Slideshow Transcript

1. Slide 1: Managing Creativity 1
2. Slide 2: Anda bisa mendownload file presentasi ini di: www.strategimanajemen.net Silakan berkunjung ke www.strategimanajemen.net, sebuah blog tentang management skills, human capital dan business strategy 2
3. Slide 3: Contents 1. Conceptual Blocks : Constancy, Compression and Complacency 2. Three Components of Creativity 3. The Paradoxical Characteristics of Creative Groups 4. Tools for Defining Problems and Creating New Ideas 5. Creating a Creative Climate 3
4. Slide 4: Fasilitator Anda Yodhia Antariksa • Master of Science in Human Resource Management, Texas A&M University (USA) • HR Consultant and Learning Facilitator • Terlibat dalam proses pengembangan SDM di berbagai perusahaan, baik BUMN, Swasta Nasional ataupun pada Multinational Companies. • Pengelola blog www.strategimanajemen.net 4
5. Slide 5: Don’t Believe the Experts !! Don’t Believe the Experts “Television won’t be able to hold onto any market it captures after the first six months. People will soon get tired of staring into a box every night.” (Darryl F. Zanuck, Head of 20th Century Fox, 1946) 5
6. Slide 6: Don’t Believe the Experts ! “That’s an amazing invention, but who would ever want to use one of them?” (US President Rutherford B. Hayes, after participating in a trial telephone conversation between Washington and Philadelphia in 1876). 6
7. Slide 7: Don’t Believe the Experts !! Don’t Believe the Experts “I think there is a world market for about five computers” (Thomas J. Watson Sr., Chairman of IBM, 1943) 7
8. Slide 8: Conceptual Blocks to Creativity 8
9. Slide 9: Blocks to Creativity Making false assumptions Creativity Blocks Following the rules 9
10. Slide 10: Blocks to Creativity Over-reliance on logic Creativity Blocks Fear of failure 10
11. Slide 11: Foundation to Creativity Creativity will flourish Use imagination Exploring and intuition assumptions Risk-taking culture Breaking the rules 11
12. Slide 12: Conceptual Blocks The more formal education we The less able we are have to solve problem in The more creative ways… experience we have in a job 12
13. Slide 13: Conceptual Blocks Formal education “right answers”, often produces… analytical rules, or Individuals thinking boundaries lose the ability to experiment, proper ways of improvise, doing things, and take Experience in job specialized mental teaches….. knowledge, and detours rigid expectation of appropriate actions 13
14. Slide 14: Types of Conceptual Blocks Vertical thinking Constancy One thinking language Distinguishing figure Compression from ground Artificial constraint 14
15. Slide 15: Types of Conceptual Blocks Non-inquisitiveness Complacency Non-thinking 15
16. Slide 16: Three Components of Creativity 16
17. Slide 17: Three Components of Creativity Creativity Creative Expertise Thinking Skills Motivation 17
18. Slide 18: Three Components of Creativity Expertise is, in a word, knowledge – technical, procedural, and intellectual Expertise Not all motivation is created equal. An inner passion to solve the problem at Motivation hand leads to solutions far more creative than do external rewards, such as money. 18
19. Slide 19: Three Components of Creativity Creative thinking skills determine Creative how flexible and imaginatively people Thinking approach problems. Skills 19
20. Slide 20: The Paradoxical Characteristics of Creative Groups Beginner’s Mind Experience Freedom Discipline Play Professionalism Improvisation Planning 20
21. Slide 21: Myths about Creativity 1. The smarter you are, the more creative you are 2. The young are more creative than the old 3. Creativity is reserved for the few – the flamboyant risk takers 4. Creativity is a solitary act 5. You can’t manage creativity 21
22. Slide 22: Tools for Defining Problems 22
23. Slide 23: Tools for Defining Problems Kipling Method Tools for Defining Problem Statement Problems Challenge Method 23
24. Slide 24: Kipling Method • Rudyard Kipling used a set of questions (5W + Kipling 1H) to help trigger ideas and solve problems Method • One approach with this is to use the questions in a particular order to help guide you through a sequence of thought towards a complete answer, such as: What is the problem? Where is it happening? When is it happening? Why is it happening? How can you overcome this problem? Who do you need to get involved? When will you know you have solved the problem? 24
25. Slide 25: Kipling Method • Any questions work because we are Kipling conditioned to answer questions that we are Method asked. They challenge us and social rules say it is impolite not to reply. • The Kipling questions work because they are short and direct. They are also largely general, and 'What' can be applied to many different situations, making them a flexible resource. 25
26. Slide 26: Problem Statement • When starting to solve a creative problem it is Problem a good idea to define the problem you are Statement trying to solve. • Start by discussing the overall context and situation in which the creative activity is aimed. 26
27. Slide 27: Problem Statement • Write down more than one draft of the problem Problem statement. Remember that defining the Statement problem is almost a complete project in itself and you may benefit from going through iterative stages of convergence and divergence. • Listen and write down everybody's opinion of what the problem really is. Find the points of agreement and then discuss the differences. 27
