This document discusses creativity in the context of business organizations. It argues that to be creative, one needs originality of ideas, expertise, and motivation. The work environment also plays a significant role in fostering creativity. Specifically, the document outlines that a conducive work environment provides challenges that match employees' skills, freedom in goal-setting and work processes, and sufficient resources like time, money, and space to support creativity. Both individual creative abilities and a supportive work environment are needed to promote creativity in organizations.
This document summarizes key points from a chapter on enhancing creativity. It discusses definitions of creativity, approaches that have been shown to enhance creativity in children, and recommendations from Nickerson on how to enhance creativity. Nickerson recommends establishing purpose, building skills, encouraging domain knowledge, stimulating curiosity, building motivation, focusing on mastery, encouraging risk-taking, promoting supportive beliefs, providing choice, developing self-management skills, using teaching techniques like incubation, and providing balance between creativity and structure.
This document discusses barriers to creativity and innovation in organizations. It identifies several key barriers, including lack of motivation and trust among employees, lack of acceptance of constructive criticism, and conservative/authoritarian management styles that resist change. The importance of overcoming these barriers is discussed, as creativity and innovation are essential for organizations to adapt, survive, and thrive in constantly changing environments. Creativity allows for new ideas, while innovation is about implementing those ideas. Both are necessary for organizational success.
The document discusses creativity and innovation in management. It provides examples of experts who failed to predict the future success of new technologies like television and computers. It then outlines factors driving the need for organizations to be creative and innovative, as well as challenges they may face. Finally, it discusses definitions of creativity and innovation, theories of how the mind works creatively, environmental factors that can influence creativity, and characteristics of creative thinking and thinkers.
This document discusses creativity and innovation. It defines creativity as any act, idea or product that changes an existing domain or transforms it into a new one. The creative process involves preparation, incubation, insight, evaluation and elaboration. Innovation is defined as doing new things and creating value. The process of innovation involves idea generation, testing, feasibility assessment and implementation. The document distinguishes between creativity, which refers to generating new ideas, and innovation, which is applying creative ideas in a specific context.
The document defines creativity as the ability to generate innovative ideas and manifest them. It discusses Wallis' four-stage model of the creative process: preparation, incubation, illumination, and verification. Characteristics of creative people are described, such as being both energetic and focused, as well as proud yet modest. The components of creativity include imagination, flexibility, decision making, communication, motivation, and collaboration. Various techniques for creative thinking are also outlined, like mind mapping, lateral thinking, and changing perspectives. Finally, potential blockages to creative ideas like tradition, negativism, and fear of failure are listed.
Creativity and innovation are critical for organizational performance and survival. While creativity fuels new ideas, innovation exploits those ideas through successful implementation. Three key components of creativity are creative-thinking skills, expertise, and motivation. Managers can leverage creativity within their organizations by challenging employees, granting freedom, designing collaborative work groups, providing encouragement and incentives, and offering organizational support. Open innovation that incorporates external perspectives can stimulate new ideas beyond what internal research alone can produce.
Creativity involves conceiving something original or unusual, whether an idea, product, or process. Innovation is the implementation of something new. Creativity does not necessarily lead to innovation, as a creative idea may not be implemented. Factors that influence individual creativity include expertise in a field, creative thinking skills, and intrinsic rather than extrinsic motivation. Barriers to creativity can exist at the mindset, personal, and organizational levels and include rigid thinking, fear of failure, and an emphasis on control. Developing one's creativity involves techniques such as brainstorming, becoming an expert, idea mapping, and challenging oneself to try new approaches.
Creativity involves generating new ideas and solutions. It is a universal ability that can be both innate and acquired. Creative people are typically adventurous thinkers who are ready to take challenges and think outside the box. There are various techniques to enhance creativity such as brainstorming, lateral thinking, analogies, and checklists that involve divergent thinking, combining ideas, and looking at problems from different perspectives. Factors like fluency, flexibility, originality, and sensitivity to problems influence creativity. The creative process often involves preparation, incubation, illumination, and verification stages.
This document summarizes key points from a chapter on enhancing creativity. It discusses definitions of creativity, approaches that have been shown to enhance creativity in children, and recommendations from Nickerson on how to enhance creativity. Nickerson recommends establishing purpose, building skills, encouraging domain knowledge, stimulating curiosity, building motivation, focusing on mastery, encouraging risk-taking, promoting supportive beliefs, providing choice, developing self-management skills, using teaching techniques like incubation, and providing balance between creativity and structure.
This document discusses barriers to creativity and innovation in organizations. It identifies several key barriers, including lack of motivation and trust among employees, lack of acceptance of constructive criticism, and conservative/authoritarian management styles that resist change. The importance of overcoming these barriers is discussed, as creativity and innovation are essential for organizations to adapt, survive, and thrive in constantly changing environments. Creativity allows for new ideas, while innovation is about implementing those ideas. Both are necessary for organizational success.
The document discusses creativity and innovation in management. It provides examples of experts who failed to predict the future success of new technologies like television and computers. It then outlines factors driving the need for organizations to be creative and innovative, as well as challenges they may face. Finally, it discusses definitions of creativity and innovation, theories of how the mind works creatively, environmental factors that can influence creativity, and characteristics of creative thinking and thinkers.
This document discusses creativity and innovation. It defines creativity as any act, idea or product that changes an existing domain or transforms it into a new one. The creative process involves preparation, incubation, insight, evaluation and elaboration. Innovation is defined as doing new things and creating value. The process of innovation involves idea generation, testing, feasibility assessment and implementation. The document distinguishes between creativity, which refers to generating new ideas, and innovation, which is applying creative ideas in a specific context.
The document defines creativity as the ability to generate innovative ideas and manifest them. It discusses Wallis' four-stage model of the creative process: preparation, incubation, illumination, and verification. Characteristics of creative people are described, such as being both energetic and focused, as well as proud yet modest. The components of creativity include imagination, flexibility, decision making, communication, motivation, and collaboration. Various techniques for creative thinking are also outlined, like mind mapping, lateral thinking, and changing perspectives. Finally, potential blockages to creative ideas like tradition, negativism, and fear of failure are listed.
