Pres2 S50 creativity slides

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Information about Pres2 S50 creativity slides

Published on January 2, 2009

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Group Members : Group Members Kyle Talley Randy Oswald Shyama Majumdar Jing Wu Stephanie Hampton Mike Healy Tracy Bakowski Slide 2: General Introduction Kyle Talley Creativity : Creativity Group exercise Out of the Box What is creativity mental process involving the generation of new ideas or concepts, or new associations of the creative mind between existing ideas or concepts Why is it important in an organization? Growth Improvement Development Creativity : Creativity Ways to promote more creative thinking Brain storming /group discussion & activities Diversity Cross functional training Training Limiting Creativity at work Time Organization’s openness Slide 5: Creativity Tracy Bakowski Robbins and Judge : Robbins and Judge What is creativity? The textbook defines creativity as the ability to produce novel and useful ideas. These ideas must be new and appropriate for the organization. Robbins and Judge : Robbins and Judge Future of creativity in the workplace It is estimated that the US will add 10 million “creative class” jobs in the next decade What is a “creative class” job? Science, technology, entertainment, design and entrepreneurship Robbins and Judge : Robbins and Judge What do you think are some traits associated with creative people? Openness to experience Intelligence Independence Self-confidence Risk taking Low need for structure Robbins and Judge : Robbins and Judge Creativity Three-Component Model of Creativity Robbins and Judge : Robbins and Judge How does this relate to our article? Most people have average potential to be creative The difficult part is implementing that creativity Slide 11: Today’s Article Jing Wu Stephanie Hampton Slide 12: No idea? Evaluating the Effectiveness of Creativity Training Kamal S. Birdi Institute of Work Psychology, University of Sheffield, Sheffield, UK Four Key Outcome Criteriagauging the effectiveness of creativity and innovation in organization : Four Key Outcome Criteriagauging the effectiveness of creativity and innovation in organization The entire process of individual creativity Incorporate all aspects of organization that influence innovation The major phases in the organization innovation process The influence of organization factors on individual creativity ( Amabile, T.1998) Amabile’s WorkQualities of environment that promote Creativity : Amabile’s WorkQualities of environment that promote Creativity Freedom Good management + Encouragement Greatly consistent with Principle 8: Make good decisions by effectively managing the decision-making process Recognition Greatly consistent with Principle 11: Pay for performance Various Organizational Characteristics (Amabile, T) Amabile’s Work Qualities of Individuals that influence creativity : Amabile’s Work Qualities of Individuals that influence creativity Various Personality Traits Self-motivation + Risk-orientation Greatly consistent with Principle 9: Stimulate creativity by fueling passion Special Cognitive Abilities Expertise in the area Qualities of the Group (Amabile, T) Design/Approach/Value for Current Study : Design/Approach/Value for Current Study A follow-up questionnaire Organizational Contexts Cross-sectional survey Training programs Practical implication Framework Guideline longitudinal approach 3 Types of Creativity Training Workshops : 3 Types of Creativity Training Workshops Beyond the Box Two-day workshop Designed to encourage significant change and innovation in organizations Taught the value of setting radical goals Strategies to achieve radical goals Lateral Thinking Two-day workshop Covered well-known techniques Random association between concepts Breaking problems down into component elements Thinking of solutions for each component 3 Types of Creativity Training Workshops : 3 Types of Creativity Training Workshops Six Thinking Hats Two-day workshop Encourage participants to systematically engage in 6 different modes of thought Designed to help with the generation and evaluation of ideas The Study : The Study Conducted at a UK Civil Service Organization Organization criticized by the Gov’t for not being innovative enough Workshops Ran for 18 months prior to the study Taught aspects of generating and implementing ideas Utilized a mixture of presentation of techniques and concepts Discussion and small group exercises based on problems that were facing the organization at the time Ended with either action-planning or goal-setting Methodology : Methodology Questionnaire sent to participants in the creativity training courses 153 employees participated 71 questionnaires returned Response rate of 46% 40 attended Six Thinking Hats 20 attended Lateral Thinking 39 attended Beyond the Box * Some employees attended more than one course Two Methods of Measure : Two Methods of Measure Quantitative Asked to “what extent their participation in the workshops had led to improvements in four types of outcomes”: Knowledge of creativity techniques Attitudes to innovation Workplace idea generation Workplace idea implementation Rate from 1 “Not at all” to 5 “A great extent” Qualitative Respondents asked to describe the main impact of attending each workshop Responses were independently rated and coded to three categories: Attitudinal