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Creativity andCreativity and

InnovationInnovation


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Meaning and DefinitionMeaning and Definition

Creativity is vital in decision making. ThereCreativity is vital in decision making. Thereare various terms which are used aare various terms which are used a

synonyms to creativity such as discover,synonyms to creativity such as discover,invention, extending the boundary, etc.invention, extending the boundary, etc.Examples of creativity in decision makingExamples of creativity in decision makingmay be creation of new product, creationmay be creation of new product, creation

of new method, creation of new marketof new method, creation of new marketetc.etc.


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Creativity in organizationsCreativity in organizations

Rational decision maker needs creativity, that is,Rational decision maker needs creativity, that is,the ability to produce novel and useful ideas.the ability to produce novel and useful ideas.

These ideas that are different from whats beenThese ideas that are different from whats beendone before, but that are also appropriate to thedone before, but that are also appropriate to theproblem or opportunity presented.problem or opportunity presented.

Why is creativity important to decision making?Why is creativity important to decision making?

It allows the decision maker to appraise fullyIt allows the decision maker to appraise fullyand understand the problem, including seeingand understand the problem, including seeingproblems others cant see.problems others cant see.


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Creative potentialCreative potential

Most people have creative potential thatMost people have creative potential thatthey can use when confronted with athey can use when confronted with a

decision making problem.decision making problem. But to unleash that potential, they have toBut to unleash that potential, they have to

get out of the psychological ruts.get out of the psychological ruts.

Many of us get into and learn how to thinkMany of us get into and learn how to thinkabout the problem in divergent way.about the problem in divergent way.


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CreativityCreativity


The process of producing something that is bothThe process of producing something that is bothoriginal and worthwhileoriginal and worthwhile

Creative individuals show creative productivity,Creative individuals show creative productivity,producing inventions, insightful discoveries, artisticproducing inventions, insightful discoveries, artisticworks, revolutionary paradigmsworks, revolutionary paradigms

Creative individuals usually have creative lifestyles,Creative individuals usually have creative lifestyles,characterized by flexibility, nonstereotypicalcharacterized by flexibility, nonstereotypicalbehaviors, and nonconforming attitudesbehaviors, and nonconforming attitudes


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Its How Much You ProduceIts How Much You Produce

Creative individuals can come up with manyCreative individuals can come up with manydifferent ways to solve problemsdifferent ways to solve problems

Its What You KnowIts What You Know

What distinguishes remarkably creativeWhat distinguishes remarkably creative

individuals from less remarkable people is theirindividuals from less remarkable people is theirexpertise and commitment to their creativeexpertise and commitment to their creativeendeavorendeavor


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Its Who You AreIts Who You Are

Role of personality and motivation in creativityRole of personality and motivation in creativity

Intrinsic motivation (enjoyment of the creativeIntrinsic motivation (enjoyment of the creativeprocess) is essential to creativity, whereasprocess) is essential to creativity, whereasextrinsic motivation (fame, fortune) actually mayextrinsic motivation (fame, fortune) actually mayimpede creativityimpede creativity

Its Where You AreIts Where You AreExternal factors that contribute to creativityExternal factors that contribute to creativity

Context (time, space, resources) of creative workContext (time, space, resources) of creative work


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Impediments to CreativityImpediments to Creativity

1)1) Fear & AnxietyFear & Anxiety

2)2) DefensivenessDefensiveness

3)3) Cultural InhibitionCultural Inhibition


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Barriers ToBarriers To

Creative DecisionCreative Decision--M

akingM

akingSearching for one rightSearching for one right

answeranswer

Focusing on being logicalFocusing on being logicalBlindly following rulesBlindly following rulesConstantly being practicalConstantly being practicalViewing play as frivolousViewing play as frivolous

Becoming overly specializedBecoming overly specializedAvoiding ambiguityAvoiding ambiguity

Fear of looking foolishFear of looking foolishFearing mistakes & failureFearing mistakes & failureBelieving that Im notBelieving that Im not

creativecreative

Searching for one rightSearching for one rightansweranswer

Focusing on being logicalFocusing on being logicalBlindly following rulesBlindly following rulesConstantly being practicalConstantly being practicalViewing play as frivolousViewing play as frivolous


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Blocks To CreativityBlocks To Creativity

Fear of FailureFear of Failure

Allergy to AmbiguityAllergy to Ambiguity

TouchinessTouchinessConformityConformity

Resource MyopiaResource Myopia

Starved SensibilityStarved SensibilityRigidityRigidity


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Strategies for UnblockingStrategies for Unblocking

AwarenessAwareness

Analysis & DiagnosisAnalysis & Diagnosis

Desire to UnblockDesire to UnblockHelp from Credible SourceHelp from Credible Source

RewardReward

Goal SettingGoal Setting


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Three component model ofThree component model of

creativitycreativity Most people have the capacity to be at least moderatelyMost people have the capacity to be at least moderately

creative what can individuals and organizations do tocreative what can individuals and organizations do tostimulate employee creativity?stimulate employee creativity?

Three component model of creativity explains thatThree component model of creativity explains thatindividual creativity essentially requiresindividual creativity essentially requires--ExpertiseExpertise

--creativecreative

--thinking skillsthinking skills

--intrinsic task motivationintrinsic task motivation Studies confirm that the higher the level of each of theseStudies confirm that the higher the level of each of these

three component, the higher the creativity.three component, the higher the creativity.


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First componentFirst component

ExpertiseExpertise is the foundation for all creativeis the foundation for all creativework.work.

