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Létat idéal pour innover? Le flow - Vincent Nassar, HES-SO / EPFL
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Létat idéal pour innover? Le flow - Vincent Nassar, HES-SO / EPFL

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Présentation de Vincent Nassar (HES-SO / EPFL) lors de la conférence First Rezonance "Manager de l'innovation, un métier?" le 04 octobre 2012 au Centre Patronal de Paudex

Présentation de Vincent Nassar (HES-SO / EPFL) lors de la conférence First Rezonance "Manager de l'innovation, un métier?" le 04 octobre 2012 au Centre Patronal de Paudex

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  • 1. CREATIVE-LEARNING INNOVATION CYCLE – CLIC: Work motivation and organizational creativity by Vincent NASSAR (PhD) Professor Institute for Entrepreneurship and Management HES-SO Valais Wallis Supervisor: Prof. Christopher TUCCI Co-supervisor: Prof. Ron SANCHEZ October 04, 2012COLLEGE OF MANAGEMENT OF TECHNOLOGY – Chair of Corporate Strategy & Innovation -1-
  • 2. Research Question WHY do certain leaders’ management of organizational resources encourage creative people engaged in New Product Development (NPD) to achieve high performance, on time, while other leaders’ practices foster frustration and delays?COLLEGE OF MANAGEMENT OF TECHNOLOGY – Chair of Corporate Strategy & Innovation -2-
  • 3. Brief Abstract of my PhD I. Paper 1: CLIC Conceptual Model (Literature Review) II. Paper 2: Data sources via Action Research: Dr. Albert GAIDE, CEO Swiss Aeronautical Industries Group (SAIG) III: Paper 3. Lab Experiment Research GrantCOLLEGE OF MANAGEMENT OF TECHNOLOGY – Chair of Corporate Strategy & Innovation -3-
  • 4. Definitions Creativity in Organizations is the production of both novel (i.e., original, unexpected) and useful ideas concerning products, services, processes, or procedures in the frame of open-ended tasks (Sternberg & Lubart, 2008; Amabile, 1983, 1988, 1996). Creativity of individuals is only the starting point for innovation (Amabile, 1996; Amabile et al., 1996; Amabile, 1997). Leadership for Creativity is those “local leaders” of the teams who direct and evaluate their work, facilitate or impede their access to resources and information, and touch their engagement with tasks and with other people in multiple and different ways that affect their perception of the work environment, and subsequently their creativity components – mainly motivation (Amabile, et al., 2004). Innovation: Creative ideas become innovations when they are successfully implemented at the individual, group, or organization level (Amabile, 1996; 1997; Anderson & King, 1993; Mumford & Gustafson, 1988).COLLEGE OF MANAGEMENT OF TECHNOLOGY – Chair of Corporate Strategy & Innovation -4-
  • 5. Controversial Challenges for Creative People Creative people engaged in NPD need to (1) Environmental changes (i.e. acquisitions, directly experience personal joint ventures, getting global, etc.) cause (2) confrontations with sources of problems, delays on NPD launching dates – Sources of opportunities, and threats like changes in stress (Van De Ven, 1986) environmental conditions or needs of The (3) outcome of creative efforts is demanding customers to trigger their uncertain so it is an additional source of action thresholds so they can pay attention stress (Mumford, 2000). to innovative ideas (Van De Ven, 1996). (1) + (2) + (3) = important stressful factors Creative people need to be under moderate stressful conditions and be allocated sufficient time and resources to make decisions (Janis, 1985).COLLEGE OF MANAGEMENT OF TECHNOLOGY – Chair of Corporate Strategy & Innovation -5-
  • 6. The Phenomenon of Flow in Firms Wrestling to Accelerate their NPD Processes in a Changing Work Environment Vigilance and discretion will lead people to feel that they are in the state of Flow1 Definition of flow in work situation2 : It is “a short-term peak experience at work that is characterized by absorption, work enjoyment and intrinsic work motivation”.(1) Csikszentmihalyi; 1996(2) Bakker, 2005.COLLEGE OF MANAGEMENT OF TECHNOLOGY – Chair of Corporate Strategy & Innovation -6-
  • 7. Analogies and Differences between Sanchez’s (2001; 2005) Proposals for Managing Individuals’ Learning and Amabile’s (1997) Proposals for Managing Individuals’ Creativity Components New knowledge Cyclical Intrinsic Motivation Feedback from & Creative permeation of the Principle of commercialization output created new Creativity process knowledge Amabile = No Yes No Sanchez = Yes No No .COLLEGE OF MANAGEMENT OF TECHNOLOGY – Chair of Corporate Strategy & Innovation -7-
  • 8. Needs & Opportunities Feedback Commercialization ProcessCreative-Learning Innovation Cycle Organizational Process Innovation Leadership for creativity should manage the components of the work environment in a way to Components decrease distractions and of Work maintain moderate stressful C r e a t i v i t y Leadership for Environment conditions so their creative “CLIC” Organization boundaries people reach the state of flow; F e e d s Organization boundaries the latter work situation resulting in high creativity performances. Individuals Creative-Learning Process Emergence Individuals’ of New State of Flow Creativity Knowledge Components Creative-Learning Process Individuals -8-
  • 9. Managerial Practices of Communication Channels and Time Management of Creative people to enhance their state Flow at Work and to accelerate NPD processes Planning New creative ideas for innovations Sales, Mrktng, satisfying VOC & ORG Tech Supprt Development CarefulVOC ENGRNG Commercialization “T” Time Extension of “T” Molders & VendorsFully understand the complexity of the process to achieve the goal, then assign the completion date for the project -9-
  • 10. II. Realizations: Emerging Theory & Roadmap for Leadership for CreativityCOLLEGE OF MANAGEMENT OF TECHNOLOGY – Chair of Corporate Strategy & Innovation - 10 -
  • 11. Managerial Practices within the Creative-Learning Innovation Cycle “CLIC” to Enhance the State of Flow and to Accelerate the NPD Process Market Needs, Current Performance, and Future Goals III. Commercialization Work Enjoyment 5. Engineers touch their performanceOrganization Borders I. Planning Absorption II. Development 1. Engineers direct Intrinsic Motivation communication with VOC 4. Customer integration State of Flow in // to Marketing & Sales mainly during testing Emergence Creative Peoples’ of Creative-Learning Creativity New Knowledge Process Components State of Flow II. Development Intrinsic Motivation 2. Engineers direct communication with all persons who interact with the product & bring meaning to it 3. Managerial attention to engineers & Rational Time allowance Organization Borders - 11 -
  • 12. Emerging Theory: Priorities of Organizational Resource Allowance to Enhance Creativity PS: Adding more resources above a “threshold of sufficiency” will not be 1. Engineers beneficial for creativity direct (Amabile1998a; Csikszentmihalyi, communication 1997). with VOC in // to Marketing & Sales I. PlanningCreativity Performance 2. Engineers direct State of Flow & communication with all persons who interact with the product & bring meaning to it II. Development 3. Managerial attention to engineers & Rational Time allowance 4. Customer integration during testing phase III. Commercialization 5. Engineers touch their performance Organizational Resources - 12 -
  • 13. Last Word People used to live to work Nowadays, people work to live Let people ENJOY work to SAVOR life! Ra & D? Vincent NASSAR (PhD) Professor Institute for Entrepreneurship and Management HES-SO Valais Wallis vincent.nassar@hevs.ch Mobile :41 79 385 28 17COLLEGE OF MANAGEMENT OF TECHNOLOGY – Chair of Corporate Strategy & Innovation - 13 -

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