Group Members

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Kyle Talley Randy Oswald Shyama Majumdar Jing Wu Stephanie Hampton Mike Healy Tracy Bakowski

General Introduction
Kyle Talley


Group exercise

Out of the Box mental process involving the generation of new ideas or concepts, or new associations of the creative mind between existing ideas or concepts Growth Improvement Development

What is creativity

Why is it important in an organization?
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Ways to promote more creative thinking
Brain storming /group discussion & activities  Diversity  Cross functional training  Training

Limiting Creativity at work
Time  Organization’s openness

Creativity Tracy Bakowski .

These ideas must be new and appropriate for the organization. .Robbins and Judge  What is creativity?  The textbook defines creativity as the ability to produce novel and useful ideas.

technology. design and entrepreneurship  What is a “creative class” job?  .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 Science. entertainment.

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 Three-Component Model of Creativity Creativit y .

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  .

Today’s Article Jing Wu Stephanie Hampton .

Birdi .No idea? Evaluating the Effectiveness of Creativity Training Institute of Work Psychology. University of Sheffield. Sheffield. UK Kamal S.

T.1998)  .gauging the effectiveness of creativity and innovation in organization Four Key Outcome Criteria 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.

Amabile’s Work Qualities of environment that promote Creativity   Freedom Good management + Encouragement  Greatly consistent with Principle 8: Make good decisions by effectively managing the decision-making process Greatly consistent with Principle 11: Pay for performance  Recognition   Various Organizational Characteristics (Amabile. T) .

T) .Qualities of Individuals that influence creativity   Amabile’s Work 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.

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  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  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  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 Discussion and small group exercises concepts  .

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  Quantitative   Qualitative  Asked to “what extent their participation in the workshops had led to improvements in four types of outcomes”:  Respondents asked to describe the main impact of attending each workshop Responses were independently rated and coded to three categories:    Knowledge of creativity techniques Attitudes to innovation Workplace idea generation Workplace idea implementation     Attitudinal outcomes Knowledge outcomes Other outcomes  Rate from 1 “Not at all” to 5 “A great extent” .

Results  All 3 workshops were rated as significantly useful  Beyond the Box Most useful  Mean = 3.33 Mean = 3.00  Lateral Thinking  .47   Six Thinking Hats  Mean = 3.

Results Participation Number Knowledge of creativity techniques Attitudes towards creativity and innovation 2.33 2.58 WorkImplementatio related n of ideas at idea work generation 2.79 2.35 2.05 Six Thinking 28 Hats or Lateral Thinking Beyond the 22 Box Both Types 16 of courses 2.86 2.35 2.46 2.62 .51 2.90 2.72 2.

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 .

Workshop Exercises Mike Healy Randy Oswald Principle 6: Promote job satisfaction through mental challenge .

Business Beyond the Box (O’Keefe) Step 1) Picture  Introduction to “triangular thinking”  Change Counter to incrementalism 2) Know How 3) Creati ve Thinki ng 4) Act in the action zone 5) Become whole-brained 6) Choose powerful mindsets 7) Use hats. get on fire  Based on eight thinking strategies . maps & thinking pads 8) Recharge.

Example: Setting the Bar .

Creative Ways to “Get Over the Bar” .

Business Example: Setting the Bar  Background: US brand product sold worldwide. 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. with varying market share overseas. In the Ireland operation. how do you determine the sales goal (% market share) for 2008? .

Positives Green Hat Alternatives Blue Hat – Process Control .Emotions Black Hat .De Bono – Six Hats .Facts White Hat Red Hat .Negatives Yellow Hat .

De Bono – Lateral Thinking Definition: A way of thinking that seeks a solution to or You cannot dig a hole in a different place by digging the same hole intractable problem through unorthodox methods or elements that would normally be ignored by logical thinking. .

he gets into the elevator.he goes back to his floor directly. Every morning he takes the elevator down to the lobby and leaves the building.Lateral Thinking Problem A man lives on the twelfth floor of an apartment building. he goes to the tenth floor and walks up two flights of stairs to . Otherwise. In the evening. if there is someone else in the elevator -.or if it was raining that day -. and.

Lateral Thinking Problem #2 A man and his son are in a car crash. the surgeon says "I can't operate on this boy. When he gets there.he is my son!" How is this possible? . The man is killed and the son is taken to hospital gravely injured.

Summary and Discussion Shyama Majumdar .

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 Findings  Participants reported: Improvements in creativity knowledge and attitudes  Later workplace idea generation and implementation  .

“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   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!”  Openness and diversity are crucial organizational influence on creativity (Ryahammer and Smith. encouraged (motivation and empowerment) Peer support for innovation   . 1999) Develop a culture in workplace where innovation is publicly valued.

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    Opportunity / Problem finding Idea generation Solution implementation .

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 .

Looking Ahead…… inciple 20: Apply the principle .


A. (2009). Research in Organizational Behavior. De Bono. NJ: Pearson/Prentice Hall.). Harmondsworth. from http://en. (1977). 123-67. E (1985). Vol. l (Eds). October 6. T. De Bono. P. O’Keeffe. 10. Harmondsworth. “A model of creativity and innovation in organizations”. 2008. Pelican. Greenwich. (n. from Google Jobs: http://www. (1998). Six Thinking Hats. 2008. B and Cummings. Retrieved October 3.wikipedia. pp.). Organizational behavior (13th Nicholas Brealy Publishing Ltd. E.php?title=Creativity&oldid=243311904 . The Free Encyclopedia.. London. JAI Press. from / "Creativity. CT. London Robbins. Business beyond the Box.d. in Staw.html&about=eng The 3M Experience. (n. T. S. Lateral Thinking." Wikipedia. Retrieved September Upper Saddle River.3m. Google. & Judge. J.References Amabile. (1988).d.

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