Creativity & Innovation Module 4

7/27/2019 Creativity & Innovation Module 4

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CREATIVITY & INNOVATION

Module 4


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LAUNCH OF A NEW PRODUCT

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LAUNCH OF A NEW PRODUCT

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LAUNCH OF A NEW PRODUCT USING NEW

TOOLS

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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.

Creativity & Innovation Module 4

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