This document discusses fostering creativity in social settings. It defines creativity and notes that creative actions are social in nature. It then outlines different social settings and reasons creativity may lack in them, such as competitive environments and lack of encouragement. The document proposes several ways to foster creativity, including brainstorming, encouraging ideas, accepting diverse perspectives, and rewarding creative contributions. It stresses the importance of talent, trust, leadership, and clear goals for creative teams. The conclusion emphasizes that mass creativity drives innovation in society.
Creative Ideas to Drive Corporate Donations of Time, Talent, and Treasure by ...Resourceful Nonprofit
Why does corporate giving matter?
Which volunteer projects do employees get most excited about?
What makes opportunities interesting to leadership?
Developing and nurturing corporate relationships with social media outreach
For the DonorSearch Flash Class Series national webinar, November 15, 2018 . Presented by Amy Neumann @CharityIdeas of First Year Cleveland.
Guide to action to be a changemaker - based on TakingItGlobal guidelines. Presented during the roadshow on School of Volunteers project in 2010 to >500 students.
http://imanusman.com
http://indonesianfutureleaders.org
UX field has reached at a stage where we have to step up now. It's time to be a leader, establish UX within organizations. Build great team & culture to support vision.
Creative Ideas to Drive Corporate Donations of Time, Talent, and Treasure by ...Resourceful Nonprofit
Why does corporate giving matter?
Which volunteer projects do employees get most excited about?
What makes opportunities interesting to leadership?
Developing and nurturing corporate relationships with social media outreach
For the DonorSearch Flash Class Series national webinar, November 15, 2018 . Presented by Amy Neumann @CharityIdeas of First Year Cleveland.
Guide to action to be a changemaker - based on TakingItGlobal guidelines. Presented during the roadshow on School of Volunteers project in 2010 to >500 students.
http://imanusman.com
http://indonesianfutureleaders.org
UX field has reached at a stage where we have to step up now. It's time to be a leader, establish UX within organizations. Build great team & culture to support vision.
RUN-EU Super Week, Design Factory Bootcamp, Building Team Culture workshop prepared by Päivi Oinonen from Aalto Design Factory, fasilitated by Jari Jussila HAMK Design Factory and Eric Voigt Future Design Factory.
Enterprises worldwide are facing unprecedented challenges, leading to an increased enthusiasm for innovation and growth. One such challenge is the growing influence and role Millennials are playing in the organisation.
Being a millennial is much more than a birthdate: It’s a mindset for the 21st Century. Leaders and enterprises need to accept, understand and embrace the characteristics and values of the Millennial Generation if they are to remaining competitive in the today’s ‘perpetual whitewater’ business environment.
WhiteWater Vision presents an entertaining and insightful presentation and workshop on Millennial leadership styles, and how they differ to Boomer leadership styles. This program is led by Professor David Buisson (Boomer) and Rowan Grant (Millennial).
Presentation by Devon Scheef and Diane Thielfoldt, Co-Founders, The Learning Café, during the Office Depot Foundation's Weekend in Boca Civil Society Leadership Symposium on September 25, 2015.
If you are like many employers, educational and not-for-profit leaders, you are coming to the conclusion that assigning leadership roles to Millennials might be a good idea. In fact, 15% of Millennials in the workplace are in formal leadership roles.
No longer the new kids on the block, Millennials are business leaders, managers, public office holders, parents, entrepreneurs, and board members. As a generation, Millennial leaders are serious, valued contributors filling our talent pipelines.
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This fast-paced, engaging presentation features:
• A holistic view of Millennials as current and future leaders
• What every Millennial leader needs to know about other workplace generations
• Three significant generation gaps at work and what to do about them
• How to prepare your organization to welcome, engage and retain Millennial talent and Millennial managers
Managing Conflict During (and After) Non-profit Mergers and Collaborations4Good.org
In today’s environment, many non-profits are called on to strategically collaborate, or merge, in order to continue to fulfill their mission, serve their clients and have an even greater impact. While these collaborations and mergers can be in the best interest of a non-profit’s fiscal health and ability to thrive, they can spark conflict, tension and misunderstanding among staff, board and constituents.
