[Global HR Forum 2011] Organizational Environments for Creativity and Innovation : What Matters

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Organizational Environments for Creativity and Innovation: What Matters What Matters Subtitle

description

In a matter of decades, Korea has transformed itself from a nation that needed the aid of other countries to a country capable of giving aid to others. In order finally to join the ranks of the world's leading nations, it is critical that Korea bring up the next generation of youth, also referred to as the "G20 Generation," so that they are capable of leading the world along a path of co - dependence with passion and tenacity. People are at the key to balanced and sustainable growth. In order to educate true cosmopolitans, we will examine the educational policies, strategies, and practice of other countries, and search for ways to instill creativity and character in Korea's youth.

Transcript of [Global HR Forum 2011] Organizational Environments for Creativity and Innovation : What Matters

Page 1: [Global HR Forum 2011] Organizational Environments for Creativity and Innovation : What Matters

Organizational Environments for

Creativity and Innovation: What Matters

What Matters

Subtitle

Page 2: [Global HR Forum 2011] Organizational Environments for Creativity and Innovation : What Matters

창의성과 혁신을 장려하는조직 환경:

무엇이 중요한가

무엇이 중요한가

Subtitle

Page 3: [Global HR Forum 2011] Organizational Environments for Creativity and Innovation : What Matters

Drivers of Creativity and Innovation

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Drivers of Creativity and Innovation

�� Creativity and Creativity and innovation innovation shown to be explanatory factors shown to be explanatory factors associated with associated with differences in performancedifferences in performancebetween between organizations (fororganizations (for--& non& non--profit), profit), regions and regions and countries. countries. Survey (2010) of 1600 execs of global companies indicated Survey (2010) of 1600 execs of global companies indicated that that creativity was essential for recovery from the recent creativity was essential for recovery from the recent downturn in “mature” economies”.downturn in “mature” economies”.downturn in “mature” economies”.downturn in “mature” economies”.

�� Increasing interest in creativity and innovation associated Increasing interest in creativity and innovation associated with the need for organizations to with the need for organizations to respond more quicklyrespond more quickly, , and beand bemore adaptive more adaptive . Executives of global companies . Executives of global companies estimated that estimated that 50% of new profits 50% of new profits in next 5 years would in next 5 years would come come from new sources that do not exist todayfrom new sources that do not exist today..

Sources: Anderson & Sources: Anderson & GasteigerGasteiger, 2007;Aragon, 2007;Aragon--Correa Correa et al, 2005; et al, 2005; CalantoneCalantone, et al , et al 2002; Ernst 2002; Ernst & Young/Boston Consulting, 2010; & Young/Boston Consulting, 2010; TiddTidd et al, et al, 20012001

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Drivers of Creativity and Innovation

�� Private Sector Private Sector organizations emphasize the benefits organizations emphasize the benefits of creativity and innovation for of creativity and innovation for competitive market competitive market advantageadvantage..

�� Public and nonprofit organizations Public and nonprofit organizations emphasize emphasize creativity and innovation in order to creativity and innovation in order to improve improve performance and respond to performance and respond to demands/expectations demands/expectations of multiple stakeholdersof multiple stakeholderson whom they rely on whom they rely for for supportsupport

Sources: He Sources: He & & NieNie, , 2008; Marion2008; Marion, 2002; Dee & , 2002; Dee & HenkinHenkin, , 20022002

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Drivers of Creativity and Innovation

�� Creativity (novel/useful idea Creativity (novel/useful idea generation/ideation) precedes innovation generation/ideation) precedes innovation (the (the process of realizing and applying the ideas) process of realizing and applying the ideas) that yields that yields outcomes. outcomes. Creative ideas are the Creative ideas are the fuel for the engine of innovation.fuel for the engine of innovation.

Sources: Sources: AmabileAmabile, 1996, 1996; Anderson; Anderson, , 20042004

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Creativity and Innovation

��Creativity = Organizational processes through which Creativity = Organizational processes through which new ideas new ideas that make that make ��Creativity = Organizational processes through which Creativity = Organizational processes through which new ideas new ideas that make that make innovation possible innovation possible are developed are developed . Definitions . Definitions of of Creativity may imply Creativity may imply Absolute Absolute NoveltyNovelty

��Innovation = Intentional introduction and Innovation = Intentional introduction and application of ideasapplication of ideas, , processes, products, or procedures that are processes, products, or procedures that are new to the organization, new to the organization, and designed to produce and designed to produce benefits.benefits.

