Creativity & Innovation Module 4
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Transcript of Creativity & Innovation Module 4
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CREATIVITY & INNOVATION
Module 4
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LAUNCH OF A NEW PRODUCT
3/1/13
2
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LAUNCH OF A NEW PRODUCT
3/1/13
3
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LAUNCH OF A NEW PRODUCT USING NEW
TOOLS
3/1/13
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LEARNING OBJECTIVES
Meaning and Definition
Creativity in organizations
Three Component Model of Creativity
Creativity Process
Organizational Constraints
Organizational Environment for creativity and innovation
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MEANING AND DEFINITIONS
Creativity :: a talent for unique combination or
unique association of ideas
Creativity is the generation of novel ideas thatmay meet perceived needs or respond to
opportunities for the organization. According to
Teresa M.Ambile, creativity is the essential first
step in innovation, which is vital to long-termorganizational success.
Managerial Perspective :: Creativity is the
conceiving of original and unique alternatives to
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CREATIVITY IN ORGANIZATIONS
Study of lifetime creativity in 461 individuals:
Exceptionally creative - less than 1%
Highly creative - about 10%
Somewhat creative - about 60%
Most of us have creativity, we just need to learn
how to unleash it.
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THREE COMPONENT MODEL OF CREATIVITY
ComponentsOf
Creativity
Expertise
Creative
Thinking
Intrinsic
Task
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THREE COMPONENT MODEL
Expertise : Expertise is the foundation for all
creative work. Thepotential for creativity is enhanced
when individuals have abilities, knowledge,
proficiencies and similar expertise in their fields of
endeavour
Creative Thinking skills :
Personality Characteristics : intelligence,
independence, self confidence, risk taking andinternal locus of control, tolerance of ambiguity and
perseverance.
Lateral Thinking aptitudes : ability to use
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THREE COMPONENT MODEL
Intrinsic Task Motivation: Desire to work on somethingbecause it is interesting, involving, exciting, satisfying or
personally challenging
Motivational component turns creative potential into actual
creative ideas. Creative people often love their work to thepoint of being obsessed with it
Work environment has a significant effect on intrinsic
motivation
WE stimulants : Culture that encourages the flow of ideas, fair
and constructive judgment of ideas, reward that recognizes
creative work, sufficient financial, material and information
resources, freedom to decide what has to be done and how to
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CREATIVITY PROCESS
Saturation
Preparatio
n
IncubationIllumination
Verificatio
n
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CREATIVITY PROCESS
Saturation: It normally begins in thorough familiarity with
a problem itself, is history, its importance, its relationship
to other parts of the business and its setting. This will
provide the manager an insight in identifying the real
problem and he can think for a suitable solution.
Preparation: In preparation stage, the decision maker
tries to collect information relating to the problem. He may
recall his past experience and also study new materials.The preparation stage may last few minutes, hours, days,
or weeks, or even years.
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CREATIVITY PROCESS
Incubation: If no solution of problem is found out in the
stage of preparation, the creative person attempts to
shelve the problem and to forget about it. He may engage
himself in activities totally unconnected with the problem;
he may listen to music, go for other entertainment, and soon. However, he may shelve the problem consciously but
it exists in the subconscious mind.
Illumination: This stage is characterized by a flash of
insight or a sudden spontaneous solution. If the previousstages of creativity have been accomplished properly, the
new data will be brought to mind. Many other ideas will
follow in quick order; faster than what ones memory can
absorb or retain them. Many flashes of ideas are lost,
others rejected, while some are retained for further
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CREATIVITY PROCESS
Verification: This is the final stage of creative process
and involves verifying, modifying, or applying the ideas
towards the solution of the problem under study. During
this stage, mind sets about, by logical method or by
experimentation, to prove or disprove the solution that hasbeen suggested.
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ORGANIZATIONAL CONSTRAINTS
Conformity and risk aversion
A sense of inappropriate behaviour
Negatively assessing new ideas
Rejection of ideas without adequate valuation processes
Fear of being perceived as unoriginalFear of being perceived as unintelligent
Problems have an illusion of difficulty
Waiting for inspiration
Lack of tangible progression of good ideas
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ORGANIZATIONAL ENVIRONMENT FOR
CREATIVITY AND INNOVATION
Organizat ional Cl imate
Style of leadersh ip:
Encourages experimentation
Avoids punishments for failureEncourages collaboration
Encourages surprise the organization approach
Gives to different people responsibility for strategic
inputsAllocation of time to offsite analysis of new
opportunities and environmental changes
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ORGANIZATIONAL ENVIRONMENT FOR
CREATIVITY AND INNOVATION
Select io n pro cesses and c ri ter ia
Training processes
Career Plann ing
Responsib i l ity for a business
Organizat ional cu lture
Constru ct ive restruc tur ingreduction in levels,
reduction in formalization
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DISTINGUISHING BETWEEN CREATIVITY AND
INNOVATION
Creativity Innovation
Creativity is typically used
to refer to the act of
producing new ideas,
approaches or actions
Innovation is the process of
both generating and
applying creative ideas in
some specific contextCreativity is reserved to
apply specifically to the
generation of novel ideas by
individuals or group, as a
necessary step within the
innovation process
Innovation is often used to
refer to the entire process
by which an organization
generates creative new
ideas and converts tem into
novel, useful and viablecommercial products,
services, and business
practices
Creativity is preferred in art
contexts
Innovation is preferred in
business contextsCreativit is the roduction Innovation is the
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CREATIVE STRATEGIES ADOPTED IN VARIOUS
ORGANIZATION
Unilever Bestfoods organizes Raging Curiosity
afternoons every Wednesday for their marketing and R& D
staff. Staff are encouraged to get out and visit flavour
houses, consumers, other businesses- anything that could
offer a fresh perspective on their food business.
Bass brewers have introduced red and yellow cards inmeetings. If you squash an idea without building on it,
youre shown a yellow warning card. Do it again and you
are red carded out of the meeting
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CREATIVE STRATEGIES ADOPTED IN VARIOUS
ORGANIZATION
Advertising agency, HHCL, has stand up meeting
rooms to signal that quick decisions are needed
Microsoft asks all new senior hires about the biggest
mistake theyve made in their career. They think they
should all have one otherwise theyve not being brave
enough!Ethicon Endo-Surgery, a division of Johnson &
Johnson, use open-plan offices that eliminate office walls
and cubicles so that employees interact more frequently.
When people mix, ideas mix as well.