Creativity and innovation are critical for organizational performance and survival. While creativity fuels new ideas, innovation exploits those ideas through successful implementation. Three key components of creativity are creative-thinking skills, expertise, and motivation. Managers can leverage creativity within their organizations by challenging employees, granting freedom, designing collaborative work groups, providing encouragement and incentives, and offering organizational support. Open innovation that incorporates external perspectives can stimulate new ideas beyond what internal research alone can produce.
Creativity involves conceiving something original or unusual, whether an idea, product, or process. Innovation is the implementation of something new. Creativity does not necessarily lead to innovation, as a creative idea may not be implemented. Factors that influence individual creativity include expertise in a field, creative thinking skills, and intrinsic rather than extrinsic motivation. Barriers to creativity can exist at the mindset, personal, and organizational levels and include rigid thinking, fear of failure, and an emphasis on control. Developing one's creativity involves techniques such as brainstorming, becoming an expert, idea mapping, and challenging oneself to try new approaches.
Creativity involves generating new ideas and solutions. It is a universal ability that can be both innate and acquired. Creative people are typically adventurous thinkers who are ready to take challenges and think outside the box. There are various techniques to enhance creativity such as brainstorming, lateral thinking, analogies, and checklists that involve divergent thinking, combining ideas, and looking at problems from different perspectives. Factors like fluency, flexibility, originality, and sensitivity to problems influence creativity. The creative process often involves preparation, incubation, illumination, and verification stages.
The document discusses creativity in management and organizations. It covers definitions of creativity, theories of creativity such as insight theories and self-actualization theories. It also discusses creativity in teams and how Tuckman's model of team development was modified to explain creative teams. The document also examines the creative organization and lists some examples like Toyota, Haier, and WordPress. It concludes by mentioning creative clusters and intrinsic motivation in creative cultures.
Interrelation Between Innovation and PersonalityMuhammad Fajar
The document discusses creativity, innovation, and personality. It begins by providing examples of sunrise and sunset industries and how companies must adapt to changing technologies. It then discusses how time-based competition can provide competitive advantages. The document outlines factors that contribute to national and business competitiveness. It emphasizes that innovation results from hard work and discipline rather than genius. The document also discusses five important minds for the future: disciplinary, synthesizing, creating, respectful, and ethical. It examines the relationship between innovation and personality by exploring the concepts of integrity, enthusiasm through desire, passion and hope, and the importance of totality by integrating the body, spirit, and mind. Finally, it discusses how spirituality is an important element for organizational success
This presentation is all about the importance of creativity in entrepreneurship. It will also discuss the nature, constituents, and types of creativity.
This document discusses the evolution of innovation and entrepreneurship from Peter Drucker's theories in the 1980s to present-day practices in a global economy. It outlines Drucker's view that innovation and entrepreneurship could be systematically practiced and controlled in large corporations. However, the bureaucratic structure of corporations was not conducive to sustaining an entrepreneurial spirit. New models of innovation have since emerged, such as "indigenous innovation" driven by social learning within organizations and "disruptive innovation" that improves products in unexpected ways. Accidental discoveries have also led to important innovations, challenging the notion that innovation can always be planned systematically. Entrepreneurship is no longer solely based on purposeful information gathering but is often
Management of creativity; Stimulating individual creativity ... Lateral thinking , Checklists, Morphological analysis;; Stimulating group creativity ... Brainstorming, Slipwriting;; Edward De Bono's Six Thinking Hats...
This document discusses the entrepreneurial mindset through two approaches: the trait approach and OC (optimism and chance) theory. The trait approach identifies characteristics commonly found in successful entrepreneurs like the need for achievement, internal locus of control, and risk tolerance. OC theory views entrepreneurs as optimistic individuals who enter opportunities involving chance. Entrepreneurial success depends on having the right skills align with customer demands as well as access to resources to withstand losses until chances turn favorable. The document also outlines sources of research on entrepreneurs and discusses some negative aspects like the stress, ego, and difficulties entrepreneurs face as managers.
The document discusses creativity and innovation. It provides definitions of creativity from various sources, emphasizing that creativity involves generating new ideas. It then defines innovation as taking a creative idea and turning it into something of value through evaluation, testing, modification and application. Several techniques for stimulating creativity are also outlined, including brainstorming, lateral thinking, mind mapping and attribute listing.
Creativity and innovation management involves connecting ideas in new ways. There are five sources of creativity: grace (divine inspiration), accident (serendipity), association (applying ideas from one area to another), cognitive processes (normal thinking), and personality (an innate ability). Fostering creativity requires overcoming intrinsic factors like fear of failure, cultural barriers, and emotional blocks. Creativity has three main components - motivation from interest in the work, expertise and knowledge in a subject area, and flexible creative thinking. Common myths are that only certain personality types can be creative and that money is the main motivator.
Creativity and innovation require connecting previously unrelated ideas through skills like questioning, observing, experimenting, and networking. Questioning involves constantly asking questions to challenge assumptions, while observing means getting out into the real world to gain new perspectives. Experimenting takes things apart and prototypes new ideas, and networking with diverse groups of people from different backgrounds and industries generates new connections. Together these skills allow innovators to make new associations that lead to disruptive innovations.
The Principles of Creativity and InnovationMal Mai
Project short description
Review any books/magazines/articles/case study/news/ etc. related to Creativity and Innovation (CNI). Prepare a report which must include The Principles of CNI, Creativity in Problem Solving, Examples and Application of CNI, Recent/latest theory development of CNI, etc. You are also encouraged to propose new knowledge/theory of CNI if any.
Presentation covers Creativity , Innovation, Process of Innovation, Types of Creativity,Creative Intelligence , Divergent and Convergent Thinking, Model of Creative Process, Creative Problem Solving Techniques,Roots of Human Creativity and Forms of Creativity
Essay Assignment Writing Help essayassignmentwriting.com Thesis writing is easily accomplished when the writer is qualified and understands the requirements, the procedures and the topics/chapters that must be included. We have a culture of commitment to quality custom writing with the emphasis firmly on hiring writers with Phd and Masters Qualifications in all areas of undergraduate and postgraduate studies. In order to maintain high quality thesis writing services,
Developing creative and innovative thinking in the workplaceAquatix Pharma
This document provides an outline and overview of developing creative and innovative thinking in the workplace. It discusses what innovation and creativity are, different types of innovation, the value of creativity and innovation, and tips for enhancing creativity. It also presents frameworks for organizational creativity and innovation, including balancing the opposing forces of create and control. The document emphasizes that innovation happens through solving problems for people and outlines habits of creative thinkers. It also includes an example activity to experience the creative process in designing packaging.
