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Creativity in Business Processes
Foundations of Creativity & Information System Theories for
Creativity
1 Dipl.-Wirt.Inform. Matthias Voigt
2 Dipl.-Wirt.Inform. Matthias Voigt
Think about it…
Which kind of business processes did you
model/analyze in the past?
…issue travelling expenses …travel booking …electricity bill payment
3 Dipl.-Wirt.Inform. Matthias Voigt
Creativity-aware BPM
Now think of… …producing a movie.
…developing a new smartphone.
…designing a marketing campaign.
…developing requirements for an IT system.
… consulting for business process improvement
4 Dipl.-Wirt.Inform. Matthias Voigt
The Value Chain
Porter ME. Competitive advantage. New York: Free Press, 1985.
5 Dipl.-Wirt.Inform. Matthias Voigt
The “Magic” Ingredient…
Creativity
6 Dipl.-Wirt.Inform. Matthias Voigt
Agenda
• Basics of Creativity • The 4 Ps (Person, Process, Product, Press) • Interrelations • Creativity in Groups • Creativity in Business Processes
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Basics of Creativity
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What is Creativity?
Novelty/Originality +
Value/Utility
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What is Novelty?
“Radical Newness” Vs.
Recombination
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Eight Kinds of Creative Contributions Accept and extend current paradigms
Reject and replace current paradigms Synthesize paradigms
Sternberg, R. J., Kaufmann, J. C., & Pretz, J. E. (2002). The creativity conundrum: A propulsion model of creative contributions. Philadelphia: Routledge.
11 Dipl.-Wirt.Inform. Matthias Voigt
Guilford‘s Categories of Divergent Thinking
• Fluency is the ability to generate a large number of ideas
• Flexibility is the ability to generate a wide variety of ideas
• Originality is the production of unique and unusual ideas
• Elaboration is developing or building of ideas
Guilford, J. P. (1967). The nature of human intelligence. New York, NY: McGraw-Hill.
12 Dipl.-Wirt.Inform. Matthias Voigt
Perspectives on Creativity
Person Process
Press Product Rhodes, M. (1961). An analysis of creativity. The Phi Delta Kappan, 42(7), 305–310.
13 Dipl.-Wirt.Inform. Matthias Voigt
Person
14 Dipl.-Wirt.Inform. Matthias Voigt
EXCURSION
What about a little creativity test?
15 Dipl.-Wirt.Inform. Matthias Voigt
Write down the adjectives that you think describe your personality
capable, clever, confident, egotistical, humorous, individualistic, informal, insightful, intelligent, interests wide, inventive, original, reflective, resourceful, self-confident, sexy, snobbish, unconventional; affected, cautious, commonplace, conservative, conventional, dissatisfied, honest, interests narrow, mannerly, sincere, submissive, suspicious
Gough, H. G. (1979). A creative personality scale for the Adjective Check List. Journal of Personality and Social Psychology, 37(8), 1398–1405.
16 Dipl.-Wirt.Inform. Matthias Voigt
Amabile, T. M. (1998). HOW TO KILL CREATIVITY. Harvard Business Review
The Three Components Model of Creativity
17 Dipl.-Wirt.Inform. Matthias Voigt
Think of it…
• Think of the ideal BPM senior consultant, working in business process improvement projects for insurance companies
• What are her/his ideal – Expertise? – Creative-thinking skills? – Motivation?
18 Dipl.-Wirt.Inform. Matthias Voigt
Cognitive Network Model (CNM)
“Hypothesis 1/2: People who generate solutions in response to external stimuli delivered at a constant rate that does not overwhelm their attention resources should produce solutions with a higher average creativity rating/higher concentration of creative solutions than do people who generate solutions in the absence of external prompts.”
Santanen, E. L., Briggs, R. O., & Vreede, G. D. E. (2004). Causal Relationships in Creative Problem Solving : Comparing Facilitation Interventions for Ideation. Journal of Management Information Systems, 20(4), 167–197.
19 Dipl.-Wirt.Inform. Matthias Voigt
Results of CNM evaluation • “Both hypothesis 1 and 2 were supported by the data.
People using directed brainstorming did produce solutions of higher average creativity and did produce a higher concentration of creative solutions than did people using free brainstorming.”
