2. Creativity
Innovation
Need of innovation
Factors affecting creativity
Creative problem solving process
Integrating creativity into decision process
Rules to facilitate creativity
Creativity measurement tools
Greatest innovator
Queries
3. Think out of the box
Break established patterns
Experimenting
Making mistakes
Risk taking ability
Contagious
Motivation
Improves by practice
4. Innovation is the spark that makes
good companies great
Innovation is the creativity that adds
value
Corporate behavior that’s comfortable
with new ideas, risk, change and even
failure
Innovation is doing new things
Creativity is thinking up new things
5. Exhaustive downsizing
Saturated reengineering
Fierce competition
Shorter life cycle of products
Enhanced dynamics of market
Diminishing returns
Scarcity of resources
High expectation of consumers
6. The answer is NO
The challenge is to create an environment that will
bring out the creativity of everyone.
Ex- 3M corporation 15% rule
7. Amabile’s research identified some factors which
stimulates creativity
1. Freedom
2. Positive challenge
3. Supervisory encouragement
4. Work group supports
5. Organizational encouragement
6. Sufficient resources
7. Facilitation and sharing of ideas
8. Synectics corporation identified some factors which
inhibits creative process
1. Competition rather than cooperation
2. Lack of cross functional support
3. Unwillingness to change
4. Excessive workload
5. Power centralization
6. Newtonian Mechanical model
7. Past education
9. Stresses on conformity rather than creativity
Apathy for creative subjects
Competitive grading system
Outdated textbooks
Teacher’s method of changing student behavior were:
Pain, Fear, Anxiety, Humiliation, Embarrassment and
Physical discomfort
Ex- Stanley Mason
10. Intrinsic motivation
Highly innovative individuals are driven by inner
curiosity, a need to know. It is affected by social
environment.
Extrinsic motivation
Source must be chosen carefully to recognize creative
ideas, clearly defined goals and should provide
constructive feedback.
11.
12. Vision
Goals
Situation analysis
◦ Macro
◦ Micro
Opportunities, Problems
Alternative solutions
Resources required
Evaluation of alternatives
Selection
Action plan
Implementation
Measure Results
Identify goal, wish or challenge
Gather Data
Clarify Problem
Generate Ideas
Select & Strengthen
solution
Plan for action
13.
14. Osborn Parnes model stresses critical rules for each divergent
stage:
Withholding judgment
Judging shuts down idea generation. It requires understanding
of the functions performed by 3 section of brain.
1. Outer layer: Neo-cortex
2. Middle layer: Limbic system
3. Inner-most layer: Reptilian or brain stem
The neo-cortex controls thinking, speaking, and problem
solving. Creativity occurs at this outer level. Because judging is
a threat, the brain shifts from the neo-cortex, through the
limbic, to the brain stem to assure social-psychological
survival. This shift shuts down the creative process
15. Freewheeling
The process should be freewheeling to take the participants past
the mental conformity blocks that they have learned in school
or prior experience. Freewheeling means it's all right to be off
the wall
High quantity of ideas
The significance of high quantity of ideas is like mining for gold:
you need to dig a lot of dirt to find a nugget. Experiments have
shown that the last ideas, the ones beyond the mental blocks
and into the subconscious, are the highest quality ideas
Hitchhiking
Hitchhiking creates ideas that combine the best ideas of
everyone in the team. It can also help during implementation if
all members see a piece of their idea in the final solution
16. Allow mistakes
Mistakes are acceptable if they are based on solid
thinking, enhance learning of what will not work, and are
caught early before the damage is severe
Teamwork
Creative problem solving sessions require teamwork
among individuals who have different thinking styles
because of their training and experiences. Effective
teaming requires that each member understand his or her
style and the styles of others on the team
17. Myers-Briggs Type Indicator (MBTI)
It places individuals along four dimensions:
Extroversion-Introversion, Sensing-Intuition, Thinking-
Feeling, and Judging-Perceptive.
Kirton Adaptor-Innovator (KAI) Inventory
It measures preferred styles for problem solving. The
Adaptor prefers to be creative within the present system.
The Innovator wants to create new definitions of the
problem and new systems.
18.
19. Creativity facilitates positive relationships in
organization to produce profitable growth through
innovation
Creativity can be developed, given the proper
environment
Creative problem solving process wide applicability in
decision making process
Creativity abolishes Newtonian mechanistic model that
stresses cause and effects