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Creativity, innovation and culture

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Innovation and creativity presentation delivered in August 2011 at St Catherine's College, Cambridge on behalf of The Ethics Centre.

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Creativity, innovation and culture

  1. 1. Ian West DA(Salford), BSc(Hons), FCIM Managing Director One Marketing Ltd. CREATIVITY, INNOVATION AND CULTURE
  2. 2. “ Every organization has to prepare for the abandonment of everything it does” Peter Drucker WHY CREATIVITY AND INNOVATION ARE IMPORTANT
  3. 3. THE INNOVATION INDEX
  4. 4. “ Most companies are built for continuous improvement, rather than discontinuous innovation. They know how to get better, but they don’t know how to get different.” Gary Hamel UNDERSTANDING CREATIVITY AND INNOVATION
  5. 5. INNOVATION=CREATIVITY+APPLICATION
  6. 6. THE INNOVATION PROCESS IDEA GENERATION OPPORTUNITY RECOGNITION DEVELOPMENT COMMERCIALIZATION IDEA EVALUATION
  7. 7. CREATIVITY – GENERATING IDEAS
  8. 8. ORIGINS OF CREATIVITY MODELS <ul><li>Grace </li></ul><ul><li>Accident </li></ul><ul><li>Association </li></ul><ul><li>Cognitive </li></ul><ul><li>Skill </li></ul>Henry (1991)
  9. 9. CREATIVE CONCEPTS COME FROM A BODY OF KNOWLEDGE
  10. 10. INSPIRATION IS THE TRIGGER
  11. 11. INSPIRATION IS THE TRIGGER <ul><li>Necessity </li></ul><ul><li>Direction </li></ul><ul><li>Nudges </li></ul><ul><li>Techniques </li></ul>
  12. 12. BLOCKAGES TO CREATIVITY
  13. 13. LEVELS OF THINKING FIRST LEVEL THINKING SECOND LEVEL THINKING
  14. 14. PATTERN RECOGNITION
  15. 15. Making the strange familiar and the familiar strange SYNECTICS
  16. 16. “ Bringing together two things not normally associated” Arthur Koestler BISOCIATION
  17. 17. BISOCIATION
  18. 18. THE CREATIVE CULTURE
  19. 19. CREATIVE CULTURES AND CLIMATES Truida Prekel based on work of G Ekvall Dimension Les creative More creative Challenge Alienated Enjoyable Indifferent Energetic Freedom Passive Independent Rule-bound Initiatives taken Dynamism Boringly slow Excitedly busy Trust, open Suspicious Trusting Failure punished Failure accepted Idea time Little off-task play Off-task play Mood, playfulness Serious, stern Happy, humourous Conflicts Welfare, destructive Debated with insight Idea Support People negative, critical People listen helpfully Debates Questions as power tools Contentious ideas voiced Risk-taking Cautious, safe decisions Fast, flexible decisions Detail and committee bound Risk acting on new ideas
  20. 20. National cultural impacts Culture within organizations IMPACTS OF CULTURE UPON CREATIVITY AND INNOVATION
  21. 21. GEERT HOFSTEDE’S DIMENSIONS OF CULTURE <ul><li>Power distance index (PDI) </li></ul><ul><li>Uncertainty avoidance index (UAI) </li></ul><ul><li>Individualism index (IDV) </li></ul><ul><li>Masculinity index (MAS) </li></ul><ul><li>Long term orientation (LTO) </li></ul>
  22. 22. POWER DISTANCE INDEX (PDI) Country/Region Score Rank Malaysia 104 1-2 China 80 12-14 USA 40 57-59 Great Britain 35 63-65 Austria 11 74
  23. 23. UNCERTAINTY AVOIDANCE INDEX (UAI) Country/Region Score Rank Greece 112 1 USA 46 62 Great Britain 35 66-67 China 30 68-69 Singapore 8 74
  24. 24. HIGH POWER/DISTANCE INDEX (PDI) IN ORGANISATIONS <ul><li>Reluctance to challenge and question </li></ul><ul><li>Independence discouraged </li></ul><ul><li>Value system of the more powerful </li></ul><ul><li>Humour and playfulness discouraged </li></ul><ul><li>Idea-time seen as dangerous </li></ul>
  25. 25. HIGH UNCERTAINTY AVOIDANCE INDEX (UAI) IN ORGANISATIONS <ul><li>What is different is dangerous </li></ul><ul><li>Concentration on process rather than outcome </li></ul><ul><li>Hierarchical structures encourage approval seeking </li></ul><ul><li>Strong in-group out-groups develop </li></ul><ul><li>Superiors are supposed to have the answers </li></ul><ul><li>‘ Not invented here’ prejudices </li></ul>
  26. 26. CULTURAL CHANGE National Organisational Inter-department Within-department Top down Bottom up Difficult Easier
  27. 27. MANAGING CREATIVITY
  28. 28. WORKPLACE ASSESSMENT <ul><li>Leadership style </li></ul><ul><li>Diversity of styles </li></ul><ul><li>The work group </li></ul><ul><li>The psychological environment </li></ul><ul><li>The physical workspace </li></ul><ul><li>Bringing outside perspectives </li></ul><ul><li>Encouraging group convergence </li></ul>Based on HMM Managing Creativity and innovation
  29. 29. MANAGING THE INNOVATION PROCESS <ul><li>Incremental innovation </li></ul><ul><li>Radical innovation </li></ul><ul><li>Process innovation </li></ul><ul><li>Disruptive innovation </li></ul>
  30. 30. MANAGING THE INNOVATION PROCESS IDEA GENERATION OPPORTUNITY RECOGNITION DEVELOPMENT COMMERCIALIZATION IDEA EVALUATION
  31. 31. NOT ‘IT WONT WORK’ BUT ‘HOW CAN WE MAKE IT WORK?’
  32. 32. DOWNLOAD <ul><li>Download a copy of this presentation from www.one-marketing.eu Follow the link to ‘Useful downloads’ </li></ul>
  33. 33. Ian West DA(Salford), BSc(Hons), FCIM Managing Director One Marketing Ltd. CREATIVITY, INNOVATION AND CULTURE

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