Without change there is no innovation, creativity, or incentive for improvement. Those who initiate change will have a better opportunity to manage the change that is inevitable.
This book on “Management Of Creativity” is a sincere effort by the HR students of the Rajadhani Business School, purely based on KTU Syllabus of T6 HR paper named Management of Creativity. The Book details about Creativity styles, Creativity in problem solving, Lateral thinking, Ideation, TRIZ, Six thinking hats, Decision and Evaluation.
Enterprise & Innovation Assignment - Entrepreneurial Opportunities: Creativit...Amany Hamza
Despite the importance of entrepreneurship in changing the economic landscape of many countries, the identification of the entrepreneurial opportunity is still in its early stages. So far, the researches that have been done are full of dichotomous interpretations. These differences could be due, in part, to the fact that there is no unitary conceptualisation and functional definitions of the construct. Nevertheless, the prevalent interpretations are that entrepreneurial opportunities are either stemming from discovery or deliberate search. To reveal the nature of these opportunities, the entrepreneur's traits and personality have been analysed. Evaluation strategies have also been elaborated. Finally, mapping the entrepreneurial processes has emerged to shape these opportunities (Gaglio, 2001).
This report is intended to contribute to the development of the entrepreneurial opportunities identification by addressing the role of two pillars of entrepreneurship – creativity and innovation – as the sources of these entrepreneurial opportunities.
This document outlines a 6-step process for creative thinking and innovation: 1) Define the overall goal and check criteria, 2) Summarize key data about the situation, 3) Clarify the challenge through divergent and convergent questioning, 4) Generate ideas through divergent thinking, 5) Select and strengthen solutions by detailing, evaluating strengths and weaknesses, and overcoming issues, 6) Plan actions to implement the solution in the short, mid, and long term. The process emphasizes divergent and convergent thinking at multiple steps to fully explore challenges and potential solutions.
This document discusses creativity and the creative process. It defines creativity as developing new ideas and discovering new ways of looking at problems. Innovation is applying creative solutions to problems to enrich people's lives. Entrepreneurship results from systematically applying creativity and innovation to marketplace needs and opportunities. The creative process involves preparation, investigation, incubation, illumination, verification, and implementation. Creativity requires both logical left-brained thinking and imaginative right-brained thinking.
Creativity and innovation are important for adapting to changing environments. Creativity involves producing novel and useful ideas while innovation is the successful implementation of creative ideas. Factors that influence creativity include individual characteristics like personality and motivation as well as environmental factors at the group, organizational, and societal levels. Motivation, resources, management practices, group characteristics, and organizational culture can all impact creativity. Pressures and impediments like lack of autonomy or excessive workloads can inhibit creativity while factors like encouragement and support can promote creativity.
The document discusses the concepts of creativity, innovation, and entrepreneurship. It defines creativity as generating unique ideas, innovation as implementing creative ideas, and entrepreneurship as commercializing innovations. Various techniques for stimulating creativity are also presented, such as brainstorming, lateral thinking, and mind mapping.
A New Language For Creativity In Fashion DesignHolly Fisher
This document discusses creativity in fashion design. It explores how the creative process involves combining existing elements in new ways to solve challenges. The development of innovative products requires going through different stages from research to creation to completion. The document also examines how both internal and external factors can positively or negatively influence a designer's creative work and ideas. It provides techniques to stimulate creativity, such as brainstorming, and discusses how work environments should support creative professionals to help renew their creative potential without blocks.
This document discusses the identification and traits of creative individuals according to research. Some key traits identified include being energetic yet also enjoying rest, having a need for originality and flexibility in thinking, being willing to take risks, having broad curiosity, being both humble and proud of their work, always focusing on future challenges rather than past accomplishments, and being very passionate yet also objective about their work. The document provides references from several studies and researchers on creativity.
The document discusses creativity in management and organizations. It covers definitions of creativity, theories of creativity such as insight theories and self-actualization theories. It also discusses creativity in teams and how Tuckman's model of team development was modified to explain creative teams. The document also examines the creative organization and lists some examples like Toyota, Haier, and WordPress. It concludes by mentioning creative clusters and intrinsic motivation in creative cultures.
Interrelation Between Innovation and PersonalityMuhammad Fajar
The document discusses creativity, innovation, and personality. It begins by providing examples of sunrise and sunset industries and how companies must adapt to changing technologies. It then discusses how time-based competition can provide competitive advantages. The document outlines factors that contribute to national and business competitiveness. It emphasizes that innovation results from hard work and discipline rather than genius. The document also discusses five important minds for the future: disciplinary, synthesizing, creating, respectful, and ethical. It examines the relationship between innovation and personality by exploring the concepts of integrity, enthusiasm through desire, passion and hope, and the importance of totality by integrating the body, spirit, and mind. Finally, it discusses how spirituality is an important element for organizational success
This presentation is all about the importance of creativity in entrepreneurship. It will also discuss the nature, constituents, and types of creativity.
This document discusses the evolution of innovation and entrepreneurship from Peter Drucker's theories in the 1980s to present-day practices in a global economy. It outlines Drucker's view that innovation and entrepreneurship could be systematically practiced and controlled in large corporations. However, the bureaucratic structure of corporations was not conducive to sustaining an entrepreneurial spirit. New models of innovation have since emerged, such as "indigenous innovation" driven by social learning within organizations and "disruptive innovation" that improves products in unexpected ways. Accidental discoveries have also led to important innovations, challenging the notion that innovation can always be planned systematically. Entrepreneurship is no longer solely based on purposeful information gathering but is often
Management of creativity; Stimulating individual creativity ... Lateral thinking , Checklists, Morphological analysis;; Stimulating group creativity ... Brainstorming, Slipwriting;; Edward De Bono's Six Thinking Hats...