• “However, the results of the exploratory analysis suggest that directed brainstorming is not an unmixed blessing.“
• “It appears to improve creativity when prompt topics change every two minutes (solo treatment) and when topics change every eight minutes (quartet treatment), but it may actually diminish creativity relative to the control group when prompt topics change every four minutes (duet treatment).”
Santanen, E. L., Briggs, R. O., & Vreede, G. D. E. (2004). Causal Relationships in Creative Problem Solving : Comparing Facilitation Interventions for Ideation. Journal of Management Information Systems, 20(4), 167–197.
20 Dipl.-Wirt.Inform. Matthias Voigt
Process
21 Dipl.-Wirt.Inform. Matthias Voigt
Divergent & Convergent Thinking
• “Convergent thinking is oriented toward deriving the single best (or correct) answer to a clearly defined question.”
• “Divergent thinking, by contrast, involves producing multiple or alternative answers from available information.”
Cropley, A. (2006). In Praise of Convergent Thinking. Creativity Research Journal, 18(3), 391–404.
22 Dipl.-Wirt.Inform. Matthias Voigt
Example of Convergent and Divergent Thinking
Cropley, A. (2006). In Praise of Convergent Thinking. Creativity Research Journal, 18(3), 391–404.
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“Pseudocreativity”
• “However, production of variability by means of fluency, flexibility, and originality does not, on its own, guarantee creativity.”
• “The novelty derives only from nonconformity, lack of discipline, blind rejection of what already exists, and simply letting oneself go.”
Cropley, A. (2006). In Praise of Convergent Thinking. Creativity Research Journal, 18(3), 391–404.
24 Dipl.-Wirt.Inform. Matthias Voigt
“Effective novelty”
• “Therefore, converting mere novelty into effective novelty (i.e., creativity) requires both generation (via divergent thinking) and also exploration (via convergent thinking).”
Cropley, A. (2006). In Praise of Convergent Thinking. Creativity Research Journal, 18(3), 391–404.
25 Dipl.-Wirt.Inform. Matthias Voigt
The Geneplore Model
Finke, R., Ward, T., & Smith, S. M. (1992). Creative Cognition: Theory, Research and Application. Cambridge, Mass.: MIT Press.
26 Dipl.-Wirt.Inform. Matthias Voigt
The Process of Divergent and Convergent Thinking for Generating
Novelty
Cropley, A. (2006). In Praise of Convergent Thinking. Creativity Research Journal, 18(3), 391–404.
27 Dipl.-Wirt.Inform. Matthias Voigt
Effects of Appraisals (Convergence)
• “Hypothesis: The quality, originality, and feasibility of problem solutions will be highest when more original ideas are appraised with respect to operative standards and when less original ideas are appraised with respect to innovative standards.”
• Procedure:
Idea generation Idea appraisal with
suggestions for revision
Development of an implementing
plan for marketing campaign
Idea evaluation
Lonergan, D., Scott, G., & Mumford, M. (2004). Evaluative Aspects of Creative Thought: Effects of Appraisal and Revision Standards. Creativity Research Journal, 16(2), 231–246.
28 Dipl.-Wirt.Inform. Matthias Voigt
Results
• “It was found that better plans for these advertising campaigns were obtained when generative, or innovative, criteria were applied to less original ideas and when implementation efficiency, or operating, criteria were applied to more original ideas.”
• “It was concluded that evaluation may serve to remediate deficiencies in ideas but that the standards applied must vary with the nature of the idea and the context in which it is to be implemented.” Lonergan, D., Scott, G., & Mumford, M. (2004). Evaluative Aspects of Creative Thought: Effects of Appraisal and Revision Standards.
Creativity Research Journal, 16(2), 231–246.
29 Dipl.-Wirt.Inform. Matthias Voigt
EXCURSION: Knowledge &
Creativity 30 Dipl.-Wirt.Inform. Matthias Voigt
The Role of Knowledge in Divergence and Convergence
„Existing knowledge is a vital prerequisite for creativity. It provides a central source of inspiration for new ideas and determines the pathways available for creative problem solving. Notwithstanding its indisputable role, knowledge may also compromise creativity. The human mind is prone to reproduce what it is used to, and the provision of explicit knowledge constitutes a potential inhibitor of imagination.”
