1. Teaching
Crea,vity
and
Innova,on
Robert A. Filback, Ph.D.
Associate Professor of Clinical Education
Co-Chair, Global Executive Doctorate in Education
filback@usc.edu
Rio de Jinero, Sao Paulo | Febrary 22-26, 2016
2. We must tackle the “wicked problems” of the 21st century
Dr. Michael Quick, USC Provost
6. Other
Innova1on
Hubs
at
USC
• Spark
SC
–
Student
Innova1on
• Center
for
Technology
Commercializa1on
• Blackstone
Launchpad
• Annenberg
Innova1on
Lab
• Center
for
Innova1on
in
Pediatrics
• Iovine
and
Young
Academy
• Center
for
Global
Innova1on
7. Figure 1
Creative Public Leadership:
How School System Leaders
Can Create the Conditions
for System-wide Innovation
By Joe Hallgarten,
Valerie Hannon,
Tom Beresford
Royal Society of Arts
Innovation Unit
8.
9. Local
Challenges
in
Brazil
• Inclusion
• Family
engagement
• Holis1c
learning
• Absences
• Bullying
• Mo1va1on
• Adop1ng
innova1on
• Sparking
curiosity
• Teacher
professionalism
• Public
school
financing
• Assessing
teacher
performance
• IT
in
the
classroom
• Second
language
learners
• Meaningful
learning
• College
readiness
10.
Creative Public Leadership:
How School System Leaders
Can Create the Conditions
for System-wide Innovation
By Joe Hallgarten,
Valerie Hannon,
Tom Beresford
Royal Society of Arts
Innovation Unit
22. What
We
Know
from
Research
(Sawyer,
2012)
• Crea1vity
is
not
about
gene1cs
• Yes,
personality
maXers
• Yes,
some
have
excep1onal
abili1es
• But
the
main
story
is
nurture
(environment)
over
nature
• Skills
and
behaviors
can
be
acquired
• We
can
learn
to
be
more
crea1ve
23.
24. What
We
Know
from
Research
(Sawyer,
2012)
• Insights
are
not
mysterious
• Result
from
prior
knowledge/experience
• Lots
of
liXle
insights
over
1me
lead
to
“aha”
moments
• Wai1ng
for
inspira1on
doesn’t
work
• Comes
through
work,
prac1ce,
learning
28. Example
–
READ
Bhutan
Crea,ve
Innova,on
original
useful
The
genera1on
of
an
idea
judged
to
be
original
and
useful
by
a
knowledgeable
group
implemented
successfully
The
successful
implementa1on
of
a
crea1ve
idea
in
an
organiza1onal
system
Thinley
Choden
29. Example
–
READ
Bhutan
Crea,ve
Innova,on
original
useful
The
genera1on
of
an
idea
judged
to
be
original
and
useful
by
a
knowledgeable
group
implemented
successfully
The
successful
implementa1on
of
a
crea1ve
idea
in
an
organiza1onal
system
Thinley
Choden
30. Example
–
READ
Bhutan
Crea,ve
Innova,on
original
useful
The
genera1on
of
an
idea
judged
to
be
original
and
useful
by
a
knowledgeable
group
implemented
successfully
The
successful
implementa1on
of
a
crea1ve
idea
in
an
organiza1onal
system
Thinley
Choden
33. Crow
Vending
Machine
Crea,ve
Innova,on
original
useful
The
genera1on
of
an
idea
judged
to
be
original
and
useful
by
a
knowledgeable
group
not
adopted
in
the
crow
world
The
successful
implementa1on
of
a
crea1ve
idea
in
an
organiza1onal
system
“interes1ng
and
crea1ve…
unlikely
ever
to
work.”
Dr.
Kevin
McGowan
Cornell
Ornithology
Lab
34. Crow
Vending
Machine
Crea,ve
Innova,on
original
useful
The
genera1on
of
an
idea
judged
to
be
original
and
useful
by
a
knowledgeable
group
not
adopted
in
the
crow
world
The
successful
implementa1on
of
a
crea1ve
idea
in
an
organiza1onal
system
35. “crea1ve”
“unlikely
ever
to
work”
Dr.
Kevin
McGowan
Cornell
Ornithology
Lab
38. Crosswalk of Creative Problem Solving Processes Found in Research and Practice
Innovators
DNA
Dyer et al
2011
Sawyer 2012 CPS
Isaksen,
Dorval,
Tretfinger 2000
IDEAL
Bransford &
Stein 1984
Sternberg
2006
Possibility
Thinking
Burnard, Craft,
Grainger 2006
UK QCA 2005 Synectics Gordon
1961
Mumford’s Group
Scott 2004
IDEO
Kelley 2001
Question
Question Find the
problem
Frame
problems
Identify
problems,
define goals
Redefine
problems
Pose
questions
Question and
challenge
Problem finding
Observe
Observe Acquire the
knowledge
Explore data Learn Know the
domain
Groundwork Info gathering
Gather related
information
Look Immersion Immersion Observation
Network
Network Construct
opportunities
Explore
possible
strategies
Keep options
open
Concept search
Incubate
Incubation Take time off Play Envisage what
might be
Ideate
Divergent
Generate
ideas
Generate
ideas
Generate
ideas
Be
imaginative
Explore ideas Divergent
exploration
Idea generation Brainstorming
Associative
Associate Combine
ideas
Cross fertilize
ideas
Make
connections
and see
relationships
Conceptual
combinations
Convergent
Select the
best ideas
Develop
solutions
Judge ideas Reflect
critically on
ideas
Selection Idea evaluation
Experiment
Experiment Externalize
ideas
Build
acceptance
Act and
anticipate
outcomes
Sell the idea,
persevere
Self
determination
Articulation of
solution,
development
and
transformation,
implementation
Implementation,
planning and
action
monitoring
Rapid
prototyping,
refining,
implementation
Filback, 2016 - adapted from Sawyer, R. (2012). Explaining creativity: The science of human innovation (2
nd
ed.). London: Oxford University Press, p. 89.