This document discusses the entrepreneurial mindset through two approaches: the trait approach and OC (optimism and chance) theory. The trait approach identifies characteristics commonly found in successful entrepreneurs like the need for achievement, internal locus of control, and risk tolerance. OC theory views entrepreneurs as optimistic individuals who enter opportunities involving chance. Entrepreneurial success depends on having the right skills align with customer demands as well as access to resources to withstand losses until chances turn favorable. The document also outlines sources of research on entrepreneurs and discusses some negative aspects like the stress, ego, and difficulties entrepreneurs face as managers.
The document discusses creativity and innovation. It provides definitions of creativity from various sources, emphasizing that creativity involves generating new ideas. It then defines innovation as taking a creative idea and turning it into something of value through evaluation, testing, modification and application. Several techniques for stimulating creativity are also outlined, including brainstorming, lateral thinking, mind mapping and attribute listing.
Creativity and innovation management involves connecting ideas in new ways. There are five sources of creativity: grace (divine inspiration), accident (serendipity), association (applying ideas from one area to another), cognitive processes (normal thinking), and personality (an innate ability). Fostering creativity requires overcoming intrinsic factors like fear of failure, cultural barriers, and emotional blocks. Creativity has three main components - motivation from interest in the work, expertise and knowledge in a subject area, and flexible creative thinking. Common myths are that only certain personality types can be creative and that money is the main motivator.
Creativity and innovation require connecting previously unrelated ideas through skills like questioning, observing, experimenting, and networking. Questioning involves constantly asking questions to challenge assumptions, while observing means getting out into the real world to gain new perspectives. Experimenting takes things apart and prototypes new ideas, and networking with diverse groups of people from different backgrounds and industries generates new connections. Together these skills allow innovators to make new associations that lead to disruptive innovations.
The Principles of Creativity and InnovationMal Mai
Project short description
Review any books/magazines/articles/case study/news/ etc. related to Creativity and Innovation (CNI). Prepare a report which must include The Principles of CNI, Creativity in Problem Solving, Examples and Application of CNI, Recent/latest theory development of CNI, etc. You are also encouraged to propose new knowledge/theory of CNI if any.
Presentation covers Creativity , Innovation, Process of Innovation, Types of Creativity,Creative Intelligence , Divergent and Convergent Thinking, Model of Creative Process, Creative Problem Solving Techniques,Roots of Human Creativity and Forms of Creativity
Essay Assignment Writing Help essayassignmentwriting.com Thesis writing is easily accomplished when the writer is qualified and understands the requirements, the procedures and the topics/chapters that must be included. We have a culture of commitment to quality custom writing with the emphasis firmly on hiring writers with Phd and Masters Qualifications in all areas of undergraduate and postgraduate studies. In order to maintain high quality thesis writing services,
Developing creative and innovative thinking in the workplaceAquatix Pharma
This document provides an outline and overview of developing creative and innovative thinking in the workplace. It discusses what innovation and creativity are, different types of innovation, the value of creativity and innovation, and tips for enhancing creativity. It also presents frameworks for organizational creativity and innovation, including balancing the opposing forces of create and control. The document emphasizes that innovation happens through solving problems for people and outlines habits of creative thinkers. It also includes an example activity to experience the creative process in designing packaging.
Without change there is no innovation, creativity, or incentive for improvement. Those who initiate change will have a better opportunity to manage the change that is inevitable.
This book on “Management Of Creativity” is a sincere effort by the HR students of the Rajadhani Business School, purely based on KTU Syllabus of T6 HR paper named Management of Creativity. The Book details about Creativity styles, Creativity in problem solving, Lateral thinking, Ideation, TRIZ, Six thinking hats, Decision and Evaluation.
Enterprise & Innovation Assignment - Entrepreneurial Opportunities: Creativit...Amany Hamza
Despite the importance of entrepreneurship in changing the economic landscape of many countries, the identification of the entrepreneurial opportunity is still in its early stages. So far, the researches that have been done are full of dichotomous interpretations. These differences could be due, in part, to the fact that there is no unitary conceptualisation and functional definitions of the construct. Nevertheless, the prevalent interpretations are that entrepreneurial opportunities are either stemming from discovery or deliberate search. To reveal the nature of these opportunities, the entrepreneur's traits and personality have been analysed. Evaluation strategies have also been elaborated. Finally, mapping the entrepreneurial processes has emerged to shape these opportunities (Gaglio, 2001).
This report is intended to contribute to the development of the entrepreneurial opportunities identification by addressing the role of two pillars of entrepreneurship – creativity and innovation – as the sources of these entrepreneurial opportunities.
This document outlines a 6-step process for creative thinking and innovation: 1) Define the overall goal and check criteria, 2) Summarize key data about the situation, 3) Clarify the challenge through divergent and convergent questioning, 4) Generate ideas through divergent thinking, 5) Select and strengthen solutions by detailing, evaluating strengths and weaknesses, and overcoming issues, 6) Plan actions to implement the solution in the short, mid, and long term. The process emphasizes divergent and convergent thinking at multiple steps to fully explore challenges and potential solutions.
This document discusses creativity and the creative process. It defines creativity as developing new ideas and discovering new ways of looking at problems. Innovation is applying creative solutions to problems to enrich people's lives. Entrepreneurship results from systematically applying creativity and innovation to marketplace needs and opportunities. The creative process involves preparation, investigation, incubation, illumination, verification, and implementation. Creativity requires both logical left-brained thinking and imaginative right-brained thinking.
Creativity and innovation are important for adapting to changing environments. Creativity involves producing novel and useful ideas while innovation is the successful implementation of creative ideas. Factors that influence creativity include individual characteristics like personality and motivation as well as environmental factors at the group, organizational, and societal levels. Motivation, resources, management practices, group characteristics, and organizational culture can all impact creativity. Pressures and impediments like lack of autonomy or excessive workloads can inhibit creativity while factors like encouragement and support can promote creativity.
The document discusses the concepts of creativity, innovation, and entrepreneurship. It defines creativity as generating unique ideas, innovation as implementing creative ideas, and entrepreneurship as commercializing innovations. Various techniques for stimulating creativity are also presented, such as brainstorming, lateral thinking, and mind mapping.