Describes how human resources could shift from an administrative function that manages staff transactions to the center of an organization's business by managing communities and social networks.
RUN-EU Super Week, Design Factory Bootcamp, Building Team Culture workshop prepared by Päivi Oinonen from Aalto Design Factory, fasilitated by Jari Jussila HAMK Design Factory and Eric Voigt Future Design Factory.
Enterprises worldwide are facing unprecedented challenges, leading to an increased enthusiasm for innovation and growth. One such challenge is the growing influence and role Millennials are playing in the organisation.
Being a millennial is much more than a birthdate: It’s a mindset for the 21st Century. Leaders and enterprises need to accept, understand and embrace the characteristics and values of the Millennial Generation if they are to remaining competitive in the today’s ‘perpetual whitewater’ business environment.
WhiteWater Vision presents an entertaining and insightful presentation and workshop on Millennial leadership styles, and how they differ to Boomer leadership styles. This program is led by Professor David Buisson (Boomer) and Rowan Grant (Millennial).
Presentation by Devon Scheef and Diane Thielfoldt, Co-Founders, The Learning Café, during the Office Depot Foundation's Weekend in Boca Civil Society Leadership Symposium on September 25, 2015.
If you are like many employers, educational and not-for-profit leaders, you are coming to the conclusion that assigning leadership roles to Millennials might be a good idea. In fact, 15% of Millennials in the workplace are in formal leadership roles.
No longer the new kids on the block, Millennials are business leaders, managers, public office holders, parents, entrepreneurs, and board members. As a generation, Millennial leaders are serious, valued contributors filling our talent pipelines.
Think again if you believe Millennials are the managers of the past. They think, work and live differently. Many of them are responsible for teams, departments and organizations that resemble a four-generation family reunion, requiring great flexibility of leadership style. In this presentation, Diane Thielfoldt and Devon Scheef of The Learning Café will share the issues and opportunities associated with Millennials – and Millennial managers – at work.
This fast-paced, engaging presentation features:
• A holistic view of Millennials as current and future leaders
• What every Millennial leader needs to know about other workplace generations
• Three significant generation gaps at work and what to do about them
• How to prepare your organization to welcome, engage and retain Millennial talent and Millennial managers
Managing Conflict During (and After) Non-profit Mergers and Collaborations4Good.org
In today’s environment, many non-profits are called on to strategically collaborate, or merge, in order to continue to fulfill their mission, serve their clients and have an even greater impact. While these collaborations and mergers can be in the best interest of a non-profit’s fiscal health and ability to thrive, they can spark conflict, tension and misunderstanding among staff, board and constituents.
Describes how human resources could shift from an administrative function that manages staff transactions to the center of an organization's business by managing communities and social networks.
Inside Policy Lab: My 'learning edge' by Andrea SIodmokAndrea Cooper
Reflections on innovation, leading an i team and learning through the Senior Leaders' Talent Scheme at Ashridge Hult Business School. It includes15 emerging thoughts on creating a lab culture as well as my own personal learning journey and 12 personal development areas in case it is of interest for others.
Read a selection of your colleagues’ postings.Respond to two of .docxsedgar5
Read a selection of your colleagues’ postings.
Respond to two of your colleagues (select colleagues, if possible, who have not yet received feedback on their original post) in one or more of the following ways:
· Based on your experience and the resources from the course, provide that person with additional suggestions and/or alternative approaches that he or she may not have considered specific to his or her evaluation.
· Compare your colleagues’ ideas with what IDEO found to be successful. Does IDEO offer additional ideas that would enhance the potential for success of your colleagues’ suggestions?
· Provide positive feedback that describes how the post gave you new perspectives on how to support and encourage a creative environment in the workplace. Provide details about how those perspectives influence the way you now think about creativity in the workplace.
