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MGT567 Creating a Creative Organization


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MGT567 Creating a Creative Organization

  1. 1. Module 4David A. JarvisSalve Regina UniversityMGT567 Creative Problem SolvingOctober 6-7, 20-21 2012
  2. 2. People A creative Environment cultureProcess Leadership
  3. 3. Characteristic Green Yellow RedRisk taking is acceptable to management XX XX XXNew ideas and new ways of doing things XX XX XX are welcomedInformation is free flowing – not controlled XX XX XX Employees have access to information XX XX XX sources Good ideas are supported by executive XX XX XX patrons Innovators are rewarded XX XX XX SOURCE: Managing Creativity and Innovation, HBR
  4. 4.  Find organizational mechanisms for handling the risk/reward relationship Communicate that risks are acceptable Two key methods for dealing with risk: “You got to know when to hold em, know  Diversification (portfolio of ideas) when to fold em, Know  Cheap failures (fail fast) when to walk away and know when to run.” SOURCE: Managing Creativity and Innovation, HBR
  5. 5.  Innovation has to be a normal part of business 20% time Have to communicate your reasoning You can only shoot ideas down if: 15% Rule  They lack strategic fit  You lack resources to implement them Connect + DevelopSOURCE: Managing Creativity and Innovation, HBR
  6. 6.  Knowledge from inside and outside the organization Knowledge management systems Social networks Lessons learned Best practices Communities of interest Customer visits Professional meetings and conferencesSOURCE: Managing Creativity and Innovation, HBR
  7. 7.  Important for radical innovation Provide  Moral support  Guidance  Protection Jeff Bezos Elon Musk  Funding  Resources Robert Galvin Steve JobsSOURCE: Managing Creativity and Innovation, HBR
  8. 8. Recognition Control Celebration Rejuvenation SOURCE: Managing Creativity and Innovation, HBR
  9. 9. 1. Hire “slow learners”2. Hire people who make you uncomfortable, even those you dislike3. Hire people you (probably) don’t need4. Use job interviews to get ideas, not to screen candidates5. Encourage people to ignore and defy superiors and peers6. Find some happy people and get them to fight7. Reward success and failure, punish inaction
  10. 10. 8. Decide to do something that will probably fail, then convince yourself and everyone else that success is certain9. Think of some ridiculous and impractical things to do, then plan to do them10. Avoid, distract, and bore customers, critics and anyone else who just wants to talk about money11. Don’t try to learn anything from people who seem to have solved the problems you face12. Forget the past, especially your company’s successes
  11. 11. What makes a creative leader?A creative manager?
  12. 12. coercive “do what I tell you”authoritative “come with me” affiliative “people come first”democratic “what do you think”pacesetting “do as I do now” coaching “try this”
  13. 13. Involves followers in Open to change problem solving effortsResponds positively Is supportive of to new ideas new ideas Entertains differentEncourages debate perspectivesAllows freedom and Encourages risk taking autonomy and accepts failure
  14. 14. Maximize business results coordination productivity control originality influence usefulness Maximize business creativitySOURCE: How to Kill Creativity, Amabile, HBR
  15. 15. Challenge Freedom Work-group Resources features Supervisory Organizationalencouragement supportSOURCE: How to Kill Creativity, Amabile, HBR
  16. 16. Challenge Freedom Resources• Match people • Give people • Provide an with the right autonomy to adequate assignments control the amount of time• Balance being means of how and money bored and being things get done • “Threshold of overwhelmed • Ensure that sufficiency” (losing control) goals remain • Don’t create fake stable or artificially tight deadlines SOURCE: How to Kill Creativity, Amabile, HBR
  17. 17. Work-group Supervisory Organizational features encouragement support• Mutually supportive • Work needs to • Appropriate systems,• Diverse perspectives matter to the procedures, and and backgrounds organization values to foster• Share excitement • Minimize layers of creativity• Help teammates evaluation • Encourage through difficult times • How do you treat information sharing• Watch out for people who’s ideas and collaboration homogeneous teams fail? • Minimize political • Watch the level of problems criticism SOURCE: How to Kill Creativity, Amabile, HBR
  18. 18.  Challenge Freedom Idea support Trust and openness Dynamism and liveliness Playfulness and humor Debate Risk taking Idea time
  19. 19. Would you rather work here…
  20. 20. …or here?
  21. 21. Here…
  22. 22. …or here?
  23. 23.  Accessible, casual meeting space Physical stimuli Space for quiet reflection Variety of communication tools Employee-only space Customer contact space Space for individual expression Game or relaxation areaSOURCE: Managing Creativity and Innovation, HBR
  24. 24. BOOKS Arthur, Cropley. Creativity in Education and Learning. Routledge, 2001. ISBN-10: 0749434473 Kelley, Tom, Jonathan Littman, and Tom Peters. The Art of Innovation: Lessons in Creativity from IDEO, Americas Leading Design Firm. Crown Business, 2001. ISBN-10: 0385499841 Lehrer, Jonah. Imagine: How Creativity Works. Houghton Mifflin Harcourt, 2012. Leonard-Barton, Dorothy and Walter C. Swap. When Sparks Fly: Harnessing the Power of Group Creativity. Harvard Business Review Press, 2005. ISBN-10: 1591397936 Managing Creativity and Innovation (Harvard Business Essentials). Harvard Business Review Press, 2003. ISBN-10: 1591391121 Puccio, Gerald, Marie Mance and Mary C. Murdock. Creative Leadership - Skills That Drive Change. 2nd ed. Sage Publications, 2011. ISBN-10: 1412977576 Treffinger, Donald, Scott Isaksen, and Brian Stead-Doval. Creative Problem Solving: An Introduction. 4th ed. Prufrock Press, 2006. ISBN-10: 1593631871ARTICLES “Developing Creative and Critical Thinkers”, Col. Charles D. Allen, U.S. Army, Ret. and Col. Stephen J. Gerras, Ph.D., U.S. Army, Ret., Military Review, Nov-Dec 2009 “Sparking creativity in teams: An executive’s guide”, Marla M. Capozzi, Renée Dye, and Amy Howe, McKinsey Quarterly, April 2011 “How Pixar Fosters Collective Creativity”, Ed Catmull, Harvard Business Review, Sept 2008 “Inside Cisco’s Search for the Next Big Idea”, Guido Joret, Harvard Business Review, Sept 2009 “How to Kill Creativity”, Teresa M. Amabile, Harvard Business Review, Sept-Oct 1998 “Cultivating organizational creativity in an age of complexity” (IBM study, 2011) “Defining Systematic Creativity” (LEGO Learning Institute, 2009) “Accelerate!”, John P. Kotter, Harvard Business Review, Nov 2012 “What Doesnt Motivate Creativity Can Kill It”, Teresa Amabile and Steve Kramer, Harvard Business Review Blog Network, April 25, 2012 “KIDS Vision: Imagining Possible Futures for Technology”, Latitude Studios