A New Language For Creativity In Fashion DesignHolly Fisher
This document discusses creativity in fashion design. It explores how the creative process involves combining existing elements in new ways to solve challenges. The development of innovative products requires going through different stages from research to creation to completion. The document also examines how both internal and external factors can positively or negatively influence a designer's creative work and ideas. It provides techniques to stimulate creativity, such as brainstorming, and discusses how work environments should support creative professionals to help renew their creative potential without blocks.
This document discusses the identification and traits of creative individuals according to research. Some key traits identified include being energetic yet also enjoying rest, having a need for originality and flexibility in thinking, being willing to take risks, having broad curiosity, being both humble and proud of their work, always focusing on future challenges rather than past accomplishments, and being very passionate yet also objective about their work. The document provides references from several studies and researchers on creativity.
1. Building Passion and Potential for Creative Learning in Higher Education.pdfEmily Smith
This document discusses building passion and potential for creative learning in higher education. It argues that creativity cannot be left to chance and must be deliberately integrated into teaching practices. The summary discusses:
1) Creativity starts with the instructor embracing creative learning themselves first before nurturing creativity in students. Understanding one's own creative strengths is important.
2) A basic understanding of creativity, including its definition and dimensions, is needed to grasp its urgent importance for problem solving and the future. Models like Rhodes' four P's (person, process, product, press) and Torrance's incubation model can help integrate creativity.
3) Creativity must be deliberately developed in higher education through strategies like selecting relevant creativity skills
This document discusses the value of creativity and innovation in entrepreneurship. It makes the following key points:
1. Creativity and innovation are essential tools for entrepreneurship. Creativity involves generating new ideas, while innovation is implementing creative ideas.
2. Entrepreneurs are driven by expertise, creative thinking skills, and motivation. They anticipate opportunities, are committed to their visions, and take risks to realize their ideas.
3. Innovation transforms new ideas into value through a process. It combines ideas and knowledge to create new value and keep enterprises relevant. Most innovations emerge through an iterative process, not in a single stroke of genius.
I wanted to bring to your attention an exciting opportunity to receive $500 in FREE Google Ads credits!
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This document discusses creating sustainable business models through innovation. It argues that innovation is key for business survival in today's fast-changing technological landscape. The document defines innovation as being integrated into a company's culture and driven by human potential. It advocates for the use of professional coaching to unlock employees' potential by giving them autonomy, purpose and the pursuit of mastery. Studies show coaching improves leadership, goal attainment and satisfaction. The document concludes that sustainable 21st century businesses must commit to innovation by empowering employees through coaching and supportive workplace structures.
This document is a summary of a 1921 word essay on organisational creativity submitted by Ayush Agrawal. The essay discusses how creativity has diminished in arts due to business organizations becoming more profit-oriented. It also examines models of individual and organizational creativity. Specifically, it analyzes how three components - expertise, creativity skills, and task motivation - influence individual creativity. For organizations, the key components are organizational motivation, resources, and management practices. While creativity benefits organizations, constraints are needed for efficient management, which can limit artistic freedom.
1. Creativity involves thinking of new ideas and implementing them. It requires both imagination and action. A creative product is novel yet appropriate, stimulating further work.
2. Innovation builds on creativity by implementing new products, services, or processes that create value. Creativity is necessary for innovation.
3. We are moving from an industrial age to a conceptual age that values creative thinkers. Creativity gives businesses a competitive advantage through new ideas.
Innovation can arise from many sources, including individuals, universities, government labs, non-profits, and firms. An even more important source is the linkages between these entities through networks and collaboration. Any innovation may emerge from one source or from the connections between sources. Sources of innovation can be thought of as a complex system with innovations coming from individual components or their interactions.
Our latest white paper shares new global research based on 7000 employee surveys in the US, Brazil, UK, Germany, Australia, Singapore and China, UAE, Saudi Arabia, and Egypt. We look at questions like: Can anyone be creative? How do employers build creative cultures? Is playing at work the answer? What are the business rewards of inspiring creativity—and the risks of failing to?
1. The document discusses creativity - it defines creativity as the ability to create something original that solves a problem. It argues that creativity is an innate human ability that can be developed through practice, rather than only possessed by a select few.
2. It discusses how to be more creative both at home and at work. At home, engaging in intrinsically motivating activities you enjoy can help get in a "flow state" and experience creativity. At work, understanding your interests and strengths through personality assessments can help you find a fulfilling career and be more innovative.
3. Today's business world values creativity and innovation, so developing your creative skills can make you more valuable and marketable as an employee.
The document discusses a study conducted by Jack Morton Worldwide on creativity in business. Some key findings from the study include:
- While most employees believe creativity is important for business success, there is a gap between this belief and leadership support for creative thinking in companies.
- Creative thinking benefits businesses through innovation, growth, and attracting and retaining talent, yet many companies do not actively create environments to support it.
- The study provides recommendations for how companies can better support creativity, such as encouraging collaboration between employees, allowing time for play and leisure to spark ideas, giving freedom to explore ideas without fear of failure, and providing an inspiring work environment.
Mr D Shivakumar has summarised my book into Power Point Charts. He is not running me out of business, rather his summary will stimulate your interest to read the whole book! Enjoy the summary
An entrepreneur is defined as someone who establishes a new business venture and takes on the risks associated with it in order to make a profit. There are several theories that attempt to explain entrepreneurship, including sociological, economic, cultural, psychological, and motivation theories. Sociological theory examines how social and cultural values influence entrepreneurship. Economic theory views entrepreneurs as agents who act to coordinate scarce resources. Cultural theory studies entrepreneurs as sources of innovation and new ideas. Psychological and motivation theories explore personality traits and internal drives like achievement motivation that compel individuals towards entrepreneurial pursuits.
Creativity is defined as the ability to generate new ideas, possibilities, or solutions. It involves both divergent thinking to produce many novel ideas and convergent thinking to evaluate those ideas. Creativity results from an interaction between a person, their culture or field, and bringing something new. It is not just an innate gift but a common ability that can be developed. Creativity helps solve problems, communicate ideas, and provide entertainment or enjoyment. Developing creativity requires being open-minded, flexible, willing to take risks and handle uncertainty, and learning from others over a long period of immersing oneself in a topic or discipline.
