Process of Creative Regeneration: Lecture on Corporate Creativity


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Process of Creative Regeneration:
Edward de Bono suggests that you could choose a set of simple nouns at random from the dictionary and then work towards the the desired subject matter through random association.

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Process of Creative Regeneration: Lecture on Corporate Creativity

  1. 1. Process of Creative Regeneration Lecture on Corporate Creativity WHERE GOOD IDEAS COME FROMS-4m01-Oct-11 IMT - Management Creativity 1
  2. 2. LOGO Contents 1. THE PROBLEM-DRIVEN CREATIVITY 2. CREATIVITY & ITS MANAGEMENT 01-Oct-11 IMT - Management Creativity 2
  3. 3. THE PROBLEM-DRIVEN CREATIVITY01-Oct-11 IMT - Management Creativity 3
  4. 4. LOGO Problem Example A lift in a building is usually very crowded. You are being asked to submit a quotation for solving the problem. You could quote a new and larger lift. This requires major modifications to the building. Cost = $500,000. You are looking for a far cheaper solution: 01-Oct-11 IMT - Management Creativity 4
  5. 5. LOGO“Ask an impertinent question and youare on the way to a pertinent answer” [J. Bronowski, scientist] “Why?” followed by “So? ” Step-up using “Why?” “How?” “Unless?” [Petty 1997] 01-Oct-11 IMT - Management Creativity 5
  6. 6. LOGO WHY-SO REASONING [Petty 1997] I need to reduce the waiting time for lifts. WHY? So, fit a new lift shaft. Because the lifts are inadequate. WHY? Because they are old- So, modernize them. fashioned. WHY? Because they are in an So, move to a new old-fashioned building. building. 01-Oct-11 IMT - Management Creativity 6
  7. 7. LOGO I need to reduce waiting time for lifts How? Well, I could reduce the use of the lift How? By increasing the use of stairs Asking How? 01-Oct-11 IMT - Management Creativity 7
  8. 8. LOGO Step-up using “Why?” I need to reduce the waiting time for lifts. Why? Because people find waiting for the lift very frustrating. Why? Because they are bored. 01-Oct-11 IMT - Management Creativity 8
  9. 9. LOGO Side-stepping using “Unless?” I want to reduce the frustration of waiting. No! It is a nice rest to wait. Unless! you make waiting interesting by providing some sort of entertainment. 01-Oct-11 IMT - Management Creativity 9
  10. 10. LOGOI need to reduce the waiting time for lifts.Unless I can get people to accept the waiting time in some way.Either I need to reduce the waiting time for lifts.Or .reduce the number of people using them.Or .encourage alternative ways for people to get together.Or put people who communicate with each other a lot on the same floor.No! the waiting time is perfectly acceptable, stop fussing!No! let’s make use of the time for corporate communications.What about a notice board. 01-Oct-11 IMT - Management Creativity 10
  11. 11. LOGO The lifts are inadequate. Unless I can speed them up Either the lifts are inadequate Or too many people are using them No! slow lifts are fine, they encourage informal communication. It is boring waiting. Unless you make it interesting. 01-Oct-11 IMT - Management Creativity 11
  12. 12. LOGO Or! Unless! Sidestep to another Keep stepping up way of achieving until you discover this goal your true goalWhy? Step down to find I’ve hit a way of achieving a difficulty this in practice 01-Oct-11 IMT - Management Creativity 12
  13. 13. LOGO Problem: How would you attach the candle to the wall, [Petty 1997] with only the candle, a book of matches and a box of drawing pins. 01-Oct-11 IMT - Management Creativity 13
  14. 14. LOGO Problem Problem The candle is too The candle splits etc. thick for the pins The Candle P Challenge P P etc. P [Petty 1997] 01-Oct-11 IMT - Management Creativity 14
  15. 15. LOGO Backtracking Cliché t. Conventional thinking Solution P P P Backtracking Original Solution P [Petty 1997] 01-Oct-11 IMT - Management Creativity 15
  16. 16. LOGO Analogy [Petty 1997] If a lift were a train an announcer would tell you when it was about to arrive there would be stopping and express lifts If a lift were a bus there would be a timetable telling you what times past the hour the lift would arrive you would be able to see it coming and rush for it 01-Oct-11 IMT - Management Creativity 16
  17. 17. LOGO Random Association [Petty 1997] Edward de Bono suggests that you could choose a set of simple nouns at random from the dictionary and then work towards the the desired subject matter through random association. Suppose a student is looking for the subject for her painting entitled ‘Human Group’. 01-Oct-11 IMT - Management Creativity 17
  18. 18. recite→poem or reading →group as an audience atLOGO a poetry reading revelation →religious revelation →angel appearing to group of shepherds glove →hand →handshake →group of people meeting for the first time 01-Oct-11 IMT - Management Creativity 18
  19. 19. LOGO Random Association: Lift Problem Fork →Branching into two →could each lift shaft have two lifts in it, one abobe and one below? Flow →Could peak flow of people to the lift be reduced by staggering working hours and lunchtimes? Fund →Could people be required to pay (to charity) for a badge enabling them to use the lift? 01-Oct-11 IMT - Management Creativity 19
