Add creativity to your decision process1

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Add creativity to your decision process1

  1. 1. Group 3 – Transformers
  2. 2.  Creativity  Innovation  Need of innovation  Factors affecting creativity  Creative problem solving process  Integrating creativity into decision process  Rules to facilitate creativity  Creativity measurement tools  Greatest innovator  Queries
  3. 3.  Think out of the box  Break established patterns  Experimenting  Making mistakes  Risk taking ability  Contagious  Motivation  Improves by practice
  4. 4.  Innovation is the spark that makes good companies great  Innovation is the creativity that adds value  Corporate behavior that’s comfortable with new ideas, risk, change and even failure  Innovation is doing new things  Creativity is thinking up new things
  5. 5.  Exhaustive downsizing  Saturated reengineering  Fierce competition  Shorter life cycle of products  Enhanced dynamics of market  Diminishing returns  Scarcity of resources  High expectation of consumers
  6. 6.  The answer is NO The challenge is to create an environment that will bring out the creativity of everyone. Ex- 3M corporation 15% rule
  7. 7.  Amabile’s research identified some factors which stimulates creativity 1. Freedom 2. Positive challenge 3. Supervisory encouragement 4. Work group supports 5. Organizational encouragement 6. Sufficient resources 7. Facilitation and sharing of ideas
  8. 8.  Synectics corporation identified some factors which inhibits creative process 1. Competition rather than cooperation 2. Lack of cross functional support 3. Unwillingness to change 4. Excessive workload 5. Power centralization 6. Newtonian Mechanical model 7. Past education
  9. 9.  Stresses on conformity rather than creativity  Apathy for creative subjects  Competitive grading system  Outdated textbooks  Teacher’s method of changing student behavior were: Pain, Fear, Anxiety, Humiliation, Embarrassment and Physical discomfort Ex- Stanley Mason
  10. 10.  Intrinsic motivation Highly innovative individuals are driven by inner curiosity, a need to know. It is affected by social environment.  Extrinsic motivation Source must be chosen carefully to recognize creative ideas, clearly defined goals and should provide constructive feedback.
  11. 11.  Vision  Goals  Situation analysis ◦ Macro ◦ Micro  Opportunities, Problems  Alternative solutions  Resources required  Evaluation of alternatives  Selection  Action plan  Implementation  Measure Results Identify goal, wish or challenge Gather Data Clarify Problem Generate Ideas Select & Strengthen solution Plan for action
  12. 12. Osborn Parnes model stresses critical rules for each divergent stage:  Withholding judgment Judging shuts down idea generation. It requires understanding of the functions performed by 3 section of brain. 1. Outer layer: Neo-cortex 2. Middle layer: Limbic system 3. Inner-most layer: Reptilian or brain stem The neo-cortex controls thinking, speaking, and problem solving. Creativity occurs at this outer level. Because judging is a threat, the brain shifts from the neo-cortex, through the limbic, to the brain stem to assure social-psychological survival. This shift shuts down the creative process
  13. 13.  Freewheeling The process should be freewheeling to take the participants past the mental conformity blocks that they have learned in school or prior experience. Freewheeling means it's all right to be off the wall  High quantity of ideas The significance of high quantity of ideas is like mining for gold: you need to dig a lot of dirt to find a nugget. Experiments have shown that the last ideas, the ones beyond the mental blocks and into the subconscious, are the highest quality ideas  Hitchhiking Hitchhiking creates ideas that combine the best ideas of everyone in the team. It can also help during implementation if all members see a piece of their idea in the final solution
  14. 14.  Allow mistakes Mistakes are acceptable if they are based on solid thinking, enhance learning of what will not work, and are caught early before the damage is severe  Teamwork Creative problem solving sessions require teamwork among individuals who have different thinking styles because of their training and experiences. Effective teaming requires that each member understand his or her style and the styles of others on the team
  15. 15.  Myers-Briggs Type Indicator (MBTI) It places individuals along four dimensions: Extroversion-Introversion, Sensing-Intuition, Thinking- Feeling, and Judging-Perceptive.  Kirton Adaptor-Innovator (KAI) Inventory It measures preferred styles for problem solving. The Adaptor prefers to be creative within the present system. The Innovator wants to create new definitions of the problem and new systems.
  16. 16.  Creativity facilitates positive relationships in organization to produce profitable growth through innovation  Creativity can be developed, given the proper environment  Creative problem solving process wide applicability in decision making process  Creativity abolishes Newtonian mechanistic model that stresses cause and effects

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