MUST USE TEMPLATES/HEADINGS BELOW
Responses to Colleagues Template
Additional Alternatives or Suggestions to Colleague
Comparison of Colleagues Ideas to IDEO Ideas
Positive Feedback on New Perspectives Supporting Creative Environment
APA References
1st Colleague to respond to:
Factors That Contribute to a Creative Climate Specific to Both Individuals and Teams
Just last week, I started my new career as a Licensing Specialist. Thus far, it has been a wonderful experience and I am grateful for all the opportunities that are brought forth with my new career position. There is great leadership demonstrated at my job that allows the company to run smoothly. Each department has a team lead as well as a supervisor, although, you would not know it because they are reserved and treat everyone equally as if everyone is on the same management level. Puccio, Mance, and Murdock (2011) says “employee performance is more important than seniority, and the behavior of IDEO leadership consistently demonstrates that flexibility is “in” and rigid rules are “out” ” (Puccio, Mance, and Murdock, 2011, pp. 3-4). Our leaders are not strict on us and permit us the freedom to take risks, make mistakes, and learn from them. There are rules and regulations presented, however, our leaders provide an environment that is not just easy to work in, but comfortable and safe to work in.
Our work environment is surrounded by each individual having their own cubicle desk amongst their own team. Some but not all of the supervisors have their own office. Due to the open space that everyone has, it encourages everyone to mingle by communicating with each other, learning from each other, and sharing creative ideas with one another for the success of the company. The work environment is crucial at my organization mainly because of everyone not being able to have their own individual offices with having doors for privacy. “IDEO has learned that having the right size workspace makes a difference. Too much workspace decreases energy and slightly tight space generates energy. There are opportunities for spontaneous interactio.
A presentation on cognitive diversity (diversity of thought) as a key driver for decision making, problem solving and innovation delivered at the ASAE Great Ideas Conference (March 2011) by joe gerstandt....
www.joegerstandt.com
Achieving Success Through Social Capital: Tapping the Hidden Resources in You...Saurabh Tiwari
This Book is Summary of Book by Wayne Baker "Achieving Success Through Social Capital: Tapping the Hidden Resources in Your Personal and Business Networks"
Design for Social Innovation: Redesigning at the Intersection of Business, Co...Sustainable Brands
A new field of practice is emerging at the intersection of design, management, complex systems theory, facilitation, and social change. This practice, sometimes called Design for Social Innovation, is giving birth to approaches for creating with social complexity from the inside. It offers "managing emergence" as a complement to traditional management. And it treats culture as a working material rather than a mysterious and difficult barrier to change. This workshop will provide a survey of Design for Social Innovation: key approaches and practices, case studies, and opportunities they present to the Sustainable Brands community.
A review of the technical and cultural benefits and barriers to adopting social media inside the organization to aid in collaboration, knowledge management.
21st Century Learning and Regional Training Center's Thinking Skills CourseRegional Training Center
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Have you ever wondered how search works while visiting an e-commerce site, internal website, or searching through other types of online resources? Look no further than this informative session on the ways that taxonomies help end-users navigate the internet! Hear from taxonomists and other information professionals who have first-hand experience creating and working with taxonomies that aid in navigation, search, and discovery across a range of disciplines.
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f you offer a service on the web, odds are that someone will abuse it. Be it an API, a SaaS, a PaaS, or even a static website, someone somewhere will try to figure out a way to use it to their own needs. In this talk we'll compare measures that are effective against static attackers and how to battle a dynamic attacker who adapts to your counter-measures.
About the Speaker
===============
Diogo Sousa, Engineering Manager @ Canonical
An opinionated individual with an interest in cryptography and its intersection with secure software development.
Sharpen existing tools or get a new toolbox? Contemporary cluster initiatives...Orkestra
UIIN Conference, Madrid, 27-29 May 2024
James Wilson, Orkestra and Deusto Business School
Emily Wise, Lund University
Madeline Smith, The Glasgow School of Art
This presentation by Morris Kleiner (University of Minnesota), was made during the discussion “Competition and Regulation in Professions and Occupations” held at the Working Party No. 2 on Competition and Regulation on 10 June 2024. More papers and presentations on the topic can be found out at oe.cd/crps.
This presentation was uploaded with the author’s consent.