��Definitions of Innovation may imply Definitions of Innovation may imply Relative Novelty Relative Novelty (be (be new to the unit of new to the unit of adoption…allowing innovations to be adopted and adapted from other adoption…allowing innovations to be adopted and adapted from other organizations organizations with with potential for isomorphic effectspotential for isomorphic effects..

Sources: KingSources: King,,1992; 1992; RankRank,et,et al, 2004al, 2004; West ; West & Farr, & Farr, 1990; West 1990; West & Anderson, & Anderson, 1996 1996

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Individual Characteristics Matter

�� The extent to which individuals produce ideas depends The extent to which individuals produce ideas depends on a complex of individual characteristics on a complex of individual characteristics ---- personality personality on a complex of individual characteristics on a complex of individual characteristics ---- personality personality ((e.g., e.g., openness to experience, openness to experience, receptive to change, broad receptive to change, broad interests, toleration of ambiguity), cognitive style, broad interests, toleration of ambiguity), cognitive style, broad knowledgeknowledge, etc.), etc.)----and the extent to which they feel and the extent to which they feel motivated (especially intrinsicallymotivated (especially intrinsically) ) to show creative to show creative behavior behavior , among others., among others.

Sources: .MumfordSources: .Mumford, 2005, , 2005, OregOreg, , 2005; 2005; ShallyShally,et,et al al 2004; 2004; AmabileAmabile, , 19981998

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Everyone Matters in the Creativity-Innovation Equation

�� OOrganizations rganizations that compete on the basis that compete on the basis of creativity/ of creativity/ innovation innovation need all employees in order to need all employees in order to pursue organizational goalspursue organizational goals…Employees …Employees at any level of the organization can contribute at any level of the organization can contribute Creativity Creativity is not limited to knowledge workers is not limited to knowledge workers (e.g., creativity of shop(e.g., creativity of shop--floor floor employees is needed for employees is needed for solving solving is not limited to knowledge workers is not limited to knowledge workers (e.g., creativity of shop(e.g., creativity of shop--floor floor employees is needed for employees is needed for solving solving operational, operational, dayday--toto--day problems, and for providing input into the organizationday problems, and for providing input into the organization’’’’’’’’s s process process innovation innovation

Sources: Sources: MadjarMadjar et al, et al, 2002; 2002; GenaidyGenaidy et al, et al, 20102010

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How Employees View the Workplace Matters

�� When your supervisor encourages you When your supervisor encourages you to talk and work with to talk and work with others on others on the job, the job, gives you time to think about new ways of doing things, and gives you time to think about new ways of doing things, and supports your ideas to make things better… supports your ideas to make things better… supports your ideas to make things better… supports your ideas to make things better…

�� Where your organization and Where your organization and supervisors maintains supervisors maintains the workplace so the workplace so that employees can be in that employees can be in safe and comfortable positions to generate new safe and comfortable positions to generate new ideas linked to the organizationideas linked to the organization’’’’’’’’s objectives… s objectives…

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�� Things your organization does to give you the Things your organization does to give you the time and time and space to think beyond space to think beyond ““““““““current practicescurrent practices”””””””” and add value to and add value to

How Employees View the Workplace Matters

space to think beyond space to think beyond ““““““““current practicescurrent practices”””””””” and add value to and add value to the organization by making it more effective and more the organization by making it more effective and more competitivecompetitive… …

�� Places where Places where having new ideas are considered a good thing having new ideas are considered a good thing ….all people have experiences and ideas from outside the ….all people have experiences and ideas from outside the workplace, and workplace, and a way to capture these ideas is needed a way to capture these ideas is needed so so that the organization can grow… that the organization can grow…

Sources:Sources: MoyeMoye, 2003; Van , 2003; Van GorpGorp, 2011; Wilson, , 2011; Wilson, 20052005

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Context Matters: Individuals and Ideas in the Workplace

�� Creativity and Innovation are difficult endeavors that Creativity and Innovation are difficult endeavors that involve involve risks and uncertaintyrisks and uncertainty, , and and take people out of their take people out of their comfort zones comfort zones

�� WWork environments that provide ork environments that provide high levels ohigh levels of f psychological safety for risk taking psychological safety for risk taking can encourage the can encourage the psychological safety for risk taking psychological safety for risk taking can encourage the can encourage the individual individual to take a chance and commend trying to take a chance and commend trying something newsomething new

Sources: Sources: StawStaw, , 1995; Hammond 1995; Hammond et al, 2011; et al, 2011; DulDul & & CeylanCeylan, , 20112011

