Frontline workers see a great many problems and opportunities that their managers don’t. Today, most leaders either don’t realize the full power of employee ideas or have never learned power of employee ideas or have never learned how to tap them effectively. To be truly excellent, innovative, lean or effective at execution, you have to be able to capture and implement large numbers of employee ideas.

1. The Creative Manager
Lecture on Corporate Creativity
23-Sep-11 1IMT - Management Creativity
From Cursory to
Creativity-2m32

2. LOGO Contents
Creative Person & Manager1.
Characteristic & Role of Creative Manager2. Characteristic & Role of Creative Manager2.
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3. Creative Person
& Manager
23-Sep-11 IMT - Management Creativity 3

4. LOGO Theories on Creativity
These have
changed over
decades
1950s
ABILITY
1960s
MENTAL SKILL
1970s
RELEVANT
EXPERIENCE
1980s
INTRINSIC
MOTIVATION
1990s
CLIMATE,
ENVIRONMENT,
SOCIAL
CONTEXT
23-Sep-11 IMT - Management Creativity 4

5. LOGO Creative MANAGEMENT
Creative management aims to transform
organisations through changing the way they
are run, by trying to open up the climate and
IMT - Management Creativity
are run, by trying to open up the climate and
management style, increase participation and
grant employees more freedom as to how
things are accomplished, e.g. new product
development.
23-Sep-11 5

6. LOGO Creative INDIVIDUALS
Creative Leader
(Kanter, 1991)
Kaleidoscope thinking
Good
communications
Vision
Recognising
Definition of
Leadership
The power to focus
and direct the
venture
Kaleidoscope thinking Recognising
others’ contribution
Creative Manager
Brings out the
creativity in staff
Sees beyond the
immediate
Removes
obstacles to help
staff in their work
Sound judgement
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7. LOGO Creative INDIVIDUALS
Characterized by
Are Managers too!
Characterized by
leadership and
motivating ability and
comfort with using power
23-Sep-11 IMT - Management Creativity 7
Steps To Innovation &
Creative Thinking-
2m30

8. LOGO Cognitive of Creative Manager
• Perception,
• problem solving
Cognitive process
A study of human acquisition, storage, processing and retrieval
of information and its impact on decision making
• e.g. Kirton’s adaptor
- innovator style
Cognitive styles &
strategies
• in contrast to
economic rationality
Cognitive processors to
understand decision
making
23-Sep-11 IMT - Management Creativity 8

9. LOGO Creative TEAMS
People
with
different
angles
..are SUCCESSFUL TEAMS!
People with
different
background
People
with
different
styles
23-Sep-11 IMT - Management Creativity 9
Belbins 9 team roles

10. LOGO Team Roles (Belbin, 1993) (1)
Plant Creative, imaginative, unorthodox, solves
difficult problems
(Poor in communication and managing
ordinary people)
Resource
Investigator
Extravert, enthusiastic and communicative,
explores opportunities and developsInvestigator explores opportunities and develops
contacts
(Loses interest once the initial enthusiasm
has passed)
Co-ordinator Mature, confident and trusting, a good
chairperson, clarifies goals, promotes
decision making
(Not necessarily the most clever or creative
member of the group)
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11. LOGO Team Roles (Belbin, 1993) (2)
Shaper Dynamic, outgoing and highly strung,
challenges, pressurizes, finds ways round
obstacles
(Prone to provocation and short-lived bursts
of temper)
Monitor- Sober, strategic and discerning, sees allMonitor-
Evaluator
Sober, strategic and discerning, sees all
options, judges accurately
(Lacks drive and ability to inspire others)
Team
Worker
Social, mild, perceptive and accommodating,
listens, builds, averts friction
(Indecisive in crunch situations)
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12. LOGO Team Roles (Belbin, 1993) (3)
Implementer Disciplined, reliable, conservative and
efficient, turns ideas into practical action
(Somewhat inflexible, slow to respond to
new possibilities)
Completer Painstaking, conscientious and anxious,
searches out errors and omissions, deliverssearches out errors and omissions, delivers
on time
(Inclined to worry unduly. Reluctant to
delegate)
Specialist Single-minded, self-starting and dedicated,
provides knowledge or technical skills which
are in short supply
(Contributes only on a narrow front)
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13. LOGO Creativity ORGANISATIONS (1)
Culture
• Collective values, beliefs and common goals of an
organisation
• “The way we do things around here”.
• We need to challenge assumptions!
Climate
• Attitude that employees hold at any one time
• A short term view amenable to creative management
Mind sets
• There is so much more information around us than we can
take in.
• So, we choose what we can deal with or want and
construct a relatively fixed way of thinking
23-Sep-11 IMT - Management Creativity 13

14. LOGO Creativity ORGANISATIONS (2)
Paradigm
• Over time a school of thought can harden into a
fixed world view or paradigm, which contains
assumptions
• We never even think to question e.g. in science
that the sun goes round the earth or that the
earth is flatearth is flat
A paradigm shift!
• Moving from one to another paradigm
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15. Characteristic & Role
of Creative Manager
23-Sep-11 IMT - Management Creativity 15
4 Steps for Creative
Visualization-2m30