Müller-Wienbergen, F., Müller, O., Seidel, S., & Becker, J. (2011). Leaving the Beaten Tracks in Creative Work – A Design Theory for Systems that Support Convergent and Divergent Thinking. Journal of the Association for Information Systems, 12(11), 714–740.
31 Dipl.-Wirt.Inform. Matthias Voigt
Do KMS Foster Creativity?
Cheung, P.-K., Chau, P. Y. K., & Au, A. K. K. (2008). Does knowledge reuse make a creative person more creative? Decision Support Systems, 45(2), 219–227.
“Hypothesis 1a. Individuals who engage in knowledge reuse will generate a higher number of ideas than those who do not.” “Hypothesis 1b. Individuals who engage in knowledge reuse will perform less creatively than those who do not.”
32 Dipl.-Wirt.Inform. Matthias Voigt
What do you think…?
Do you expect that the hypothesis can be confirmed?
“Hypothesis 1a. Individuals who engage in knowledge reuse will generate a higher number of ideas than those who do not.” “Hypothesis 1b. Individuals who engage in knowledge reuse will perform less creatively than those who do not.”
33 Dipl.-Wirt.Inform. Matthias Voigt
Results
“The results showed that H1a was not supported (t=0.509, p=0.3061) whereas H1b was supported (t=2.234, p=0.0139).”
Cheung, P.-K., Chau, P. Y. K., & Au, A. K. K. (2008). Does knowledge reuse make a creative person more creative? Decision Support Systems, 45(2), 219–227.
35 Dipl.-Wirt.Inform. Matthias Voigt
Discussion
• “This indicative result may be explained by the nature of the knowledge reuse facility employed, which largely contains explicit knowledge without any brainstorming and alternative evaluation facilities. “
• “However, this finding should not be interpreted as a rejection on the possibility of successful knowledge management systems or IT-enabled creativity support systems.”
Cheung, P.-K., Chau, P. Y. K., & Au, A. K. K. (2008). Does knowledge reuse make a creative person more creative? Decision Support Systems, 45(2), 219–227.
36 Dipl.-Wirt.Inform. Matthias Voigt
End of EXCURSION: Back to Process
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Divergence & Convergence
Basadur, M., Pringle, P., Speranzini, G., & Bacot, M. (2000). Collaborative Problem Solving Through Creativity in Problem Definition : Expanding the Pie. Creativity and Innovation Management, 9(1), 54–76.
38 Dipl.-Wirt.Inform. Matthias Voigt
Think of it…
Is there any experience in your professional/private life, where you regularly first work divergently and then convergently?
I was, when preparing these slides.
39 Dipl.-Wirt.Inform. Matthias Voigt
Stage Models
Preparation Illumination Incubation Verification
Guilford‘s (1950) stage model of the creative process
Amabile‘s (1996) componential model of creativity
Problem or task identification
Response generation Preparation
Response validation and
communication
Lubart, T. I. (2001). Models of the Creative Process: Past, Present and Future. Creativity Research Journal, 13(3), 295–308.
40 Dipl.-Wirt.Inform. Matthias Voigt
Stage Model for Service Innovation
Pöppelbuß, J., Plattfaut, R., Ortbach, K., Malsbender, A., Voigt, M., Niehaves, B., & Becker, J. (2011). Service Innovation Capability: Proposing a New Framework. Proceedings of the 3rd International Symposium on Services Science (ISSS 2011) in
conjunction with the Federated Conference on Computer Science and Information Systems (FedCSIS 2011). Szczecin, PL.
41 Dipl.-Wirt.Inform. Matthias Voigt
Think about…
… a stage model for business process improvement projects.
What would it look like?
42 Dipl.-Wirt.Inform. Matthias Voigt
Creativity Techniques
Progressive Abstraction Technique
Interrogatories (5Ws/H) Technique
Force Field Analysis Technique
Associations/Images Technique
Wishful Thinking Technique
Analogy/Metaphor Technique
Brainstorming Technique
Couger, J. D. (1996). Creativity & Innovation in Informations Systems Organizations. Danvers, MA: boyd & fraser publishing company.