Picassos understanding of art and EinsteinsPicassos understanding of art and Einsteinscontributions to their fields.contributions to their fields.

We cant say someone with minimal knowledgeWe cant say someone with minimal knowledgeof programming to be very creative as aof programming to be very creative as asoftware engineer.software engineer.

Potential for creativity is enhanced whenPotential for creativity is enhanced when

individuals have abilities, knowledge,individuals have abilities, knowledge,proficiencies and similar expertise in their field ofproficiencies and similar expertise in their field ofendeavor.endeavor.


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Second componentSecond component Creative thinking skills encompasses personalityCreative thinking skills encompasses personality

characteristics associated with creativity, the ability tocharacteristics associated with creativity, the ability touse analogies, as well as the talent to see the familiar inuse analogies, as well as the talent to see the familiar ina different light.a different light.

Following traits have been found to be associated withFollowing traits have been found to be associated with

the development of creative ideas: intelligence,the development of creative ideas: intelligence,independence, selfindependence, self--confidence, riskconfidence, risk--taking, and internaltaking, and internallocus of control, tolerance for ambiguity, andlocus of control, tolerance for ambiguity, andperseverance in the face of frustration.perseverance in the face of frustration.

Effective use of analogies allows decisionEffective use of analogies allows decision--makers tomakers toapply an idea from one context to another.apply an idea from one context to another.

One of the most famous example in which analogyOne of the most famous example in which analogyresulted in a creative breakthrough was Alexanderresulted in a creative breakthrough was AlexanderGraham Bells observation that it might be possible toGraham Bells observation that it might be possible totake concepts that operate in the ear and apply them totake concepts that operate in the ear and apply them tohis talking boxhis talking box


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Third componentThird component

The final component in this model is intrinsicThe final component in this model is intrinsictask motivation.task motivation.

Desire to work on something because itsDesire to work on something because itsinteresting, exiting, satisfying, or personallyinteresting, exiting, satisfying, or personallychallenging.challenging.

It determines the extent to which individualsIt determines the extent to which individualsfully engage their expertise and creative skills.fully engage their expertise and creative skills.

So creative people often love their work to theSo creative people often love their work to the

point of seeming obsessed.point of seeming obsessed. Individuals work environment can have aIndividuals work environment can have a

significant effect on intrinsic motivationsignificant effect on intrinsic motivation


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Creative ProcessCreative Process1)1) PreparationPreparation

2)2) InvestigationInvestigation

3)3) TransformationTransformation4)4) IncubationIncubation

5)5) IlluminationIllumination

6)6) VerificationVerification7)7) ImplementationImplementation


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Organizational constraintsOrganizational constraints

It can be concluded with great certainty thatIt can be concluded with great certainty thatcertain organizational cultures inhibit creativitycertain organizational cultures inhibit creativityand innovation.and innovation.

Some organizations are jut better at identifyingSome organizations are jut better at identifyingproblems, generating and selecting valuableproblems, generating and selecting valuableideas and developing and commercializing them.ideas and developing and commercializing them.

Certain organizations create or enhance blocksCertain organizations create or enhance blocksthat prevent their human capital from working tothat prevent their human capital from working toits potential. Some of the blocks include:its potential. Some of the blocks include:


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Continued..Continued..

Conformity and risk aversionConformity and risk aversion Culture dictating behaviourCulture dictating behaviour Sense of inappropriate behaviourSense of inappropriate behaviour Negatively assessing own ideasNegatively assessing own ideas Logical thinking, scientific, cause and event thinkingLogical thinking, scientific, cause and event thinking Rejection of ideas without adequate valuation processRejection of ideas without adequate valuation process Competition inhibiting behaviourCompetition inhibiting behaviour Fear of being perceived as being unoriginalFear of being perceived as being unoriginal

Fear of being perceived as being intelligentFear of being perceived as being intelligent Problems have an illusion of difficultyProblems have an illusion of difficulty Waiting for inspirationWaiting for inspiration Lack of tangible progression of good ideasLack of tangible progression of good ideas


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Organizational Environment forOrganizational Environment for

creativity and Innovationcreativity and Innovation Organizational Climate:Organizational Climate:

The atmosphere that people breathe in anThe atmosphere that people breathe in anorganization, and to support creativity, itorganization, and to support creativity, it

requires an active participation of all therequires an active participation of all theworkers.workers.

Style of Leadership:Style of Leadership:

Democratic style of leadershipDemocratic style of leadership

Leaders should communicate his vision throughLeaders should communicate his vision throughformal and informal way and to act withformal and informal way and to act withcoherence with regard to itcoherence with regard to it


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Consider these examples of behaviour for aConsider these examples of behaviour for aleader whose aim is to improve the collectiveleader whose aim is to improve the collectivecapacity of strategic management. He:capacity of strategic management. He:

Encourages the experimentation of new ways toEncourages the experimentation of new ways tomanage the business.manage the business.

Avoids punishments for those who try to fineAvoids punishments for those who try to finenew ways but dont succeed in their trail.new ways but dont succeed in their trail.

Encourages the participation of collaboratorsEncourages the participation of collaborators

Sharing of responsibility with different peopleSharing of responsibility with different people


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Organizational creativity depends essentially onOrganizational creativity depends essentially onthe intellectual capital of the firm, ie., its humanthe intellectual capital of the firm, ie., its humanresource. They should concentrate onresource. They should concentrate on

SelectionSelection

TrainingTraining

Career PathsCareer Paths

Responsibility for a businessResponsibility for a business Organizational culture.Organizational culture.

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