All text (except our introduction and commentary) taken word-for-word from the 10 Faces of Innovation summary on IDEO's website dedicated to the book by Tom Kelly. http://www.tenfacesofinnovation.com/ We bought and loved the book and encourage you to do the same.
This document discusses creativity in the workplace. It defines creativity as the generation of new ideas and bringing something new into existence. Creativity involves combining ideas in unique ways. The document outlines that creative individuals have particular styles, originality, competence, experience, determination, flexibility, and positive outlooks. It also discusses how organizations can support creativity through culture, diversity, exposure, time, and resources. The document differentiates between inventive creativity, which addresses problems, and expressive creativity, which illustrates emotions and aesthetics.
Ringkasan dokumen tersebut adalah:
1) Dokumen tersebut membahas tentang bagian-bagian pokok kurikulum SD dan hubungannya dengan RPP dan Silabus.
2) Terdapat penjelasan mengenai komponen-komponen Silabus dan RPP serta prinsip-prinsip pengembangannya.
3) Silabus dan RPP merupakan bagian penting dalam pelaksanaan kurikulum di sekolah untuk mencapai tujuan pembelajaran.
Dokumen tersebut membahas perbedaan pendapat ulama tentang apakah seseorang harus meletakkan tangan atau lutut terlebih dahulu saat bersujud dalam shalat. Ada dalil yang menyebutkan bahwa meletakkan tangan lebih dulu lebih kuat karena didukung oleh hadis-hadis shahih dari Abu Hurairah dan Ibnu 'Umar. Ada juga hadis dari Wail bin Hujr yang lemah yang menyebutkan meletakkan lutut
Dokumen tersebut membahas perbedaan pendapat ulama tentang apakah seseorang harus meletakkan tangan atau lutut terlebih dahulu saat bersujud dalam shalat. Ada dalil yang menyebutkan bahwa meletakkan tangan lebih dulu lebih kuat karena didukung oleh hadis-hadis shahih dari Abu Hurairah dan Ibnu 'Umar. Ada juga hadis dari Wail bin Hujr yang lemah yang menyebutkan meletakkan lutut
1. Dokumen tersebut membahas tentang pengertian sains, landasan teori dan psikologis pendidikan sains untuk anak usia dini, ruang lingkup, prinsip, dan karakteristik pembelajaran sains bagi anak usia dini.
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3. Beberapa prinsip pembel
Bab 1-15 membahas berbagai aspek pembelajaran sains pada anak usia dini, mulai dari tempat ilmu di tahun-tahun awal, teori belajar terkait, pendekatan untuk meningkatkan pembelajaran sains, hingga perencanaan mengajar sains di tahun pertama."
Dokumen tersebut membahas tentang hakikat pendidikan sains dan urgensi sains untuk tumbuh kembang anak. Pendidikan sains bertujuan untuk mengembangkan kemampuan anak dalam penguasaan konsep sains, proses sains, dan sikap ilmiah. Pembelajaran sains pada anak usia dini diarahkan untuk membantu anak dalam pemecahan masalah, mengembangkan sikap ilmiah, dan meningkatkan minat terhadap sains.
1. Sains merupakan ilmu pengetahuan tentang alam sekitar yang diperoleh melalui pengamatan dan penelitian. 2. Pembelajaran sains pada anak usia dini dilakukan untuk pengenalan dan penguasaan konsep dasar secara sederhana. 3. Pembelajaran sains penting untuk membantu anak menguasai produk, proses, dan nilai-nilai sains.
Dokumen tersebut membahas tentang pentingnya pendidikan sains untuk anak usia dini, yang meliputi pengertian sains dan pendidikan sains, landasan teori psikologi pendidikan sains untuk anak usia dini, ruang lingkup dan dimensi pendidikan sains, serta prinsip dan karakteristik pendidikan sains untuk anak usia dini.
[Ringkasan]
Dokumen tersebut membahas tentang pengertian sains dan pendidikan sains, landasan teori dan psikologis pendidikan sains untuk anak usia dini, serta urgensi dan ruang lingkup pembelajaran sains bagi anak usia dini.
Science education for early childhood involves teaching scientific concepts, processes, and attitudes to young children. It focuses on helping children understand science as a systematic process of discovery through observation and experimentation. The goal is to build children's knowledge of scientific principles while also cultivating positive attitudes like curiosity, open-mindedness, and skepticism. Effective science education exposes children to the scientific method in a hands-on way to make discoveries about how the natural world works.
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This document provides an introduction to a book titled "Early Childhood Qualitative Research" edited by J. Amos Hatch. The book contains 13 chapters that discuss qualitative research methodologies that can be applied in early childhood settings, as well as issues that researchers may face. It aims to provide guidance on how to conduct rigorous and meaningful qualitative research in early childhood contexts.
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1. PARADIGM, VOL. 3, NO. 2, JULY - DECEMBER, 1999, 18-23
The need for creativity hns been
1-ccognised by both ncademicimzs/
theorists nnd practicing
111mwgers alike. Many different
views nnd theories have been
presented by various people.
The author argues that though
it is difficuIt togiven holistic view
ofcreativity. To be creative, it is
suggested //znt one require
originality ofidens, expertisennd
motivation (inna drive or
passion). These three nre the
important ingredients of
creativity.
The a11thorf11rther suggests that
besides originality, expertiseand
motivation, the 'work
rnvironment' ofthe organisation
plays asignificant role in making
its people creative. It is proposed
that both individuals' creative
ability and conducive work
environment promotes creating
creativity.
Creating Creativity
DR MANJARI SRIVASTAVA*
Innovation and Creativity are buzzwords of today.In a recent
Sunday Times article, British Prime Minister Tony Blair
predicted that "the next century will be dominated by brains,
not brawn.... Creativity and knowledge will be the key tools".
What is creativity? The person who first conceptualised a
wheel must have been really creative. First poet, first painter,
first person to build a hut, first person to visualise the need
of numbers - these and many more firsts without which we
cannot even imagine our life today; all of them thought
innovatively and differently in their respective realms at
some point of time in the history of mankind.There are many
definitions of creativity, each emphasising a different facet.