43 Dipl.-Wirt.Inform. Matthias Voigt
Brainstorming Group Technique
• Osborn’s rules for brainstorming – The more ideas the better – The wilder the ideas the better – Improve or combine ideas already suggested – Do not be critical
• Osborn’s claim: If these rules are followed "the average person can
think up twice as many ideas when working with a group than when working alone."
Osborn, A. F. (1957). Applied imagination: Principles and procedures of creative thinking. New York: Scribeners and Sons.
44 Dipl.-Wirt.Inform. Matthias Voigt
Product
45 Dipl.-Wirt.Inform. Matthias Voigt
A Creative Product…
• … is the outcome of a creative process • … can range from
– simple ideas (e.g. from brainstorming sessions) – over complex concepts (e.g. business process
models) – to concrete products and services (e.g. consulting
service for business process improvement)
46 Dipl.-Wirt.Inform. Matthias Voigt
Measurement of Product Creativity
• Creative product as means for measuring creativity
• Distinction of – Number of ideas (Fluency/Quantity) and – Quality of Ideas (not only Originality)
• Assessment has to be accomplished by judges/experts
47 Dipl.-Wirt.Inform. Matthias Voigt
The Consensual Assessment Technique by Amabile
“A product or response will be judged as creative to the extent that it is both a novel and appropriate, useful, correct or valuable response to the task at hand. The consensual assessment technique is a subjective technique that calls for a group of qualified judges to assess the creativity of a set of responses independently of one another.”
Elam, J. J., & Mead, M. (1990). Can Software Influence Creativity? Information Systems Research, 1(1), 1–22.
48 Dipl.-Wirt.Inform. Matthias Voigt
More on Evaluation Criteria
Dean, D. L., Hender, J. M., Rodgers, T. L., & Santanen, E. L. (2006). Identifying quality, novel, and creative Ideas: Constructs and scales for idea evaluation. Journal of the AIS, 7(1), 646–699.
49 Dipl.-Wirt.Inform. Matthias Voigt
Press
50 Dipl.-Wirt.Inform. Matthias Voigt
The Creative Climate Questionnaire
Ekvall, G. (1996). Organizational Climate for Creativity and Innovation. European Journal of Work and Organizational Psychology, 5(1), 105–123.
51 Dipl.-Wirt.Inform. Matthias Voigt
Interrelations
52 Dipl.-Wirt.Inform. Matthias Voigt
Componential Model of Creativity
Amabile, T. M. (1983). The social psychology of creativity: A componential conceptualization. Journal of Personality and Social Psychology, 45(2), 357–376.
Creative process
Individual factors
53 Dipl.-Wirt.Inform. Matthias Voigt
An Interactionist Model of Organizational Creativity
Woodman, R. W., Sawyer, J. E., & Griffin, R. W. (1993). Toward a theory of organizational creativity. The Academy of management review, 18(2), 293–321.
54 Dipl.-Wirt.Inform. Matthias Voigt
Woodman, R. W., Sawyer, J. E., & Griffin, R. W. (1993). Toward a theory of organizational creativity. The Academy of management review, 18(2), 293–321.
55 Dipl.-Wirt.Inform. Matthias Voigt
Creativity in Groups
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Multilevel Model of Team Performance on Tasks Requiring Creativity
Taggar, S. (2002). Individual creativity and group ability to utilize individual creative resources: A multilevel model. The Academy of Management Journal, 45(2), 315–330.
57 Dipl.-Wirt.Inform. Matthias Voigt
Observable Components of Creativity in Teams
Taggar, S. (2002). Individual creativity and group ability to utilize individual creative resources: A multilevel model. The Academy of Management Journal, 45(2), 315–330. 58 Dipl.-Wirt.Inform. Matthias Voigt
Simplex Innovation Process
Basadur, M., Pringle, P., Speranzini, G., & Bacot, M. (2000). Collaborative Problem Solving Through Creativity in Problem Definition : Expanding the Pie. Creativity and Innovation Management, 9(1), 54–76.
59 Dipl.-Wirt.Inform. Matthias Voigt
Is a Group More Productive (Creative) Than Individuals? … No!
