Wheelchair
1. Principles/Concepts
Approaches to Creativity
Traits (selection)
• Select individuals with creativity traits, better understanding of creative
individuals leads to better management of them
Process (training)
• Understanding of the process leads to improved creativity (problem framing, idea
generation techniques etc.)
Culture (managing)
• Looks at the impact of the social environment on individual creativity (creative
culture: Risk taking, Open communication, Trust, Humour, Fun, Dynamism,
Freedom, Challenge)
Five dimensions of creativity
Problem sensitivity
sensitivity to subtle gaps, anomalies, contradictions,
paradoxes, and so forth, which represent opportunities for
creative problem-solving
Fluency of ideas
The capacity to generate associated ideas along the same
line of thought
Flexibility of
The ability to develop diverse possibilities or ideas across
thoughts
different lines of thought
Originality
Seeing potential solutions or ideas that other people do not
even consider or arrive at
Imagination
Visualizing something that is not yet apparent or real to the
senses
6 Es (forms of management creativity)
Essence
New Idea/concepts/breakthrough
Elaborative
An innovative amplification of a core idea or principle, creatively
contextualized and fitting into organization situation rather than
simply borrowed from elsewhere
Expressive
Creative communication relating to business of its organization
Existential
Creative ways of raising the quality of employees’ life/wellbeing
and actualizing their potential
Entrepreneurial Relates to identifying and implementing innovative ventures
Empowerment Involves creative ways of empowering the organization's
external stakeholders
Unsworth Framework (Types of creativity)
In-Role
Open Problem
Expected Creativity
-not well defined
-unstructured
• Design Work
• Strategic Planning
Closed Problem
Responsive Creativity
-well defined
-Closed
• Operational Planning
Extra Role
Proactive Creativity
•
Intrapreneurship
Contributory Creative
•
Volunteer to give idea
in a technical problem
NUDE Model
• 4 thinking modes (New-wave, Unaware, Deterministic, Envisioning)
• How the thinking modes contribute to the creative thinking process
Analytical Approach
Involves breaking down a problem
systematically into its components
Intuitive Approach
Look at problem holistically, relying of
hunches and insights
Creative Approach
Involves exploration of unique
possibilities and consideration of
multiple perspectives
Mundane Approach
Focused, directed, down to earth
perspective
Tri-component Model
Combination of 3 factors that lead to organizational creativity
Expertise
Intrinsic
Motivation
+ve “informational”,
“enabling”
-ve
Creativity
skills
Extrinsic
Motivation
Can work with intrinsic motivation and
create synergies
Increasing competence – information
Increasing involvement – enabling
• Work Environment for Creativity
Linking to main factors of tri-component model (i.e. resource link to expertise)
Challenges
A sense of having to work hard on challenging tasks and
important projects
Freedom
Freedom in deciding what work to do or how to do it
Resource
Access to appropriate resource, including funds, materials,
facilities, and information
Work Group
Diversely skilled work group in which people communicate
Characteristic
well, are open to new ideas, constructively challenge each
other work
Supervisory
Supervisor that serves as a good work model, sets goals
appropriately, supports the work group, value individual
contributions
Organization
Culture that encourages creativity through the fair
Support
constructive judgement of ideas, rewards and recognition for
creative idea, mechanism for developing new ideas
Managing Creativity in Organizations: a Total System Approach
•
the larger the company – the harder it is to implement the total system approach
Kilmann: A Completely Integrated Program for Creating and Maintaining
Organizational Success
5 Stages of Planned Change
*Model assumes that culture must change before structure
Individual: Attitude → Behaviour
Organization: Culture → Structure
Business Model Canvas
•
3.
Key Partners, key activities, key resources, value proposition, channels, customer,
relationships, customer segments, cost structure, revenue streams
Idea
Championing
•
•
•
Resistance to
change
Fear of rejection
People are not
responsive
4.