28. Slide 28: Problem Statement • Stating the problem may seem obvious, yet Problem many creative efforts fail because the problem Statement is either unclear or it is focused in the wrong place. • The way you state a problem is half the problem and half the solution. Once you have identified a good problem statement, sometimes the solution is so obvious that you need little, if any, creative thought afterwards. 28
29. Slide 29: Challenge Method • Use it to force yourself or other people out of a Challenge thinking rut. Method • Use it to test out ideas for validity. • Use it to challenge the problem or situation you are considering when initially defining the problem. 29
30. Slide 30: Challenge Method • Select all or part of the problem domain that you Challenge are going to challenge. Perhaps it is something Method that has been particularly difficult to be creative around. • Find something to challenge and question it deeply. You can challenge many things, including: • Concepts - and broad ideas • Assumptions - and beliefs that are not questioned 30
31. Slide 31: Challenge Method • Boundaries - across which you do not yet Challenge cross Method • 'Impossible' - things that are assumed cannot happen • 'Can't be done' - things that are assumed cannot be done • 'Essentials' - things that you assume cannot be disposed of • Sacred cows - that cannot be challenged 31
32. Slide 32: Challenge Method • One way in which we deal with the complexity Challenge of the world is to make assumptions about Method many things. Our pattern-matching ability is a great help in allowing us to take short-cuts but it often ends up in us not noticing many things. • If we do not take deliberate and conscious action, our subconscious will let many assumptions pass by unnoticed. 32
33. Slide 33: Tools for Creating New Ideas 33
34. Slide 34: Tools for Creating New Ideas Attribute Listing Tools for Creating New Brainstorming Ideas Visioning 34
35. Slide 35: Attribute Listing • Use Attribute Listing when you have a Attribute situation that can be decomposed into Listing attributes - which itself can be a usefully creative activity. • Particularly useful with physical objects. You can use it elsewhere, too. • Highly rational style. Suitable for people who prefer analytic approaches. Good for engineering-type situations. 35
36. Slide 36: Attribute Listing • For the object or thing in question, list as Attribute many attributes as you can. Listing • It can also be useful to first break the object down into constituent parts and look at the attributes of each part in question. 36
37. Slide 37: Attribute Listing • For each attribute, ask 'what does this give'? Attribute Seek the real value of each attribute. It is Listing also possible that attributes have 'negative value' -- i.e.. they detract from the overall value of the object. • Finally look for ways in which you can modify the attributes in some way. Thus you can increase value, decrease negative value or create new value. 37
38. Slide 38: Attribute Listing • Attribute Listing works as a decompositional Attribute approach, breaking the problem down into Listing smaller parts that can be examined individually. • All things have attributes which are sometimes overlooked. By deliberately focusing on these, you can find new ways to be creative. 38
39. Slide 39: Brainstorming • Brainstorming is probably the best-known Brain- creative tool. storming • It can be used in most groups, although you will probably have to remind them of the rules. • It is best done using an independent facilitator who manages the process (so the group can focus on the creative task). • Typically takes around 30 minutes to an hour. 39
40. Slide 40: Brainstorming • Brainstorming Rules : Brain- storming • No criticism or debate • Quantity over quality • Freewheel • Combine and improve 40
41. Slide 41: Brainstorming • Brainstorming works when people use Brain- each other's ideas to trigger their own storming thinking. Our minds are highly associative, and one thought easily triggers another. • If we use the thoughts of others, then these will stop us getting trapped by our own thinking structures. 41
42. Slide 42: Visioning • A vision is a 'motivating view of the future'. Visioning It creates pull. It gives direction. • Imagine brilliant and innovative future. Think about what you are trying to achieve. • Go out into the future. Look around and see what is there. 42
43. Slide 43: Visioning • Use dynamic and emotive words to paint Visioning motivating pictures. Use words like 'sharp', 'now' and 'value'. • Phrase it in the present tense to make it more immediate. Use 'is' rather than 'will'. • Use active verbs that talk about what is happening. • Test it with others to ensure it works for them too. 43
44. Slide 44: Visioning • Visioning works because we are an Visioning imaginative species and are motivated by what we perceive as a possible or desired future. 44
45. Slide 45: Creating a Creative Climate 45
46. Slide 46: Organizational Characteristics that Support Creativity and Innovation Risk taking is Employees have Innovators are access to acceptable to rewarded knowledge management sources New ideas and Good ideas are Information is new ways of supported by free flowing doing things are executive welcomed patrons 46
47. Slide 47: Creating a Creative Climate Motivation Challenge Fun Freedom Time Empowerment Support 47
48. Slide 48: Creating a Creative Climate Debate Dynamism Energy and Dialog Experimentation Trust Openness Risk 48
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