CREATIVITY: AN OVERVIEW
In Guilford's (1967) view, creativity requires the use of
divergent thinking in addition to convergent thinking while
solving problems. Divergent thinking involves the use of
Lecturer, Sri Shingeri Sharda Institute of Management.
2. CREATING CREATIVITY 19
mechanisms which require the mind to make quantum leaps into the unknown as a result
of which relationships between seemingly dissimilar paradigms can be discerned.
Koestler's (1964) definition of creativity stresses on creativity as a process, i.e., seeking
relationships into unrelated areas and concepts - it is an exploration. It also involves a
period of incubation and suddenly getting struck by fresh ideas.
In the view of Barron (1969), creativity is reflected in"outputs" ofcreative effort. Creativity
is understood as discovery of something novel. If the output is novel and also useful or
valuable, then it is considered creative. Hence creativity is a combination of novelty and
functionality.
As Don Mackinnon emphasi8es, "Mere novelty of product is not sufficient, the product
must be adaptive to reality. It must serve to solve a problem, fit the needs of a given
situation and accomplish some recognisable goals. A third requirement is that the creative
product must be produced, i.e., developed, evaluated and communicated.
Maslow (1954), relates creativity with free expression of feelings, receptivity to ideas, care
for others, desire to grow and self-actualisation.
Torrance (1969) and Barron (1969) compared creative and non-creative persons in their
studies. They identified various personality traits and abilities of creative and non-creative
persons. Traits that are particular to creative persons are courage and independence, risk
taking, persistence, self-sufficiency, inquisitiveness, complexity, bizarre fantasy life but
also a contact with reality, independent judgement, uncommon solutions and ideas and
their ability to notice anomalies, issues, paradoxes, etc.
"The problem with creativity is that unless you have it, you don't miss it," says Holst's
Managing Director, Russell Chalmers. "Yet people know these days that it is fundamental
to business success". He makes the distinction between creativity and innovation.
Creativity, he says, "is the process which generates new, unexpected ideas." Innovation is
"the process that makes new, unexpected ideas useful".
Each of these facets of creativity still does not explain creativity in totality. Though we may
say that persons with original contribution, novel ideas resulting into usefulness are
creative but their creativity might be accidental or through a non-creative process. Take
the example of researchers. They discover something or the other simply by taking a
problem area and then applying to it the scientific methods. If we look at creativity by the
creative process instead of creative output, the dreamer would win for divergent thinking
of related remote ideas. Ifcreativity is looked at as certain characteristics of a person like
inquisitiveness, lack of inhibitions, receptivity, ideas flow, then the child is a champion.
Creativity, to my mind, comes in many forms; it is as varied as human abilities. One can
associate it with arts and think of it as the expression of highly original ideas; creativity
can be seen in creating new recipes for food, creating new games, dress and appearance,
etc. But when we relate creativity with the business world, we find that originality is not
enough. The challenge managers face today is to achieve creative solutions to the problem
and to think of new opportunities. To overcome the rigid, standardised technical system
3. 20 PARADIGM, VOL. 3, NO. 2, JULY - DECEMBER, 1999
and to respond to new challenges, there is a need of creative individuals who can cope up
with unexpected problems.
According to T.M. Amabile (1998), to be creative - originality as well as expertise and
motivation is required; that is, ideas should not only be original but they must also be
appropriate, useful and actionable.
CREATIVITY IN BUSINESS
In business, creativity means that the original idea must not only be appropriate, it should
also yield results. To have an original idea means that the person should have "creative
thinking skill". It should be reflected in how flexibly and imaginatively people approach
problems.
The other essential aspects of creativity in business organizations are expertise and
motivation. Expertise is concerned with knowledge, whether it is technical, procedural
and/or intellectual. It is related to everything that a person knows and can do in the
domain of his work. For example, a doctor's expertise includes proper diagnosis and
treatment for the ailment as well as his/her technical knowledge in the field of clinical
psychology, biology, chemistry, medicine and biotechnology. There should be properI
enough space for exploration and problem solving.
Creative thinking and expertise are although the major resource of creativity, the actual
creation of creativity depends upon the will to do, i.e., motivation. Motivation is the factor
that determines creativity.The person may be gifted with high intelligence, a facilitating
environment and excellent educational background, but if he lacks motivation to do things,
heI she cannot be creative. Another important aspect is that external rewards like money
do not play any significant role in creativity. The inner drive or passion has to be there to
solve the problems in creative ways.In view ofT.M Amabile (1998), this component called
intrinsic motivation is the one that can be most immediately influenced by the work
environment. One cannot ignore the importance of extrinsic motivators but many a times
people feel that they are being controlled by these kinds of motivators. In that case, external
motivators loose their significance. Unless the person has an internal desire to do, to take
challenge, to solve problems in a novel way, he/she cannot be creative.
It can be suggested that creative thinking ability, expertise and motivation are the
ingredients of creativity. If an individual is armed with these ingredients of creativity, the
person can be creative; he/she can produce original ideas, work upon it and make it
productive. But we are missing one thing and that important aspect/thing is the work
environment - the policies, work pattern, the orientation and the working style of the
people. The work environment plays a significant role in making its people creative.
WORK ENVIRONMENT AND CREATIVITY
Amabile (1998) has categorised the work environment into six categories which affect
creativity. They are challenge, freedom, resources, work-group, features, supervisory
encouragement and organisational support.
4. CREATING CREATIVITY 21
Challenge
To stimulate creativity, challenge lies in matching the job with the people.Once people are
placed on the job according to their skills and abilities and have intrinsic motivation, then
the results are satisfactory.This is a challenge to managers because a detailed information
is required about the employees and the nature of job. Getting such information is really
difficult, that is why (proper match between people and job is not found) one does not find
any improvement in the work place.
Freedom
Giving autonomy on task is another essential aspect of creativity.Creativity is reflected in
organisations if employees are free to set goals and goals should not be fluctuating.