16. LOGO Creative Manager Characteristics (1)
Caring for
employee
psychological
health
Removing
employees who
are roadblocks
to efficiency
Seeing the big
picture
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health to efficiency
Dealing with
employee
inflexibility
Balancing the
need for
employee trust
Teaching the
staff

17. LOGO Creative Manager Characteristics (2)
Managing
demands on the
manager’s time
Physical
stamina
Running a
meeting
Manager
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Ability to laugh
Risk taking and
reliability
Manager
flexibility and
integrity
Be humble,
apologize

18. LOGO
CHARACTERISTICS OF MANAGERS
WHO FOSTER CREATIVITY (1)
They are willing to absorb the risks
taken by subordinates.
They are comfortable with half-
developed ideas.
OHT CR.18
developed ideas.
They are able to make quick
decisions.
They are good listeners.
23-Sep-11 IMT - Management Creativity

19. LOGO
CHARACTERISTICS OF MANAGERS
WHO FOSTER CREATIVITY (2)
They don't dwell on past mistakes.
They enjoy their jobs.
OHT CR.19
They expect subordinates to
succeed.
They capitalize on subordinate
strengths
23-Sep-11 IMT - Management Creativity

20. LOGO Innovator & Creative Manager (1)
Creativity in
organisations
focuses on:
Achieving
innovation,
The creative manager manages
people effectively and has a
creative approach to problem
solving and teamwork.
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Competitive
advantage, and
Benefits & profits
by enhancing the
“level” of creativity
in the organisation.

21. LOGO Innovator & Creative Manager (2)
There is a
difference between
creativity and
innovation:
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Creativity is about ideas
Innovation more about
concrete plans or
implementation of those
ideas.

22. LOGO Innovator & Creative Manager (3)
The creative
manager needs to
be adept at both:
Creating
These in turn require key
behaviours to support effective
processes.
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Creating
opportunities for
identifying and
developing ideas
Recognising and
managing risk in
innovation.

23. LOGO Innovation Roles (1)
1. Identifying an idea – invention
2. Developing the idea into
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2. Developing the idea into
something tangible –
innovation
3. Introducing the product or
service to the market -
entrepreneurship

24. LOGO Innovation Roles (2)
The three stages are each associated with a
different with a different role:
First the inventor – the ‘ideas’ person who comes
up with the new idea, product or service;
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Second the innovator, who is gifted with a talent for
transforming something from a brilliant idea into a
tangible product or practice; and
The entrepreneur who exploits new products or
services by successfully bringing them to market
The other example: Gatekeeper (idea) ->
Champion (Product) -> Sponsor (Market)

25. LOGO Creative Management Change
Downsize and
delayering (reducing
the cost base),
Diversify (divesting
non-core business to
become leaner),
Deregulation
(reorganizing into
more responsive
structures by
decentralizing
production to
multidisciplinary
teams),
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teams),
Participation (This in
turn is fostered
through a more
participative
approach entailing an
open climate,
Employee
empowerment and
reward schemes)
WHERE GOOD
IDEAS COME
FROMS-4m

26. LOGO Creative Management Leaders
EQ (self-awareness,
self-regulation,
motivation, empathy,
social skill),
Visionary (can carry
people with a timely
vision),
Entrepreneurial (the
creator moving from
inventor to innovator),
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Transformational
(leaders who are
steeped in the
industries they
transform),
Self-organizing (to
empower staff to self-
organize in his
company)

27. LOGO Creative Manager
Reading the
environment
Proactivity
Visionary
leadership
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Human
resource
management
Remote
management
skills
Using IT
Managing
complexity
Contextual
competencies

28. LOGO
Creative Manager
Role on Organization
Open climate
Empowered
staff
Take
Flexible
structure
Integrated
procedures)
Multi-
Knowledge-
sharing systems
Suggestion
schemes,
External
partnerships
Suppliers,
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Challenging
Trusting
Take
decisions,
Local
resources
Flatter,
De-
centralized
Multi-
disciplinary
teams,
Parallel
developmen
t
Idea
screening,
IT
information
bank,
Newsletters
Suppliers,
Customers,
Competitors

29. LOGO Creative Climate (1)
Poles
Dimension More creative Less creative
Challenge Enjoyable Alienated
Energetic IndifferentEnergetic Indifferent
Freedom Independent Passive
Initiatives taken Rule-bound
Liveliness Excitedly busy Boringly slow
Openness Trusting Suspicious
Failure accepted Failure punished
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30. LOGO Creative Climate (2)
Poles
Dimension More creative Less creative
Idea time Off-task play Little off-task play
Mood Happy/humorous Serious/dullMood Happy/humorous Serious/dull
Conflicts Handled constructively Handled destructively
Support People listen helpfully People are negative and critical
Debates Contentious ideas voiced Little questioning
Risk-taking Fast decisions Cautious, safe decisions
Risk acting on new ideas Detail and committee bound
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31. LOGO Organizational Change
• Re-engineering
(focus on procedures),
• Self-organization
(focus on People)
Radical:
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• Quality improvement
(focus on procedures),
• Learning organization
(focus on People)
Incremental:

32. www.themegallery.com
23-Sep-11 32IMT - Management Creativity
Back to Orbit
A Song About
Innovation.6m06