outcomes Knowledge outcomes Other outcomes Results : Results All 3 workshops were rated as significantly useful Beyond the Box Most useful Mean = 3.47 Six Thinking Hats Mean = 3.33 Lateral Thinking Mean = 3.00 Results : Results Results : Results Six Thinking Hats/Lateral Greatest impact on knowledge improvements Beyond the Box Greater implementation of ideas Attendance of both types of courses Greatest improvement across all outcomes Overall analysis Work environment significantly influences employee innovation Slide 25: Workshop Exercises Mike Healy Randy Oswald Principle 6: Promote job satisfaction through mental challenge Business Beyond the Box (O’Keefe) : Business Beyond the Box (O’Keefe) Introduction to “triangular thinking” Counter to incrementalism Based on eight thinking strategies 1) Picture Step Change 2) Know How 3) Creative Thinking 4) Act in the action zone 5) Become whole-brained 6) Choose powerful mindsets 7) Use hats, maps & thinking pads 8) Recharge, get on fire Example: Setting the Bar : Example: Setting the Bar Creative Ways to “Get Over the Bar” : Creative Ways to “Get Over the Bar” Business Example: Setting the Bar : Business Example: Setting the Bar Background: US brand product sold worldwide, with varying market share overseas. In the Ireland operation, sales of X product represented the following % of market share: 14% (2005) 15% (2006) 16% (2007) If you were a member of the Ireland operation’s management, how do you determine the sales goal (% market share) for 2008? Slide 30: De Bono – Six Hats White Hat - Facts Red Hat - Emotions Black Hat - Negatives Yellow Hat - Positives Green Hat - Alternatives Blue Hat – Process Control Slide 31: De Bono – Lateral Thinking Definition: A way of thinking that seeks a solution to an intractable problem through unorthodox methods or elements that would normally be ignored by logical thinking. or You cannot dig a hole in a different place by digging the same hole deeper. Slide 32: Lateral Thinking Problem A man lives on the twelfth floor of an apartment building. Every morning he takes the elevator down to the lobby and leaves the building. In the evening, he gets into the elevator, and, if there is someone else in the elevator -- or if it was raining that day -- he goes back to his floor directly. Otherwise, he goes to the tenth floor and walks up two flights of stairs to his apartment. Slide 33: Lateral Thinking Problem #2 A man and his son are in a car crash. The man is killed and the son is taken to hospital gravely injured. When he gets there, the surgeon says "I can't operate on this boy- he is my son!" How is this possible? Slide 34: Summary and DiscussionShyama Majumdar Slide 35: Aim of the paper: To evaluate long term impact of creativity workshops and contrast influence of training compared with work environment factors in influencing employee innovation Participants reported: Improvements in creativity knowledge and attitudes Later workplace idea generation and implementation Findings “Principle 10: Motivate employee performance through goal-setting” : “Principle 10: Motivate employee performance through goal-setting” Creativity training course should ensure: Acquire relevant knowledge and skills Sufficient motivation and confidence Environmental Factors of Management Support : Environmental Factors of Management Support Creativity training course will not have any effect if environment is not favorable Discussions with managers before and after training to discuss objectives, learning points and workplace applications “Principle 9: Stimulate creativity by fueling passion!” : “Principle 9: Stimulate creativity by fueling passion!” Openness and diversity are crucial organizational influence on creativity (Ryahammer and Smith, 1999) Develop a culture in workplace where innovation is publicly valued, encouraged (motivation and empowerment) Peer support for innovation Summary : Summary Need to provide creativity initiatives to develop knowledge and motivation Environment that fosters creativity Synergistic mixture of cultural, structural as well as training interventions for sustained and successful stream of innovation Creativity Training Initiatives : Creativity Training Initiatives Opportunity / Problem finding Idea generation Solution implementation Summary : Summary Need to provide creativity initiatives to develop knowledge and motivation Environment that fosters creativity Synergistic mixture of cultural, structural as well as training interventions for sustained and successful stream of innovation Slide 42: Principle 20: Apply the principles! Looking Ahead…… QUESTIONS : QUESTIONS Slide 44: References Amabile, T. (1988), “A model of creativity and innovation in organizations”, in Staw, B and Cummings, l (Eds), Research in Organizational Behavior, Vol. 10, JAI Press, Greenwich, CT, pp. 123-67. De Bono, E. (1977), Lateral Thinking, Pelican, Harmondsworth. De Bono, E (1985), Six Thinking Hats, Viking, Harmondsworth. O’Keeffe, J. (1998), Business beyond the Box, Nicholas Brealy Publishing Ltd, London. Robbins, S. P., & Judge, T. A. (2009). Organizational behavior (13th ed.). Upper Saddle River, NJ: Pearson/Prentice Hall. Google. (n.d.). Retrieved September 28, 2008, from Google Jobs: The 3M Experience. (n.d.). Retrieved October 3, 2008, from "Creativity." Wikipedia, The Free Encyclopedia. October 6, 2008, from

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