Changing goals leads to disorientation. Besides, autonomy is required in all the activities
which leads to achieving that goal, i.e., freedom around process. The 'freedom around
process' is the most terrifying part because one does not know what is going to happen or
where it is going to lead. It takes an enormous amount of internal security to begin with the
spirit of adventure, the spirit ofdiscovery, the spirit ofcreativity. One becomes a trailblazer,
a pathfinder, opening new possibilities, new territories to reach one's goals. This freedom
also calls for judicious decision making and it provides intrinsic motivation to the
employees.Manifestation of such values may result in a step towards creating creativity.
Resources
Resources like time, money, physical space and setting affect creativity to a great extent.
Creativity takes time; it requires exploration and wandering. Time for incubation is also
an important part of creativity. Similarly, tight control on money may also restrict creativity.
Hence, organisations need to be open minded in distribution of time and money for the
projects to support creativity. The physical space and layout of the working place also
play its role in supporting a creativeeffort. A congested workspace and dull setting dampen
the spirit of employees, but yes, other resources and aspects have more significance in
supporting creativity than workspace and its layout.
Work Group Features
The nature of the work group is equally important in developing creativity. The group
members should be supportive and there should be cohesiveness. Along with that the
most significant aspect is that the group should be heterogeneous and not homogenous.
People belonging to different streams, cultural background, having diversified ideas
support creati·ity. A homogenous group may be easy to operate, their morale may be high
and they may reach the goal much faster than a heterogeneous group, but they may not be
creative. To have creativity, diversity of ideas is a must. But diversity is only the starting
point. The challenge is to have creative cooperation resulting into synergy. This synergy
calls for the motive of win/win, the skills of empathic communication and sharing the
5. 22 PARADIGM, VOL. 3, NO. 2, JULY - DECEMBER, 1999
team's goals. These synergic efforts provide intrinsic motivation of group members and
something new (or a new alternative) is created that was non-existent before.
Supervisory Encouragement
Encouragement has a key role to play in developing creativity. Though rnanagers are
mostly under pressure, yet they should encourage their employees for their efforts whether
successful or otherwise to foster creativity. An encouragement from a senior or leader sets
people in the right direction, they gain commitment to achieve the organisation's mission
and motivate them intrinsically to achieve the goal.
According to John Kotler (1980), the direction setting aspect of leadership doesn't produce
plans; it creates vision and strategies. These describe a business, technology or corporate
culture in terms of what it should become over the long term and articulate a feasible way
of achieving this goal. Warren Bannis and Burt Nanus (1978) proposed that the leaders
articulate and define what has been previously implicit or unsaid; then they invent images,
metaphors and models that provide a focus for new attention. By doing so, they consolidate
or challenge prevailing wisdom. In short, an essential factor in leadership is the capacity
to influence and organise meaning for members of the organization.
Managers may enhance creativity by building moral and intrinsic motivation through
their active involvement, cooperation and encouragement. Bums (1978) has distinguished
between transactional leaders who exchange money, jobs and security for compliance
and transformational leadP.rs who motivate others to strive for higher order goals rather
than merely short-term interest.
One can easily relate the connection between intrinsic motivation and transformational
leadership style. Managers who want to develop a successful creative organisation
should not only offer external rewards, they must practice transformational style of
leadership - serving as role models, staying with employees at odd hours and
encouraging collaboration and communication within the team. This certainly nurtures
creativity.
Organisational Support
Creativity is enhanced when there is overall support from the organisation. People are not
only encouraged by their seniors, but also their creative efforts are carried out without any
hassles and political interference. The environment has to be trustworthy and transparent
and the efforts collaborative. The culture oforganisation should be such where people get
praise and recognition for their efforts. A sense of mutual purpose and open communication
should be prevailing. Creating a value system, which emphasises "Creativity as Top
Priority," may encourage creativity.
Khandwala (1988) has proposed ten dimensions of environment that affect creativity.
These are stimulation, nurturance, relaxation, constructive feedback, learning
opportunities, diversity of viewpoints, freedom with accountability for excellence, creators
6. CREATING CREATIVITY 23
as role models, facilities for experimentation and norms of parent or boss figures.
Khandwala, in his research on creativity, found that creative environment and motivation
of employees are correlated.
CREATING CREATIVITY IN AN ORGANISATION
Thus, the most important thing is to build a culture which will foster creativity at all
stages and levels and in all processes within an organisation. It will certainly start at the
recruitment and selection stage. It is vital to get the people who have the nerve for
continuously challenging the status quo and ceaselessly developing better ways of doing
business.
But having creative ability is not an end in itself; it is an attribute that organisational
members must possess. The other related dimension, i.e., environment, is equally
significant. This environment is reflected in organisation's culture which should be capable
of accommodating the ambivalence inherent in creative work. For this, the organisation
must be willing to empower its people. Empowerment is often misunderstood. rt is not a
license to do your own thing. It is about harnessing all the resources of your people to
achieve the company's goals. Creative ideas may take time and money to bring to fruition,
but if properly implemented, they can be extremely profitable. They can even transform a
company and put it on a whole new trajectory of growth. The secret of this recipe lies in the
organisations' capability ofcreating creativity and making it the basic driving force for all
its efforts.
REFERENCES
Amabile, T.M., How to Kill Creativity, Harvard Business Review, September - October 1998.
Barron, Frank, Creative Person and Creative Process, New York: Holt, Phinchart & Winston, 1969.
Bennis, W. and Nanus, B., Lenders, New York: Harper & Row, 1978.
Burns, J., Leadership, New York: Harper & Row, 1978.
Guilford, J.P., The Nature of H11111an Intelligence, New York: McGraw Hill, 1967.
Khandwala, P.N., Fourth Eye, Wheeler & Co. Pvt. Ltd., Allahabad, 1988.
Koestler, Arthur, The Act of Creation, NYC: McMillan, 1964.
Kotler, John, What Leaders Really Do, Harvard Business Review, May - June 1980.
Levy, Mike, Power of Innovation, Quality Times, November 1998.
Mackinnon, D., In Search of Human Effectiveness: Identifying and Developing Creativity, Buffalo,
New York: Creativity Education Foundation, 1978.
Maslow, Abraham, Motivation and Personality, New York: Harper, 1954.
Torrance, Ellis Paul, Rewarding Creative Behaviour: Experiments in Classroom Creativity, Englewood Cliffs,
NJ: Prentice Hall, 1995.