40. Two
types
of
ques1ons
Descrip,ve
Disrup,ve
Understand
the
problem
beXer
and
get
informa1on
you
need.
• WHAT…
• WHO…
• WHERE…
• WHEN…
Challenge
current
thinking
and
assump1ons
about
the
problem.
• WHY…
• WHAT
IF…
• WHY
NOT…
• HOW
MIGHT…
Dyer,
Gregersen,
Christensen,
The
Innovator’s
DNA
41. Observing
• Increased
awareness
of
the
world
around
you
• Slowing
down
and
no1cing
• Gather
insights
about
people
and
processes
• Collect
data
about
underlying
causes
• Generate
ideas
42. Creativity is just connecting things. When you ask creative
people how they did something, they feel a little guilty because
they didn’t really do it, they just saw something. It seemed
obvious to them after a while. That’s because they were able to
connect experiences they’ve had and synthesize new things.
- Steve Jobs
“Crea1vity
is
connec1ng
things”
51. Of
the
following,
which
do
you
think
are
the
primary
determinants
of
chemistry
in
a
professional
rela1onship,
according
to
social
science
research?
1. Intelligence
2. AXrac1veness
and
charisma
3. Similarity
4. Physical
proximity
5. High
status
From
Ibarra,
Act
Like
a
Leader,
Think
Like
a
Leader
52. Of
the
following,
which
do
you
think
are
the
primary
determinants
of
chemistry
in
a
professional
rela1onship,
according
to
social
science
research?
1. Intelligence
2. AXrac1veness
and
charisma
3. Similarity
4. Physical
proximity
5. High
status
From
Ibarra,
Act
Like
a
Leader,
Think
Like
a
Leader
53.
54. Personal
Opera,onal
Strategic
Idea
Purpose
Develop
personally
and
professionally
Get
things
done
efficiently
Define
future
direc1ons
and
help
org
pivot
Maintain
idea
bank
and
s1mulate
new
thinking
Who
Based
on
interests
and
career
priori1es
Prescribed
by
the
task
and
organiza1on
structure
Select
based
on
needs
and
direc1on
People
from
wide-‐ranging
and
very
disparate
fields
Types
of
Networking
From
Ibarra,
Act
Like
a
Leader,
Think
Like
a
Leader
57. Idea1on:
Incuba1on
“Looking
in”
or
“down1me”
1ed
to:
• Abstract
thinking
• Divergent
thinking
• Dis1lling
experiences
• Making
meaning
• Organizing
memories
• Making
crea1ve
connec1ons
Immordino-‐Yang,
Rest
is
Not
Idleness
60. Human
nature
School
culture
Diversity
Uniformity
Curiosity
Compliance
Crea1vity
Standardized
The
Challenge
Sir
Ken
Robinson,
TED
Talk
“Do
Schools
Kill
Crea1vity?”
61. Human
nature
School
culture
Diversity
Uniformity
Curiosity
Compliance
Crea1vity
Standardized
The
Challenge
Sir
Ken
Robinson,
TED
Talk
“Do
Schools
Kill
Crea1vity?”
62. Human
nature
School
culture
Diversity
Uniformity
Curiosity
Compliance
Crea1vity
Standardized
The
Challenge
Sir
Ken
Robinson,
TED
Talk
“Do
Schools
Kill
Crea1vity?”
67. Right
Brain
Myth
Lone
Genius
Myth
Insight
Myth
Knowledge
Pre-‐/Post-‐Survey
Results,
EDUC
620
Fundamentals
of
Crea1vity
68. Problem
Solving
Confidence
Crea1ve
Self-‐Efficacy
Help
Others
Be
More
Crea1ve
Efficacy
Pre-‐/Post-‐Survey
Results,
EDUC
620
Fundamentals
of
Crea1vity
81. “Struggling students began to use writing as a means
to express their thoughts and feelings for perhaps the
first time in their lives. They began to write because they
wanted to, not just because they had to do so.”
– Dennis Hagen-Smith, 5th grade Teacher, Toluca Lake Elementary
82.
83. • Opportunity
to
create
• Par1cipatory
learning
• Student
centered
• Authen1c
problem
solving
• Access
to
new
exper1se
Maker
Movement
