Creativity + Innovation 1.4
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Transcript of Creativity + Innovation 1.4
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Creativity + Innovation 1.4Kevin Popović, B.A., M.S.
© Kevin Popović, SDSU Creativity + Innovation
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CourseKey
© Kevin Popović, SDSU Creativity + Innovation
Please check-in.
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Session 1.4
• Welcome• Roll, Admin• Game• Quiz• Chapter
© Kevin Popović, SDSU Creativity + Innovation
• Quiz• Reading• Guest Speaker
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Creative Remote Association Problems
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Playing with C.R.A.P.
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Chapter 3 of Creativity, Inc.© Kevin Popović, SDSU Creativity + Innovation
Quiz: Breaking and MakingConnections For Enterprise
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Chapter 3 of Creativity, Inc.© Kevin Popović, SDSU Creativity + Innovation
Breaking and MakingConnections For Enterprise
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Dynamics of Creativity
• The Dynamics of creativity apply to all companies as well as individuals.
• The company is a metaphor for a person: variables of complexity, scale, environment.
• In a company, motivation, curiosity and evaluation are nurtured greatly by the corporate (global) climate.
© Kevin Popović, SDSU Creativity + Innovation
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Dynamics of Creativity
• Breaking and making connections = the pivotal dynamic of the creative process.
• Create new ways to look at old things.• Differentiate from the competition
(standards and norms).• Example: Steelcase• What did they see?
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Steelcase Products
• Design: Wheels on everything, change is inevitable
• Connections: Furniture must configure around people in motion
• Anatomy: The body changes through the day over time
• Ergonomics: Chairs maintain back support no matter how you site in them
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Steelcase Thinking
• Pathways was a different way to look at an office space.
• New thinking on old problem.• Chasing a new concept of the workspace
began with the leaders – why?• What room did they reference in new think
– and why?
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Steelcase Thinking
• Employees and clients had to be taught new ways of thinking of furniture and space as critical design elements
• Theories of learning-through-application to address education through transition process
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Steelcase Thinking
• Brought groups of different people together for creative connection making around the evolving business model.
• Created environment for “displayed thinking”, new work spaces, which institutionalized the new approach
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Steelcase Reflections
• When a familiar map breaks down, or when a map is discarded, there’s a terrific uncertainty as old connections cease and new ones form.
• The more a company is dependent on an old map the more disturbing a new connection can be.
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Steelcase Reflections
• The success comes in encouraging (positive) conflict and risk taking, in promoting diversity, organizing groups of intrinsic motivation and encouraging the flow of information.
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Encouraging Conflict
• Conflict between different ideas and points of view can be instrumental in breaking down established connections and generating new material for new solutions.
• Conflict can raise levels of fear, lower motivation, shut down connection making, distort evaluation and damage client.
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Encouraging Conflict
• Everyone must believe that the intent is to create a better idea – together.
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Encouraging Conflict
• Get past win-or-lose approach.• “I like my idea, yours is wrong, I need to
defend my idea and my approach.”• “If I am discounted as a person I will get
revenge, somehow, some time.”
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Encouraging Risk-Taking
• Companies that encourage risk-taking increase the likelihood of breaking and making connections.
• The short-term risk in challenging assumptions and breaking connections reduces the longer-term risk of relying on outdated assumptions.
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Encouraging Risk-Taking
• Challenging sacred assumptions takes the blinders off the view of the world as you know it.
• If assumptions are flawed, employees can solve the problems.
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Encouraging Risk-Taking
• Any action holds the risk of uncertain results.
• A plan is not a guarantee of results.• Individual tolerances for risk-taking vary.
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Encouraging Risk-Taking
• Pressure of time and risk of wasting it triggers anxiety, drives managers to shut down early to avoid failure.
• Companies in favor of fast decisions and safe answers rarely make new connections.
