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Basics of Creativity:
Discovering Ideas
Knowledge Management leads to Innovation.
How?
Data information knowledge innovation.
1. Thinking (T)
Mentally treating data information goals
Productive: new ideas
Reproductive: repeats
Creative T = productive T.
Formal Thinkingversus
Creative Thinking
Both kinds of thinking are interdependent
and complementary.
Formal Thinking (A)
Analytical
Convergent
Linear
Focused
Objective
Verbal
Creative Thinking (B)
Generative
Divergent
All directions
Diffuse
Subjective
Diversified
Creativity is not inherited.
Creativity can be taught.
Innovation is measurable:
Revenue from new products? Patents.
Tools for Creativity
1. Brainstorming
is a process
designed to obtain the maximum number of
ideas.
Basic Guidelines for Brainstorming
Suspend judgment.Think freely.Improve, modify, build on
others ideas.Quantity of ideas is
important.
Putting Brainstormingin Practice
Record and expose ideas.Limit the time of the processUse 80/20 rule.
2. Asking Questions
Where? When? Where? What? Who? For what? To where? For whom? What have others done? Where to find an idea? What ideas can I modify?
3. The Pentad
Action or eventSubject (doer)SceneAgencyRelationships between all.
4. The TopicGathering ideas to
Define the topic
Compare the topic
Show Relationships
Show Circumstances
Give Evidences.
5. The Grid
for things, objects, items
System or Subsystem
Criterion Static Dynamic
ContrastContext
7. Other Models
for Enhancing Mental/Thinking
Activities
System Thinking: A System
A whole having components, or
components forming a whole.
A System
Has an objective.The objective defines
boundaries, relationships and feedback.
A system may not be understood if dealt with
as isolated components.
We have grown in a culture where fragmentation has prevailed.
----------------
To meet challenges, use systems thinking.
Systems behavior events
Laws of ST
Open Systems
Palliative Solutions
Applications: to enhance memory, In Brainstorming
Systemic Actions Lead toTotal Quality
Plan
Improve(Act)
Implement(Do)
Quality Process
Check
Planning
Leading
Coordinating
Plan
improve Check
Do
Being Effective andEfficient in Doing the
Mission
Integrating TraditionalManagement, CI, TQ and Systems
ThinkingMission,
Vision, andValues
Objecivesand
Strategies
Boundaries
Terminology
Feedback
Systemic View of Training System
Fulfillment of
mission
Trainee
Trainer
Venue Materials
Topics
TMS نظام
12
3
45
Presentation Isa Communication System
Sender
Receiver
Message
Channel
Performance
Bou
ndar
ies
Objective, Size, V-Aids,Environment, Time, Duration, Venue
The Processes of Writing1. Define SMCR+ (OFSETT). P
2. Collect Ideas. I
3. Outline. P
4. Organize. P
5. Field check. C
6. Write /Type text. I
7. Revise. C, Im
8. Field check. C, Im
9. Edit /Proofread. C, Im
10. Print, Bind, Distribute. I
11. Collect feedback. 12. Improve. C, Im
1. Plan. 2. Prepare, rehearse.3. Select words & colors.
4. Structure setup.5. Start with a good title.6. Show legible media.7. Introduce yourself.
8. Show plan of the presentation.9. Check with the audience.10.Announce objective (s).11.Show outline and time.
12.Stick to the plan. Deliver.
Major Dimesions of Management
Technical Conceptual
Human1 23
1 & 2, without 3, are not enough.Management based on all three
maximizes benefit.
Conventional Management
PlanningOrganizingStaffingDirectingControlling
Steps in Planning1. Being aware of problem2. Establishing objectives 3. Premising: expecting
environment of operation4. Determining alternative
Courses5. Selecting the right course6. Defining derivative plans7. Numberizing plans
The Communication Model
Introduction
Summary
Body
Conclusion
Title
Th
esi
s S
tate
men
t
Introduction
BodyConclusion
Thesis
Effectiveness of
the Message
A General Process forPlanning Presentations
Ways of Thinking
Linear 1, 2, …CyclicLateral
Systemic1 2
4 3
Syst
emat
ic
one
way
th
inki
ng
Tw
o-w
ayth
inki
ng
A text is an
Expansion of a
thesis statement
(TS)
TS is a short general statement:
Topic + Comment.
Smoking is dangerous.
