Your SlideShare is downloading. ×
0
Creativity Salford 2007
Creativity Salford 2007
Creativity Salford 2007
Creativity Salford 2007
Creativity Salford 2007
Creativity Salford 2007
Creativity Salford 2007
Creativity Salford 2007
Creativity Salford 2007
Creativity Salford 2007
Creativity Salford 2007
Creativity Salford 2007
Creativity Salford 2007
Creativity Salford 2007
Creativity Salford 2007
Creativity Salford 2007
Creativity Salford 2007
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Creativity Salford 2007

1,943

Published on

2nd AHRC Workshop

2nd AHRC Workshop

Published in: Business, Education
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
1,943
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
142
Comments
0
Likes
0
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. FOSTERING CREATIVITY IN TEAMS: THE MANCHESTER BUSINESS SCHOOL EXPERIENCE Tudor Rickards 2 nd AHRC Workshop, Salford, May 4 th 2007
  • 2. Creativity in teams: Two key questions <ul><li>Can creativity in work teams be supported effectively through structured interventions? </li></ul><ul><li>How can creativity of organisational groups be assessed? </li></ul>
  • 3. Some background <ul><li>Theories of creativity </li></ul><ul><li>Definitional issues </li></ul><ul><li>Applied research </li></ul><ul><li>Pioneers, findings and conundrums </li></ul>
  • 4. Theories of creativity <ul><li>Multiple theories from psychology, philosophy, information science … </li></ul><ul><li>Theories mirror broader conceptual fields The variety of domains partly explains the definitional conundrums </li></ul><ul><li>One way forward: treat theories in context (action domains). </li></ul>
  • 5. More about definitions <ul><li>Rhodes suggests that definitions address aspects of four overlapping components: The person(s); The products; The processes; The (environmental) press. </li></ul><ul><li>Working definition: Processes generating new and valued outputs (But, new to whom?; valuable to whom?) </li></ul>
  • 6. Applied research pioneers <ul><li>Torrance (Metrics) </li></ul><ul><li>Stein (Assessment of techniques) </li></ul><ul><li>Parnes/Osborn (Brainstorming; Creative Problem Solving Institute) </li></ul><ul><li>De Bono (Lateral thinking; Cognitive studies institute) </li></ul>
  • 7. Applied research findings <ul><li>Psychological factors block creativity </li></ul><ul><li>Blocks can be weakened through appropriate structures (‘techniques’) </li></ul><ul><li>Creative individuals have some common characteristics across domains (ego strength; extended effort with flexibility; intrinsic motivation to create) </li></ul>
  • 8. Stimulating creativity in teams <ul><li>MBS approach established over several decades </li></ul><ul><li>Applied within project teams exploring real business issues </li></ul><ul><li>Approach has developed Osborn’s and </li></ul><ul><li>De Bono’s methods in hundreds of projects </li></ul><ul><li>Approach found to be very robust across business areas of all kinds </li></ul>
  • 9. Illustrating the MBS approach <ul><li>A team uses ‘Invitations’ to improve novelty and quality of its ideas </li></ul><ul><li>The team considers starting ideas for a topic </li></ul><ul><li>These are enriched with ‘reversals’ and ‘wouldn’t it be wonderful if..’ invitations. </li></ul><ul><li>Structures and supportive team leadership help develop positive attitudes and creative integration (‘Yes and…’) </li></ul>
  • 10. Creative Climate <ul><li>Various studies suggest a supportive climate is associated with creativity in groups </li></ul><ul><li>Instrumentation pioneered by Ekvall and colleagues in the 1970s </li></ul><ul><li>More recent inventories by Amabile, Rickards, West </li></ul>
  • 11. Climate and intrinsic motivation <ul><li>Amabile developed her climate measure (KEYS) in the 1980s-1990s </li></ul><ul><li>She also proposed a theory of intrinsic motivation. </li></ul><ul><li>A creative climate encourages intrinsic motivation of individuals. </li></ul><ul><li>This has implications for rewarding creativity by ‘non-transactional’ means </li></ul>
  • 12. Tuckman’s stage model of team development <ul><li>Form </li></ul><ul><li>Storm </li></ul><ul><li>Norm </li></ul><ul><li>Perform </li></ul><ul><li>The model offers no way of explaining creativity in teams </li></ul>
  • 13. MBS work as an extension to Tuckman’s stage model <ul><li>MBS model suggest that high creative teams behave differently to others in their development </li></ul><ul><li>Form (more supportive climate) </li></ul><ul><li>Storm (less damaging storm stage) </li></ul><ul><li>Perform (more creative performance) </li></ul>
  • 14. The MBS Team Factor Inventory (TFI) <ul><li>TFI developed to explore factors influencing team climate </li></ul><ul><li>Seven factors identified and validated in multiple studies </li></ul><ul><li>TFI used to assist team development through creativity training. </li></ul>
  • 15. Platform of Understanding: The 7 team Factors of TFI
  • 16. Summary <ul><li>Build creativity into teams through enabling structures and leadership </li></ul><ul><li>Use assessment as a learning not labelling aid </li></ul><ul><li>Create processes, contexts, and opportunities for creative development, as well as products </li></ul>
  • 17. To go more deeply <ul><li>Be a network activator </li></ul><ul><li>Search widely … chose wisely </li></ul><ul><li>Creativity and Innovation Management is a good journal for the reflective practitioner </li></ul><ul><li>http://leaderswedeserve.wordpress.com/ explores creative leadership </li></ul><ul><li>Creative leadership succeeds ‘by invitation not assertion’ </li></ul>

×