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Creativity and Team Creativity and Team Decision MakingDecision MakingCreativity and Team Creativity and Team Decision MakingDecision Making
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PreparationPreparation
Creative Process ModelCreative Process ModelCreative Process ModelCreative Process Model
IncubationIncubation
Insight
VerificationVerification
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R. Ernst, Vancouver Province
Creativity at Millenium Technology Creativity at Millenium Technology Creativity at Millenium Technology Creativity at Millenium Technology
Illich Cheng and his employees
at Millennium Technology Inc.
have the persistent motivation
and insight to design a better
magnetic resonance imaging
system (MRI). Some people are
more creative than others due to
their intelligence, experience,
inventive thinking style, and
persistence.
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Characteristics of Creative People Characteristics of Creative People Characteristics of Creative People Characteristics of Creative People
• Intellectual abilities– Synthetic, general, practical
• Relevant knowledge and experience
• Motivation and persistence
• Inventive thinking style
R. Ernst, Vancouver Province
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Creative Work EnvironmentCreative Work EnvironmentCreative Work EnvironmentCreative Work Environment
• Organizational support– Tolerates mistakes– Encourages communication– Offers job security
• Intrinsically motivating work– Task significance, autonomy, feedback– Self-leadership– Flow -- align competencies with job
• Sufficient time and resources
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Creative PracticesCreative PracticesCreative PracticesCreative Practices
•• JammingJamming
•• Review past Review past projectsprojects
•• Tell me, Tell me, strangerstranger
RedefineRedefinethe Problemthe Problem
•• Chain storyChain story
•• Artistic Artistic activitiesactivities
•• MetaphorsMetaphors
•• Morphological Morphological analysisanalysis
AssociativeAssociativePlayPlay
•• Diverse teamsDiverse teams
•• In-house In-house presentationspresentations
Cross-Cross-PollinationPollination
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© Photodisc. With permission.
Team Decision Making ConstraintsTeam Decision Making ConstraintsTeam Decision Making ConstraintsTeam Decision Making Constraints
• Time constraints– Process loss
– Production blocking
• Evaluation apprehension– Belief that other team
members are silently evaluating you
• Conformity to peer pressure– Suppressing opinions that
oppose team norms
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© Photodisc. With permission.
Team Constraints: GroupthinkTeam Constraints: GroupthinkTeam Constraints: GroupthinkTeam Constraints: Groupthink
• Tendency in highly cohesive teams to value consensus at the price of decision quality
• More common when the team:– is highly cohesive– is isolated from outsiders– faces external threat– has recent failures– leader tries to influence
decision
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© Photodisc. With permission.
Team Constraints: Group PolarizationTeam Constraints: Group PolarizationTeam Constraints: Group PolarizationTeam Constraints: Group Polarization
• Tendency for teams to make more extreme decisions than individuals alone
• Riskier options usually taken because of gambler’s fallacy -- believe luck is on their side
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Decision ProcessDecision Process
High RiskHigh Risk
IndividualOpinions
Low RiskLow Risk
Group Polarization ProcessGroup Polarization ProcessGroup Polarization ProcessGroup Polarization Process
Team Decision
Team Decision
Social SupportSocial SupportPersuasionPersuasion
Shifting ResponsibilityShifting Responsibility
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Improving Team Decision MakingImproving Team Decision MakingImproving Team Decision MakingImproving Team Decision Making
1.Ensure neither leader nor any member dominates
2.Maintain optimal team size
3.Team norms encourage critical thinking
4. Introduce effective team structures
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Generating Constructive ControversyGenerating Constructive ControversyGenerating Constructive ControversyGenerating Constructive Controversy
• Form heterogeneous decision making team
• Ensure team meets often to face contentious issues
• Members should take on different discussion roles
• Team thinks about the decision under different scenarios
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E. Luse. San Francisco Chronicle
Brainstorming at IDEOBrainstorming at IDEOBrainstorming at IDEOBrainstorming at IDEO
IDEO, a leading industrial
design firm, relies on
brainstorming sessions that
generate ideas, usually about
designing products. A typical
session lasts between 1-2 hours
and is attended by the design
team as well as other IDEO
engineers with relevant skills.
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E. Luse. San Francisco Chronicle
Features of BrainstormingFeatures of BrainstormingFeatures of BrainstormingFeatures of Brainstorming
1. No criticism
2. Encourage many ideas
3. Speak freely
4. Build on others’ ideas
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Photo: Courtesy of IBM Canada
Evaluating Electronic BrainstormingEvaluating Electronic BrainstormingEvaluating Electronic BrainstormingEvaluating Electronic Brainstorming
Benefits+ Less production blocking+ Less evaluation apprehension+ More creative synergy+ More decision efficiency
Problems– Too structured– May be costly– Lacks interpersonal dynamics– Candid feedback is threatening
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DescribeDescribeproblemproblem
IndividualIndividualActivityActivity
TeamTeamActivityActivity
IndividualIndividualActivityActivity
Nominal Group TechniqueNominal Group TechniqueNominal Group TechniqueNominal Group Technique
Write downWrite downpossiblepossiblesolutionssolutions
PossiblePossiblesolutionssolutionsdescribeddescribedto othersto others
Vote onVote onsolutionssolutionspresentedpresented
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Solutions to Creativity Solutions to Creativity BrainbustersBrainbustersSolutions to Creativity Solutions to Creativity BrainbustersBrainbusters
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Double Circle ProblemDouble Circle ProblemDouble Circle ProblemDouble Circle Problem
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Nine Dot ProblemNine Dot ProblemNine Dot ProblemNine Dot Problem
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Nine Dot Problem RevisitedNine Dot Problem RevisitedNine Dot Problem RevisitedNine Dot Problem Revisited
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Five Letters ProblemFive Letters ProblemFive Letters ProblemFive Letters Problem
FCIRVEEALTETITVEERS
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Burning Rope ProblemBurning Rope ProblemBurning Rope ProblemBurning Rope Problem
One Hour to Burn Completely
After first rope burnedi.e. 30 min.
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