Twenty-Four (24) Ways To Begin
Action/Process Question
Advice Quotation
Background Refute-an-argument
Call for action Statement of scope
Command/Request Specific details
Comparison/Contrast Statement of a fact
Definition/Classification An important point
Early theory/technique Plan of development
Forecast and hypothesis Statement of purpose
Illustration/exemplification Statement of the problem
Listing Summary
Point of view Combination
systemic
Ways To Develop TSLinear
cyclicGeneral-to-specificSpecific-to-general
ConvergentChronological, processListing, cause-to-effectDefinition, exemplificationComparison-contrastMixture of these
♣ What about ways-to-begin?
Management
of Change
PRINCIPLES OF CHANGE
• Approach change as a process rather than an event.
• Accept the “No Pain, No Gain” concept.• Change is expensive, but Status Quo is
much more expensive.• Accept the discomfort of ambiguity.• There is more than one reality. Deal with
them all.
When involved in change,Understand effect of culture:• The change must be supported by
culture.• Recognize that when counter-
cultural changes are introduced, you must alter the existing culture.
Nat
ura
l alli
es
Ch
ang
e ag
ents
Wai
t-an
d-s
ee
po
siti
ve a
ttit
ud
e
Wai
t-an
d-s
ee
neg
ativ
e at
titu
de
irre
du
cib
le1 2 3
4
Analysis of Audience Receptive to New Ideas
The “Change” Curve
To improve performance,
change a fixed parameter at a time
Input, Time
ou
tpu
t
Change here
Incremental change/unit input
Input
ou
tpu
t
1
4
3
2
Perfo
rman
ce d
ue to
cont
inuo
us im
prov
emen
t
Some General
Topics
الحضارى التقدم لقياس معايير بعض( االقتصادي( وليس
العام 1. الطريق فى السلوكياتالعامة 2. المياه دورات نظافة مدى
التلوث 3. من الناس موقفالعامة 4. الخدمة على الناس حصول كيفية
الناس 5. بين المنازعات حل طرقللقانون 6. الناس احترام مدىاالختالف 7. مع التعامل طريقةلتراثهم 8. الناس احترام كيفية
.9( إضافة ( العام الذوق رقى.10( إضافة ( الوقت قيمة
-----------------( األهرام. شحاته، إبراهيم 99\2\12د )
األخالقى ا لميثاقلإلعالم
هى 1. كما الحقيقة قل
مصر 2. هى مصدر بدون األخبارالمشاكل
للحقيقة 3. nمصرا ليست الشائعة
الشك 4. لقطع الحقيقة على إحرصباليقين
المسبقة 5. األحكام عن ابتعد
.6 n موضوعيا كن
الدقة 7. توخ
الخبر 8. عن التعليق أو الرأى افصل
للعنصرية 9. اللتفهمه 10. اآلخر من اقترب
ص اليوم االثنين 6المصرى ،7-5-2012
Some Attributes of Good Staff
1.Has perseverance.
2.Has flexible imagination.
3.Believes that mistakes are opportunities of learning: Sees the good in the bad.
5. For him, problems are acceptable: Problems act as catalyst.
6. Believes that problems can have solutions.
7. Believes in systems thinking: Sees the big picture.
Some Attributes of Good Staff
Some Attributes of Good Staff
9. Does not know everything.
10. Encourages creativity.
11. Accepts criticism.
12. Learns from failures.
13. Loves to study new things.
Some Attributes of Good Staff
14. Studies and understands people.
15. Takes initiatives.16. Understands deficiencies.17. Would like to make any
thing work.
Effective Arguments
Argument of Fact
Air in Greater Cairo has become very polluted.
1. Sub argument of definitionAir become polluted when it has more than …, and ….
These proportions are defined by ….
2. Sub argument of existenceAir in Greater Cairo has exceeded these limits. …, ….
3. Sub argument of qualityIf there are no measures to stop the process, the
situation shall become dangerous for ….
Effective ArgumentsArgument of PolicyAir in Greater Cairo has reached serious proportions. Authorities must react before the situation becomes dreadful.
1, 2, 3 Sub argument of fact +4. Sub argument of goodnessA cleaner Greater Cairo should enhance Egypt’s image …+
5. Sub argument of usefulnessThose who initiate such a commendable process shall be praised fore ever.
The REACH Model
Used to build relationship, & provide feedback
Rapport: Listening, Reinforcing
Establish your purpose
Ask, Assist, Advise
Close for commitment
Have a record: Record commitments; Assess progress; Plan next step.