Job Characteristics Model
Task Identity
•
Extent to which employees complete a
whole, identifiable piece of work
Job Feedback
•
Extent to which completing a task
provides clear & timely performance feedback
Autonomy
•
Extent of freedom and discretion
available to determine how to perform the job
Skill Variety
•
Extent to which job requires a range of
competencies and abilities
Task Significance
•
Extent to which employees impact
others and the company
Employee Creativity: Personal and Contextual Factors at work
Gough Creative Personality Scale (CPS)
Hypothesis 1: creative personality will lead to creative performance (high CPS score)
Hypothesis 2: motivating potential score (MPS) – challenging jobs lead to creative
performance
Hypothesis 3: Supportive leadership lead to creative performance
Hypothesis 4: Controlling leadership leads to fall in creative performance
Hypothesis 5: We have to match the person to the job & leadership in order to have
the highest creative performance (max creativity when CPS and MPS are high + good
leadership)
Barriers to Idea Journey
1.
Idea Generation
•
•
•
•
Lack of
imagination
No time to think
about new ideas
No motivation
Negative
attitude
2.
Idea Elaboration
•
•
•
Insufficient
time/resources to
develop idea
Lack of
encouragement
Lack of expertise
Pro-Creative Leadership
1. Positive Expectation
2. Supportiveness
3. Empowerment
Employee Creativity
4. Role Model
5. Intellectual Stimulation
Idea
Implementation
•
•
•
Firmwide
acceptance of
change
Monetary
requirements
Fear of failure
2. Creativity Techniques
3. Cases
Problem Framing techniques
Why-why
• enable individuals and teams to creatively explore and consider numerous causes
of a problem. It helps individuals achieve divergent thinking
Word Substitution
Lanyard Corporation
Idea Generation techniques
SCREAM
• Substitute, Combine, Rearrange, Eliminate, Adapt, Magnify
Idea Box
Group Brainstorming techniques
Brain Writing
Nominal Group Technique
Conditions for creativity
•
No distractions – phone call, meetings etc.
•
Positivity – avoid pessimism, “can do”
attitude
•
Motivation – from breakthrough
•
Quiet time – alone to work
•
Pressure – flexible deadline
•
Competent supporting staffs
•
Adequate resources
Leadership
•
Delegation
•
Protect Garfield from distractions
•
Role model – expertise
•
Positive expectation
•
Intellectual Stimulus
IDEO Corporation
Culture
•
open culture
•
friendly
•
takes risk
•
emphasis on
learning – cross
fertilization of
ideas
Systems/Structure
•
flat hierarchy –
organized by
project
•
programs –
(speakers,
mentoring, SWAP
policy)
People
•
multi-disciplinary
•
self-motivation
•
intellectually
curious
Leadership
•
peer leadership
•
self-selected
leaders
•
rotational
Fish Co.
How is it creative?
•
Because they are able to do something novel, turning a mundane fish sales into an interactive
and fun buying experience.
•
Because they do not feel pressured by authority, everyone are friends, they do not intend to be
creative, but creativity is born out of their daily interactions
•
Because the work they work is different, they focus on service and creating a happy experience
for their customers
Does it demonstrate the 6 E principles? Which E?
•
Existential: They are intrinsically motivated (by their desire to make everyone happy and
satisfied), Employees are empowered and possess good quality of life at work
•
Entrepreneurial: because he uses this also as a marketing tool to gain customers' attention, gave
employees ownership as to how they want to sell, novel way of selling fish
•
Empowerment: because they are required to work with their external stakeholders - customers!
•
Essence: as they have reformed the process of buying fish and imbued it with a fun element that
adds interest value for the customer
•
Expressive: How they communicate the sale of a fish in a creative and appealing manner.
•
Elaborative: as well as the whole idea of fun and positivity is well elaborated throughout the
entire fish company
What contributes to the creativity of the company?
•
Giving employee the autonomy to act contributes to the creativity of the company
•
Their leaders contribute to creativity by being role models to the employees and by creating a
positive company culture
•
Instilling positivity, making the best out of every situation
•
Having a supportive culture helped encouraged creative individuals to step up and think out of
the box. Which allows them to attract more creative people and thus a cycle is created.
How does the FISH Philosophy contribute to the creativity of the company?
Choose your attitude:
•
Choosing to keep an open mind would encourage employees to try new things
•
It is a form of intrinsic motivation, they choose to see everything in a positive light, and possess
the can do attitude, which is a key driver in creativity
•
Ensures that employees can change their feelings on the job to create a more fun & positive
environment.