“Contrary to Osborn's claim, Taylor et al. found that nominal groups produced nearly twice as many different ideas as the real groups. This finding has since been frequently replicated. Of the 22 experiments […], 18 reported the performance of nominal groups to be superior to that of real groups, and only 4, all involving 2-person groups […], reported no difference.”
Diehl, M., & Stroebe, W. (1987). Productivity loss in brainstorming groups: Toward the solution of a riddle. Journal of Personality and Social Psychology, 53(3), 497–509.
60 Dipl.-Wirt.Inform. Matthias Voigt
What do you think…?
Why are brainstorming groups
performing worse than individuals? Any ideas?
61 Dipl.-Wirt.Inform. Matthias Voigt
The Reason: Group Losses and Gains
Paulus, P. B. (2000). Groups, Teams, and Creativity: The Creative Potential of Idea-generating Groups. Applied Psychology, 49(2), 237–262.
62 Dipl.-Wirt.Inform. Matthias Voigt
But, Tools Help!
Pinsonneault, A., Barki, H., Gallupe, R. B., & Hoppen, N. (1999). Electronic Brainstorming : The Illusion of Productivity. Information Systems Research, 10(2), 110–134.
63 Dipl.-Wirt.Inform. Matthias Voigt
Results
• “For larger groups, EBS was found to be superior to nominal brainstorming in two studies (Dennis and Valacich 1993, Valacich et al. 1994).”
• “Overall, the main consistent finding emerging from past research is that participants using EBS are generally more satisfied than participants using other forms of brainstorming (Cooper et al. 1990, Dennis and Valacich 1993; Gallupe et al. 1990 and 1991, Valacich et al. 1994).”
Pinsonneault, A., Barki, H., Gallupe, R. B., & Hoppen, N. (1999). Electronic Brainstorming : The Illusion of Productivity. Information Systems Research, 10(2), 110–134.
64 Dipl.-Wirt.Inform. Matthias Voigt
Collaboration Pattern
• Diverge: To move from a state of having fewer concepts to a state of having more concepts.
• Converge: To move from a state of having many concepts to a state of having a focus on, and understanding of, the few worthy of further attention.
• Organize: To move from less to more understanding of the relationships among concepts.
• Evaluate: To move from less to more understanding of the possible consequences of concepts.
• Build consensus: To move from having less to having more agreement on courses of action.
65 Dipl.-Wirt.Inform. Matthias Voigt
Briggs, R. O., De Vreede, G.-J., & Nunamaker, J. F. (2003). Collaboration Engineering with ThinkLets to Pursue Sustained Success with Group Support Systems. Journal of Management Information Systems, 19(4), 31–64.
Collaboration Pattern & ThinkLets
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Briggs, R. O., De Vreede, G.-J., & Nunamaker, J. F. (2003). Collaboration Engineering with ThinkLets to Pursue Sustained Success with Group Support Systems. Journal of Management Information Systems, 19(4), 31–64.
Four Creative Activities and Eight Tasks
Shneiderman, B. (2002). Creativity support tools - Establishing a framework of activities for creative work. Communications of the ACM, 45(10), 116–120.
67 Dipl.-Wirt.Inform. Matthias Voigt
Creativity in Business
Processes 68 Dipl.-Wirt.Inform. Matthias Voigt
The Creativity-intensive Process (CIP)
Seidel, S. (2009). Toward a theory of managing creativity-intensive processes: a creative industries study. Information Systems and e-Business Management, 9(4), 407–446.
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The Creativity-intensive Process
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Seidel, S. (2009). Toward a theory of managing creativity-intensive processes: a creative industries study. Information Systems and e-Business Management, 9(4), 407–446.
The Creativity-intensive Process
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Seidel, S., Müller-Wienbergen, F., & Rosemann, M. (2010). Pockets of creativity in business processes. Communications of the AIS, 27(1), 415–436.
Pocket of Creativity
Seidel, S., Müller-Wienbergen, F., & Rosemann, M. (2010). Pockets of creativity in business processes. Communications of the AIS, 27(1), 415–436.
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That’s it!
And I promise: next lecture is more about IT, if you prefer.
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