The document discusses theories of creativity and innovation, and how creative individuals can help develop teams. It proposes that creative leaders establish "benign structures" that overcome barriers and encourage creativity in others. Research identified seven team factors influenced by creative leadership, and found some teams outperform through these structures. The conclusion is that creativity, innovation, and co-creation will be increasingly important in knowledge societies and organizations should embed creative teams and networks.

1. Developing the creative individual in the knowledge-based society V i e n n a, October 19 th S c h ö n b r u n n pa l a c e c o n f e r e n c e c e n t r e

2. Developing the creative individual in the knowledge based society Tudor Rickards

3. Working definitions Creativity: The process which generates new and valuable ideas Innovation: The process which brings about change through ‘original thinking applied’ Benign Structures: Procedures through which individuals and teams achieve valued improvements in creative performance

4. Theories have privileged the individual Insight theories Self-actualization Transcendence Cognitive reframing Evolutionary psychology Information processing Problem-solving Experiential learning Intrinsic motivation…

5. An Early View of Creativity Early mythologies assumed creativity was a gift to ‘ chosen ones’, to celebrate the ultimate creator of the Universe

6. A long-held theory of insight “ The Eureka Moment”

7. The Creative Individual Mme Curie Steve Jobs Mozart Schr ö dinger

8. Modernity forced creativity into new responses “ Painting is washed up. Who will ever do anything better than that propeller?” Marcel du Champs [at an early exhibition of aviation Technology]

9. By the 20 th Century .. Alex Osborn (Brainstorming) Edward De Bono (Lateral Thinking) Genrich Altshuller (TRIZ) Fritz Zwicky (Morphological Analysis) … systems were being developed for stimulating creativity

10. The structures became known as creativity techniques “ Als Kreativitätstechnik ist ein Satz von Denk- und Verhaltensregeln für eine Gruppe oder ein Individuum zu verstehen, die in ihrer Gesamtwirkung das Entstehen von Ideen Begünstigen” Quelle: Geschka ( Kreativitätstechniken , 2002) .

11. Leadership for Creativity: The MBS studies (1980s-2000s) MBA project team studies (1980s-2000) Longitudinal studies (1999 - ) Leadership data base (2006 -) Manchester Business School (West)

12. Project Team Leadership and The Manchester Method The Project Team studies at MBS were part of an educational innovation known as The Manchester Method MBA teams ‘learn while doing’ business projects’ Team tutors began to recognise consistent patterns of success and failure

13. Three Kinds of Team? A small proportion of teams struggle (‘Teams from Hell’) The majority of the teams achieve the goals set them (‘Standard Teams’) Another minority perform beyond expectations (‘Dream Teams’) ?

14. A Theory of Creative Leadership Emerged It proposed two barriers to team success Leaders who created new and benign structures for action and change Seven team factors associated with team success

15. Creative leaders release creativity in self and others The leader’s secret weapon is the application of personal creativity directed towards releasing more creativity in others Leader Creativity Creativity Benign structures Creativity Creativity Creativity Creativity Team Factors

16. How the Two-barrier Proposal Modifies Team Development Theory

17. The role of Benign Structures in Creative Leadership Creative leaders help reconfigure the structures under which team members operate. Team-building structures overcome inter-personal barriers and establish team norms In a ‘dream team’, leadership provides benign structures which transcend established norms

18. More about Benign Structures MBS project leaders introduced benign structures based on lateral thinking approaches, versions of brainstorming, mindmapping and ‘Yes and’ invitations (encouragement of positivity) More research is required on benign structures in other kinds of situations and teams

19. The Seven Team Factors Influenced by Creative Leadership

20. Creativity in the Knowledge Society Great changes are emerging Velocity of change Ambiguities of work Networks Co-creativity New Business models Social media

21. The Creative Organization HEALTH WARNING The creative organization is under-researched territory

22. Conclusions Creativity and Innovation are closely linked Individuals can set up benign structures To achieve unexpectedly creative results Co-creation will become more important Creative organizations embed creative teams and individuals within wider social networks