  20. 20. LOGO Provocation [Petty 1997] A designer was working on a design for a flower pot that waters itself while the household is on holiday. →Suppose the plant could water itself: Could you put back the water evaporating from the plant’s leave back into the soil? Say, by putting a plastic cover on the leaves? 01-Oct-11 IMT - Management Creativity 20
  21. 21. LOGO lift were a taxi If a you could call one up whenever you needed it, and it would tell you when it had arrived If a lift were a bicycle it would have a bell on it it would carry you there under your own steam, whenever you wanted to go (you could use the stairs) 01-Oct-11 IMT - Management Creativity 21
  22. 22. LOGO 01-Oct-11 IMT - Management Creativity 22
  23. 23. FROM CREATIVITY TO INNOVATION 4 Steps for Creative Visualization-2m3001-Oct-11 IMT - Management Creativity 23
  24. 24. LOGO Innovation The practical application of Creativity Screening such ideas towards The thinking process of meeting the that helps us ideas organization’s to generate ideas objectives in a more effective way [Majaro 88] 01-Oct-11 IMT - Management Creativity 24
  25. 25. LOGO Screening Ideas (Examples) Criteria of Attractiveness Criteria of Compatibility Originality Compatibility with Simplicity Company objectives User friendliness Availability of financial Ease of implementation resources Elegance Corporate image Difficulty of copying Ability to protect or patent Needs to solve problem 01-Oct-11 IMT - Management Creativity 25
  26. 26. LOGO Creativity (Idea Attractiveness) High Medium Low Innovation (Idea Compatibility) Second Doubtful High Best ideas best ideas ideas Medium Second Doubtful Poor ideas best ideas ideas Doubtful Poor ideas Poor ideas Low ideas 01-Oct-11 IMT - Management Creativity 26
  27. 27. LOGO AID TO IDEA SCREENING A B AxB Weight 10 9 8 7 6 5 4 0 3 2 1 0 Score Criteria of Evaluations (examples only.) 0.10 Idea Attractiveness Ease of implementation Originality Sustainability User-friendliness Global acceptability Compatibility Criteria 0.20 Availability of finance Solutions to problems Our image Our ability to protect Our marketing competence 1.00 Total Score 01-Oct-11 IMT - Management Creativity 27
  28. 28. What you could doLOGO to become an innovator Develop a desire to create (invent). Channel mental energy into creating. Review magazines on innovations regularly. Become familiar with unusual phenomena. Familiarize with areas of science not included in your curriculum. Investigate products before discarding them. Improve hands-on working ability (hence the prescription of your basic training even though it is “boring”). Remember that opportunities arise as technology changes. Do not be in a hurry to become a manager. 01-Oct-11 IMT - Management Creativity 28
  29. 29. LOGO How ‘you’ can improve ‘your creativity Keep track of your ideas at all times. Pose new questions everyday. Maintain competence in your field. Read widely in fields that are not directly related to your field of interest. Avoid rigid patterns of doing things. Be open and receptive to your own as well other’s ideas. Be alert in observation. Engage in creative hobbies (arts, crafts, puzzle solving, etc.). Improve your sense of humor and laugh easily. Adopt a risk taking attitude. Learn to know and understand yourself. 01-Oct-11 IMT - Management Creativity 29
  30. 30. LOGO Level of Creativity High Medium Low Creative Uncreative Winner High Imitator Plagiarist Level of Innovation Medium Creative Average Uncreative Innovator Bumbler Extravagantly Creative Loser Low Creative Waster 01-Oct-11 IMT - Management Creativity 30
  31. 31. LOGO Organizational Barriers to Creativity [Majaro 88] Lack of organizational ‘slack’ Inadequate emphasis on ‘thinking’ compared to ‘doing’ Bureaucracy Too centralized organizational structure Poor lateral communication The ‘imported talent’ syndrome ‘Bean-counting’ 01-Oct-11 IMT - Management Creativity 31
  32. 32. How can a manager promoteLOGO innovation/creativity Be willing to absorb the risks taken by subordinates. Be comfortable with half developed ideas. Be willing to stretch organizational policy. Be prepared to make quick decisions. Be a good listener. Do not dwell on mistakes. Focus and gear the pressure to goals. 01-Oct-11 IMT - Management Creativity 32
  33. 33. How can a manager promoteLOGO innovation/creativity Foster interpersonal contact. Give continuous feedback. Recognize the need for outside stimuli. Recognize creativity - publicly. Put up with some innocent foibles Maintain a balance between need for freedom and the necessity of structure. 01-Oct-11 IMT - Management Creativity 33
  34. 34. LOGO In 1940s, D avid P ackard created the concept of M anagem ent by W alking A round (M B W A ). S ince the quality is achieved by great attention in each step. P ersonal involvem ent needs to be frequent, friendly , unfocused and unscheduled. A nd one of the ideas of this principle is seek out people’s thoughts and opinions. 01-Oct-11 IMT - Management Creativity 34
  35. 35. Back to Orbit A Song About Innovation.6m0601-Oct-11 IMT - Management Creativity 35