Leaders, consultants and managers must be responsible in at least thirteen domains, even begin to effectively managing creativity and innovation. Part 1 of Managing Creativity and Innovation covers the first seven of these areas.
a) The difference between creativity and innovation. Often used interchangeably, as the two should be separate and distinct. One definition of creativity is that it is problem identification and idea generation whilst innovation as idea selection, development and marketing is described. These definitions include only a minimum of six competencies (including one holistic). At the very least, the differences that are needed at each stage, different skills, processes and structures.
b) The size and richness of idea pools. First, creative thinking is used to generate an idea pool and then critical thinking reduces those ideas feasible ones. The quantity and quality of the pool of ideas, a conscious application of processes and techniques must be applied to maximize. Some of them include:
1) With a variety of stimuli and frameworks to open the channels.
2) Not stopping when a good idea, come to seem.
3) the change in the direction of stimulating awareness.
Produced 4) The distinction between the number of ideas, has its novelty, variety and frequency of production.
c) Creative Types. It is common belief that some people are more creative, and some argue for creativity characteristics such as tolerance for ambiguity and intolerance for conformity. However, traits are notoriously difficult to detect and not stable nor transferable situations. Moreover, the motivation is thought to be more important than the trains – that is similar with a high intelligence – to improve a motivated and must be implemented.
d) in relation to learning. Can creativity be learned and developed, or is it a natural talent or gift? The best way to answer this question is to investigate whether creativity improves with practice. The experience curve, automation, learning theories and experiences of practitioners show that people generate more better, better, different and novel ideas – but there are warnings, such as increased dependency Trail and the ups and downs in motivation.
e) the motivation. Someone with natural ability or placed in the right environment can not enjoy it unless motivated. Intrinsically motivated individuals tend to spend more effort and create more synergy and output extrinsic motivation provides a better person to perform a task. On the other hand, does not cause synergistic extrinsic motivation of a person to feel controlled and manipulated and is incompatible with intrinsic motivation. Specific motivators such as material reward, progress, the ideal self, self-determination, self-evaluation, feedback, enjoyment, extension of jurisdiction, recognition and feasibility of quantitatively measured and monitored.
f) the corporate culture. We all can be more creative, so what keeps us? People often complain about evaluation apprehension – this shows itself in many ways, but two of the most common fear of appearing stupid or are uninspired. Some cultures are more risk averse than others, others can not compete well and yet others provide friction caused by a misallocation of resources.
g) the organizational structure. Many theories argue that certain structures, such as hierarchical and mechanistic, hinder creativity and innovation. Although these theories tend to rule on validity, there are several reasons why a company has a certain structure – history, logistics, market segmentation, product line, strategy and so on – it is therefore reasonable to ask a company to change it . Finally, what do managers, a knowledge about the properties of a structure of support, so that they can integrate these elements into their existing ones.
This field is a lot of interesting data. For example, many respondents argued that all the structures, the so-called flat structures, are in fact hierarchical.
Very simple changes can be implemented. These include:
1) direct communication links to decision makers.
2) The information flow between departments.
3) Tangible progress of ideas.
Part 2 of creativity and innovation discussion group structure, knowledge, networks and cooperation, both radical and incremental innovation and creativity, structure and objectives, and evaluation processes.