for their turn to speak and agree about what is presented, and the meeting ends with consensus about the data presented In visualizing the process before the meeting, the main effort goes into preparing the presentation material for the meeting not necessarily understanding performance As a result, the focus of the meeting is the presentation instead of the performance A healthy critical analysis of performance, an understanding of the variation in performance, and actions to improve further are often overlooked A stronger review process must be established and practiced for a business to benefit from the management review The purpose of the management review is for leadership collectively to understand a company s performance, look into opportunities for further improvement, identify conflicting priorities among various departments, and assess the strategies being implemented for effectiveness and operational execution for expected results.

The two areas that an organization has control over when it comes to creativity are creating an environment that fosters creativity and hiring creative employees..

The environment plays a critical role in an employee s level of creativity. Much research has been conducted in this eld. One notable study from Teresa Amabile published in Research in Organizational Behavior in 1988 titled A Model of Creativity and Innovation in Organizations analyzed the variables that motivate or inhibit the employees of an organization from being creative. Some of the motivators (as could be related to solid waste management) included

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Freedom and control over work Good management that sets goals, prevents distractions, and is not overly strict Suf cient resources Encouragement of new ideas Collaboration across divisions Recognition of creative work Suf cient time to think Challenging problems Sense of urgency in getting things done

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On the contrary a list of inhibitors include:

An effective management review must be planned with a clear agenda In a multidivision company, the frequency of executive management review must be coordinated with the reviews of various facilities so that the data are aggregated from bottom up to the corporate level Figure 9-1 shows the corporate review cycle The cycle includes a monthly review of operations at the process, division, and corporate levels in addition to a conventional quarterly review of the financial measures in detail The monthly review will drive a better quarterly corporate performance To prevent these reviews from becoming a trivial exercise, the review guidelines at each level must be clearly established and the goals of the Business Performance Index and Six Sigma Business Scorecard must be communicated Rather than review performance at a point in time, these meetings must review performance against the sliding goal line on the trend charts.

Lack of freedom Red tape and bureaucracy Insuf cient resources Unwillingness to risk change Apathy Poor communication Defensiveness in an organization Poor rewards Time pressures Critical, unrealistic, or inappropriate evaluation

The management team should do their best to exude the motivators and minimize the inhibitors or demotivators. The overarching concept is to create an environment where innovative and creative employees can ourish. Creating and establishing a creative environment is not enough to ensure an innovative organization. It is one piece of the puzzle; the other is hiring creative employees. The next area that fosters creativity relates to the traits and skills of the individuals within the organization. The four critical traits of a creative individual are

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