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Promoting Diversity
• Diversity brings a breadth of perspective• Helps identify and criticize age-old
assumptions• Helps recognize new possibility• Synectics = bringing together of diverse
elements
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Promoting Diversity
• Selecting for Diversity in Groups• Purposefully constructed• Range of richness that enhance ideas• Web Dev = Creative, Technology and
Strategy• Scales: Issues, Projects, Teams, Company,
Organizations
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Fostering Diverse Intelligence
• To foster diversity a company must have diversity in employees and types of thinking
• Many companies lack this diversity – why?• On Education: “You don’t have to be
smart, you have to know how to break the rules.”
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Diversity at the Leadership Level
• Without diversity with thinking and perspectives in it’s leaders…
• a company is less likely to identify creative employees…
• and quite likely to lack the range of vision to make the best use of the creativity its able to stimulate.
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Organize for Intrinsic Motivation
• Groups, like individuals, perform more creatively when intrinsically motivated.
• Share a story where you were part of a group that was intrinsically motivated.
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Organize for Intrinsic Motivation
• Coalitions• When people voluntarily organize
themselves to solve a problem or new idea.
• Each member brings their unique energy, enthusiasm, creativity to task.
• Lacks authority or resources.
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Organize for Intrinsic Motivation
• Coalitions• When people voluntarily organize
themselves to solve a problem or new idea.
• Each member brings their unique energy, enthusiasm, creativity to task.
• Lacks authority or resources.
© Kevin Popović, SDSU Creativity + Innovation
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Organize for Intrinsic Motivation
• Coalitions usually outweigh drawbacks• Relationships and structures shift flexibly
with circumstances• Allows members to contribute freely
wherever talents and interests are strongest
• Self-determining intrinsic motivation
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Organize for Intrinsic Motivation
• Teams• Companies form teams to tackle problems
or search opportunities• Resources assigned, reporting
established, team members chosen for their strengths and availability.
• Each has a role
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Organize for Intrinsic Motivation
• Teams are formalized relationships• Formality can hamper flexibility, creativity• Poor fits in style, talent levels, perception
may inhibit productivity• May join to avoid conflict, never produce• Sometimes hard to correct
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Info Flows That Support Creativity
• Conflict, risk taking diversity and organizing for intrinsic motivation all depend on the flow of information.
• Creatively health companies have a high volume of diverse information that flows throughout the organization.
• What type of info? Why is this unique?
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Info Flows That Support Creativity
• Sharing info facilitates the collision of beliefs, presumptions, possibilities
• Sales v Marketing v Support, v C-Suite• These sorts of collisions can leading to
making and breaking connections• Note: It’s not about more info, its about
different info (new knowledge)
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Don’t pull out on the big ideas.
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The New Yorker
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Quiz: The Eureka Hunt
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The New Yorker
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The Eureka Hunt
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The Eureka Hunt
• Wag Dodge at Mann Gulch• There is something inherently mysterious
about moments of insight • Archimedes• Isaac Newton• You
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The Eureka Hunt
• Analysis vs. Inspiration• Analysis• Inspiration• C.R.A.P.• More Games
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The Eureka Hunt
• The insight process is a delicate balancing act• At first, the (left) brain allocates resources for
a single problem• Once the brain is focused, the cortex needs to
relax in order to seek out more remote associations in the right hemisphere, which will provide insight
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The Eureka Hunt
• The relaxation phase is critical• Take a warm shower• Wake up early• The insight process is an act of cognitive
deliberation—the brain must be focused on the task at hand—transformed by accidental, serendipitous connections
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Class Discussion, Share What Works
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How Do You Find Ideas?
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The Eureka Hunt
• Letting the mind wander• Unconscious work• Immerse yourself in the problem until you hit
an impasse• Find a way to distract yourself• The answer will arrive when you least expect• Feynman at Pacers
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The Eureka Hunt
• You’ve got to know when to step back• Caffeine, Adderall, and Ritalin, oh my!• 20% of scientists and researchers regularly took
prescription drugs to “enhance concentration”• Makes insight less likely, sharpening the spotlight
of attention and discouraging mental rambles• Just relax
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Assignment
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• Read Chapter 4• Prepare for Quiz
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Assignment
© Kevin Popović, SDSU Creativity + Innovation
• Read “What’s Stifling the Creativity at Coolburst?”
• Prepare for Quiz