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Structural Factors Matter

�� Decentralized/nonDecentralized/non--hierarchical, hierarchical, organic organic organizational organizational forms forms (in contrast (in contrast with centralized, with centralized, mechanistic and mechanistic and controlcontrol--focusedfocused) ) organizational organizational forms forms enable creativity enable creativity controlcontrol--focusedfocused) ) organizational organizational forms forms enable creativity enable creativity and and innovation innovation

Sources: Sources: DamanpourDamanpour, 1991;Henkin & Davis, 1991; Mumford et al, , 1991;Henkin & Davis, 1991; Mumford et al, 20022002

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Climate Matters Positive Climate Conditions for Creativity

Challenge/ Involvement Employees indicate emotional involvement in organization;

Challenging Work Urgent, necessary and intellectually challenginginvolvement in organization;

experience joy and meaning in their jobs

intellectually challenging

Freedom Employees report independence of behavior; climate fosters contacts and give and take of information in problem discussion, planning and decision-making

Autonomy/ Freedom Individuals have high autonomy in day-to-day conduct of their work; sense of ownership

Idea Support Ideas, suggestions are received in attentive and supportive way by managers and workmates; people listen to individual and encourage initiatives

Work Group Supports Diversity of backgrounds, mutual openness to ideas, constructive challenges of ideas and shared commitments

Dynamism/ Liveliness Organizational life is dynamic, new things happen frequently

Supervisory Encouragement Open interactions; goal clarity, supervisory support

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Climate Matters PositiveClimate Conditions for Creativity

Trust/Openness Emotional safety in organizational relationships; Open, straightforward

Organizational Encouragement Encouragement of risk taking, idea generation and valuing of idea relationships; Open, straightforward

communication; Initiatives can be taken without fear

generation and valuing of idea innovation; Fair and supportive evaluation of new ideas; Reward and recognition of creativity; collaborative idea flow

Playfulness/ Humor A relaxed atmosphere characterized byspontaneity, ease, good-natured joking and laughter

Resources Adequate resources directly related to the projects’ creativity levels

Debate(s) Encounters & clashes between view points, ideasand various experiences. Enables multivocality. Prevents blind adherence to authority

Risk Taking Tolerance of uncertainty

Idea-Time Amount of time people can use for elaborating new ideas

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Climate Matters Negative Climate Conditions for Creativity

Conflict(s) Presence ofpersonal and emotional tensions.Groups and single

Workload Pressure Extreme, excessive workloadtensions.Groups and single

individuals dislike one anotherworkload

Organizational Impediments

Internal politics , harsh criticism of new ideas, internal competition, over emphasis on risk avoidance

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Agility Matters

Highly agile organizations:Highly agile organizations:

�� Show Show processprocessflexibility flexibility in the face of unpredictability, and in the face of unpredictability, and positive positive �� Show Show processprocessflexibility flexibility in the face of unpredictability, and in the face of unpredictability, and positive positive dispositions toward dispositions toward changechange..

�� Are Are structured structured (or will re(or will re--structure)structure) to to support new ideas and support new ideas and experiment with promising new work practices and emerging experiment with promising new work practices and emerging technologies. technologies.

�� Show the Show the ability to manage, organize, cultivate, and nurtureability to manage, organize, cultivate, and nurturecreative creative thinking directly linked to growth and achievement.thinking directly linked to growth and achievement.

SourceSource: : BettariBettari, 2010, 2010

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Finally…

�� Where employees perceive that an organization Where employees perceive that an organization has their has their welfare and best interest in mind, when an environment of welfare and best interest in mind, when an environment of open debate and discussion is in placeopen debate and discussion is in placeand maintained, and and maintained, and when when trust exists trust exists among employees … and especially among employees … and especially between employees and between employees and managementmanagement…,employees are more …,employees are more likely likely to take risks and put forth creative to take risks and put forth creative ideas. ideas.

Source: McLeanSource: McLean, , 20052005

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Thank You

Alan Henkin

University of Iowa

Contact:

EDU Associates

[email protected]

Page 20: [Global HR Forum 2011] Organizational Environments for Creativity and Innovation : What Matters

감사합니다감사합니다감사합니다감사합니다

앨런앨런앨런앨런 핸킨핸킨핸킨핸킨

아이오와아이오와아이오와아이오와 대학교대학교대학교대학교

연락처연락처연락처연락처:

EDU Associates

[email protected]