Make their day:
•
By focusing on their customers, they were able to determine what were current problems and
how to make the overall experience of buying fish more enjoyable
Play:
•
Allows self-expression of employees and self-discovery of the manner they want to interact with
employees.
•
Going with the mindset of lets play with the idea instead of just straight out rejecting it
Be there:
•
Be emotionally present for people. This helps to improve communication and strengthen
relationship.
General FISH Philosophy:
•
It removes the stress and hierarchy in their workplace and allows their employees more
freedom& motivation to express themselves which is important in driving creativity
•
It ensures that the employees have the correct mindset and support them
•
Being able to have fun at the workplace would create a more positive environment that can
encourage creativity
4. Articles
Ideas are Born in Fields of Play: Towards a Theory of Play and Creativity in
Organizational Settings
Diversionary Play promotes:
Psychological safety
•
Trust, anxiety, fear of
negative evaluation
Organizational culture
•
Demonstrate values, safe
expression of
conflicts/disagreement,
myths & stories
Social Network
•
Informal social contacts,
social bonding
Play
•
Threshold Experience
•
Boundaries in time &
space
•
Uncertainty-freedom
constraint
•
Loose & flexible ends &
means
•
Positive affect
Antecedents
•
Job complexity (+ve)
•
Environment threat (-ve)
•
Time & Space (+ve)
•
Individual difference
Engagement Play (work
become play) involves:
Cognitive Processes
•
Problem-framing,
divergent-thinking, mental
transformation, practice
with alternative,
evaluative ability
Affective Processes (emotion)
•
Affective pleasure in
challenges, openness to
affective state, emotional
expression, access to
affect latent thoughts
Tri-component model
•
Intrinsic motivation,
domain-relevant skills
(exploration, involvement,
experimentation),
creativity skills
Individual Creativity and Group Ability to Utilize Individual Creative Resources: A
Multilevel Model
Team Creativity Relevant Processes (TCRP)
• Team citizenship, performance management, effective communication, involving
others, providing feedback, reaction to conflict, addresses conflict, adverts
conflict
Openness, General
Cognitive Ability,
Conscientiousness →Task
motivation, Domain
relevant skill, Creative
relevant processes
Team Creativity: A complex adaptive Review
Team inputs
•
Individual-level
o Member
Characteristics
•
Team-level
o Leadership style
o Resources
availability
o Team size
Team Processes & Emergent
States
•
Interaction between
members
o Communication
dynamics
o Conflict
o Cohesiveness
•
Interaction with outsiders
o Networking
•
Team learning
•
Team development
•
Team climate
o Trust, safety,
empathy
5. Activities/Exercises
Team Creativity
Macro-social climate (affects entire process)
•
Organizational climate
•
Rules, norms, culture
•
Organization resources
Circle Circle Exercise
How we can influence creativity
• Learning
o Direct, Peer, self-discovery
• Motivation
o Intrinsic, Extrinsic
Train of thought
• Intro to creativity in org
• Drivers
• Obstacles
• Tension between creative individual & formal organization
Creative Individuals
Formal Organization
Challenges/Break rules
Make rules
Flexible
Standardization
Take risks
Avoid Risks
Take initiatives
Don’t act Smart
Like changes
Like stability
The Influence of Leadership on Innovation Processes and Activities
Penguin and Peacock
• We need both penguin and peacock in organizations, existence of both can
complement each other
• Crisis stimulate creativity
• Peacock need to do homework to convince penguins
TED Talk: Wheelchair
What creativity principles does this video clip illustrate?
•
You can take an existing technology and reconfigure it to be used differently
•
Problem sensitivity: Understanding that it is hard for users to move through harsh terrain using
the wheelchair.
•
SCREAM
o adapting the needs to an existing product combining levers and wheel chairs
•
Constraints can make people more creative as they have to work within new boundaries, it
makes them think out of the box, and in this case, ways to adapt and modify existing parts of an
existing design to better serve its end users
•
innovation needs input from the end user in order to be useful
•
certain parts were rearranged to develop something new
•
There also needs to be a user centric design
•
•
•
•
Empathizing the users and understanding what problems they faced, and create a solution
around them.
Designing and creating with the end in mind to solve the problem
Entrepreneurial from the 6Es.
There was also an analytical approach in order to break down the problem systematically into its
components