In a matter of decades, Korea has transformed itself from a nation that needed the aid of other countries to a country capable of giving aid to others. In order finally to join the ranks of the world's leading nations, it is critical that Korea bring up the next generation of youth, also referred to as the "G20 Generation," so that they are capable of leading the world along a path of co - dependence with passion and tenacity. People are at the key to balanced and sustainable growth. In order to educate true cosmopolitans, we will examine the educational policies, strategies, and practice of other countries, and search for ways to instill creativity and character in Korea's youth.
- 1. Organizational EnvironmentsforCreativity and Innovation:What MattersSubtitle
2. : Subtitle 3. Drivers of Creativity and Innovation 4. Drivers of Creativity and Innovation Creativity and innovation shown to be explanatory factorsassociated with differences in performance betweenorganizations (for- non-profit), regions and countries.Survey (2010) of 1600 execs of global companies indicatedthat creativity was essential for recovery from the recentdownturn in mature economies. Increasing interest in creativity and innovation associatedwith the need for organizations to respond more quickly ,and be more adaptive . Executives of global companiesestimated that 50% of new profits in next 5 years wouldcome from new sources that do not exist today.Sources: AndersonGasteiger, 2007;Aragon-Correa et al, 2005; Calantone, et al 2002; Ernst Young/Boston Consulting, 2010; Tidd et al, 2001 5. Drivers of Creativity and Innovation Private Sector organizations emphasize the benefitsof creativity and innovation for competitive marketadvantage. Public and nonprofit organizations emphasizecreativity and innovation in order to improveperformance and respond to demands/expectationsof multiple stakeholders on whom they rely forsupportSources: HeNie, 2008; Marion, 2002; DeeHenkin, 2002 6. Drivers of Creativity and Innovation Creativity (novel/useful ideageneration/ideation) precedes innovation (theprocess of realizing and applying the ideas)that yields outcomes. Creative ideas are thefuel for the engine of innovation.Sources: Amabile, 1996; Anderson, 2004 7. Creativity and InnovationCreativity = Organizational processes through which new ideas that makeinnovation possible are developed . Definitions of Creativity may imply AbsoluteNoveltyInnovation = Intentional introduction and application of ideas,processes, products, or procedures that are new to the organization,and designed to produce benefits.Definitions of Innovation may imply Relative Novelty (be new to the unit ofadoptionallowing innovations to be adopted and adapted from otherorganizations with potential for isomorphic effects.Sources: King,1992; Rank,et al, 2004; WestFarr, 1990; WestAnderson, 1996 8. Individual Characteristics Matter The extent to which individuals produce ideas dependson a complex of individual characteristics -- personality(e.g., openness to experience, receptive to change, broadinterests, toleration of ambiguity), cognitive style, broadknowledge, etc.)--and the extent to which they feelmotivated (especially intrinsically) to show creativebehavior , among others.Sources: .Mumford, 2005, Oreg, 2005; Shally,et al 2004; Amabile, 1998 9. Everyone Matters in the Creativity-Innovation Equation Organizations that compete on the basis of creativity/ innovation need all employees in order topursue organizational goalsEmployees at any level of the organization can contribute Creativityis not limited to knowledge workers (e.g., creativity of shop-floor employees is needed for solvingoperational, day-to-day problems, and for providing input into the organizations processinnovationSources: Madjar et al, 2002; Genaidy et al, 2010 10. How Employees View the Workplace Matters When your supervisor encourages you to talk and work with others onthe job, gives you time to think about new ways of doing things, andsupports your ideas to make things better Where your organization and supervisors maintains the workplace sothat employees can be in safe and comfortable positions to generate newideas linked to the organizations objectives 11. How Employees View the Workplace Matters Things your organization does to give you the time andspace to think beyond current practices and add value tothe organization by making it more effective and morecompetitive Places where having new ideas are considered a good thing.all people have experiences and ideas from outside theworkplace, and a way to capture these ideas is needed sothat the organization can growSources: Moye, 2003; Van Gorp, 2011; Wilson, 2005 12. Context Matters: Individuals and Ideas in the Workplace Creativity and Innovation are difficult endeavors thatinvolve risks and uncertainty, and take people out of theircomfort zones Work environments that provide high levels ofpsychological safety for risk taking can encourage theindividual to take a chance and commend tryingsomething newSources: Staw, 1995; Hammond et al, 2011; DulCeylan, 2011 13. Structural Factors Matter Decentralized/non-hierarchical, organic organizationalforms (in contrast with centralized, mechanistic andcontrol-focused) organizational forms enable creativityand innovationSources: Damanpour, 1991;HenkinDavis, 1991; Mumford et al, 2002 14. Climate MattersPositive Climate Conditions for CreativityChallenge/ Involvement Employees indicate emotionalinvolvement in organization;Challenging Work Urgent, necessary andintellectually challengingexperience joy and meaning intheir jobsFreedom Employees report independence ofbehavior; climate fosters contactsand give and take of information inproblem discussion, planning anddecision-makingAutonomy/ Freedom Individuals have high autonomy inday-to-day conduct of their work;sense of ownershipIdea Support Ideas, suggestions are received inattentive and supportive way bymanagers and workmates; peoplelisten to individual and encourageinitiativesWork Group Supports Diversity of backgrounds, mutualopenness to ideas, constructivechallenges of ideas and sharedcommitmentsDynamism/ Liveliness Organizational life is dynamic, newthings happen frequentlySupervisory Encouragement Open interactions; goal clarity,supervisory support 15. Climate MattersPositive Climate Conditions for CreativityTrust/Openness Emotional safety in organizationalrelationships; Open, straightforwardOrganizational Encouragement Encouragement of risk taking, ideageneration and valuing of ideacommunication; Initiatives can be takenwithout fearinnovation; Fair and supportiveevaluation of new ideas; Rewardand recognition of creativity;collaborative idea flowPlayfulness/ Humor A relaxed atmosphere characterized byspontaneity, ease, good-natured joking andlaughterResources Adequate resources directlyrelated to the projects creativitylevelsDebate(s) Encountersclashes between view points,ideas and various experiences. Enablesmultivocality. Prevents blind adherence toauthorityRisk Taking Tolerance of uncertaintyIdea-Time Amount of time people can use for elaboratingnew ideas 16. Climate MattersNegative Climate Conditions for CreativityConflict(s) Presence of personal and emotionaltensions. Groups and singleWorkload Pressure Extreme, excessiveworkloadindividuals dislike one anotherOrganizationalImpedimentsInternal politics, harshcriticism of new ideas,internal competition, overemphasis on risk avoidance 17. Agility MattersHighly agile organizations: Show process flexibility in the face of unpredictability, and positivedispositions toward change. Are structured (or will re-structure) to support new ideas andexperiment with promising new work practices and emergingtechnologies. Show the ability to manage, organize, cultivate, and nurture creativethinking directly linked to growth and achievement.Source: Bettari, 2010 18. Finally Where employees perceive that an organization has theirwelfare and best interest in mind, when an environment ofopen debate and discussion is in place and maintained, andwhen trust exists among employees and especiallybetween employees and management,employees are morelikely to take risks and put forth creative ideas.Source: McLean, 2005 19. Thank YouAlan HenkinUniversity of IowaContact:EDU Associatesedusciences@gmail.com 20. :EDU Associatesedusciences@gmail.com