Creativity & Innovation - Week 9

Creativity + Innovation
Kevin Popović, B.A., M.S.
© Kevin Popović, SDSU Creativity + Innovation

CourseKey
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Session 1.9
• Welcome
• Roll, Admin
• Shameless Plug
• Video
• Game
• Discuss Chapter
• Discuss Reading
• Quiz
• Assignment

Satellite Marketing™
Using Social Media To Create Engagement

Satellite Marketing™

Share The Story
A Game of Collaboration

Leadership:
Fostering Systemic Creativity
Chapter 6 of Creativity, Inc.

Leadership: Fostering Systemic Creativity
• Class Discussion: What does systemic creativity
mean to you?

• Guidant: Leaders want to maintain an
entrepreneurial character
• Company grows large enough that bureaucracy
threatens to dampen speed, risk taking,
atmosphere

• “We could see some of the entrepreneurial
nature of our company fading, and we needed
to catch it in time.”
• “We could lose people as we scaled up.”
• “If we didn’t stay creative, we would not
survive.”

• Less pressure, more holistic
• Assess current state of creativity
• Convened staff, focus groups
• Examined companies with reputations for ongoing
creativity
• Examined self vs. creative profiles
• Examined models of corporate structure
• Bottom up approach

• “The idea is for everyone to learn to understand
that they are responsible people in a changing
world, to show how to take control of their lives
and their work, and how to speak what they
believe.”

• Next round of training is planned to focus
directly on building skills for creativity and
innovation, skills that can be applied for
personal growth and the company’s benefit by
individuals and groups.
• Reward and recognize those who succeed.
(Good Management)

• Systemic creativity is a never-ending quest –
why?
• What can you do?
• How can you foster change in your groups?
• How will you make creativity happen at your
company?

• Initially, we present creative dynamics in a
sequence – why?
• The creative process is better understood as a
whole. (Read the entire book)

• Best learned experientially, like riding a bike,
rather than reading about how to ride a bike.
• Every chance to learn the process from a
different angle makes for more comprehension.

• Theory X = Employees need to be controlled to
produce good work.
• Employees respond to extrinsic motivation or
coercion, were not to be trusted or self-directed.
• Theory Y = Employees want and need to excel and
require the right organizational (global, local) climate
to do so.

• Leaders need to confer responsibility and capability of
creative leadership on every employee.
• When each employee can engage with the (systemic)
creative process and feels like they are a part of change
THEN the company will reach systemic creativity.
• When this (systemic) process is in place and functioning it
can THEN work on refining the process.

To foster creativity companies must:
• Reduce unnecessary controls
• Adopt creative-friendly reward systems
• Instill attitudes about efficiency and failure
• Communicate the value of creative change
• Provide tangible and intangible resources
• Lead as a guide, not manage as a manager

1. Initiate Change
2. Build a Coalition
3. Plan and Experiment
• As the change to systemic creativity advances, effective
guiding, leadership will make a point to learn from every
step.
• Without a conscious effort to learn there will be no
creativity or innovation.

“The Innovation Value Chain”
Harvard Business Review

The Innovation Value Chain
• All companies face obstacles
• Everyone knows best practices
• Why aren’t all companies better at
innovation?
• Intuit
• Procter & Gamble

• A company’s capacity to innovate is only as
good as the weakest link in its innovation
value chain.
• The idea poor company
• The conversion poor company
• The diffusion poor company

• Viewing innovation as an end-to-end process rather
than focusing on a part allows you to spot the
weakness and strongest links.
• Discourages managers from reflexively importing
innovation practices that address part of the chain but
not necessarily the ones the companies needs help
with.

• Centers attention on the weakest link, prompts to be
more selective on what will work to address the problem
area
• Helps managers realize a perceived innovation strength
may be a weakness.
• People often gravitate towards the easiest area, leaving
hardest for last or hoping it goes away.

The innovation value chain provides a
framework for managers to sort out which
approaches make the most sense for their
companies.
Allows you to spot the strongest and the
weakest link.

Assignment
• Read “Dealing with
Darwin”
• Available in the reader
/ online
• Prepare for Quiz

Creativity & Innovation - Week 9

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