2. Contents:
Creativity/ creative actions
Types of social settings
Why creativity lacks in social settings
How to foster creativity in social settings
Improving creativity of creative agents
Activity
3. Creativity / Creative Actions:
New idea or novelty
Creative actions of human are Universal.
It is observable in the actions of individuals,
networks, groups, organizations, entire
communities but it is above all i.e. Social in
character.
Creativity can be treated to a great extent as
social, cultural and institutional phenomena as
much as psychological and biological.
The spark of idea ignite socially.
4. Types of social settings:
Family
Culture
Educational
Organization
Economical
Legal
Political
Multiple contextual factors that play role in driving, facilitating, realizing creative
initiatives and blocking -
Material, social, normative, economic and political
5. Why creativity is lacking in social
settings??
Working in isolation i.e. competitive behavior
Internet: The creative process from place of curiosity and not-knowing.
Lack of knowledge can spark creativity, so can an abundance of
knowledge if it is framed by the proper mindset.
Lack of opportunity
Lack of proper infrastructure or environment
Lack of encouragement or emotionally supportive environment
Conflict
Mismanagement of influence of diversity
6. How to foster creativity in social
settings:
Power of brainstorming:
1. Care, Share, Develop.. :
- Collect new ideas
- hold regular sessions
- note down all ideas and keep best one
2. Create mind- map of the problem :
- select a main topic and sub topics beneath it
3. Push ideas-
- Force yourself to write for a period of time without stopping
4. Take breaks
7. Continue….
Encourage and support :
- boost up: ideas causing change
- understand
- create environment
- Don’t penalize team for taking risk
Acceptance :
- hear the ideas
- positive criticism
Cooperating :
- interacting with others
- working together in harmony
Diversity and inclusion :
- focus on people
- assemble people with different strengths & weakness, different background
- learn from one another
8. Continue…
Reward :
- VOTE and give prize for best ideas during brainstorming sessions
- invest in best idea
Big open spaces :
- Create open, spacious environment
- vote for the environment team wants
- by this team feels good even at work and concentrate
P.A.S.S :
- P : PEOPLE (skilled, diverse)
- A : ACCESS (facility, equipment, resources)
- S : STRUCTURE (framework that connects to social, educational etc. event)
- S : SPIRIT (platform of positive interaction )
9. Improving creativity of creative Agents:
Individuals can categorize themselves as
Individual persons (“I,” “me”)
As members of the groups to which they belong (“us,” “we”)
Individual : to flourish the creativity inside the person
re learning
sleep : Brhamari Pranayama activity
continuous practice
right now solution
10. Continue….
Group : in social settings group creativity flourish.
Talent
Trust
Investing in ideas
Good leadership
Healthy relationship
Guiding vision and clarity of purpose
Use coaching to reinforce a collaborative culture
Add Zest factors
11. 1. Talent :
Right people in the team i.e. capable of adding their brilliance in the project.
Collaborate with customers and experts within the organization or society
Collaboration works best when team members have complimentary skill sets
required to complete the project.
2. Trust:
Find ways for the team to get to know each other not just as professionals, but
as human beings.
Provide occasions for informal social interaction. E.g.- sharing meals together
3. Investing in ideas:
Make your ideas visible and tangible like building prototypes or drawing
diagrams
Invest in good ideas that encourages the team members of being valued.
12. 4. Good leadership:
Nurture brilliance of the team
Remove barriers to high performance
Avoid autocracy
Allow time for the team to weigh in on decisions.
Help build team connections across the organization or society
Give credit where credit is due
Recognize team performance as well as individuals
5. Healthy relationship:
Empathy
Capture best practices and mistakes to learn from and quality discussion
Respect
Encourage multiple perspectives, diverse viewpoints
13. Continue…
6. Guiding vision and clarity of purpose:
Provide a clear mission objective
Team members jointly prepare a written purpose statement for their
collaboration and define rules of engagement which include goals, roles,
responsibilities, and deliverables.
Communicate how decisions are made.
Connect the project with big picture company objectives
7. Use coaching to reinforce a collaborative culture:
Coaching for improved teamwork, emotional intelligence, and navigating
difficult conversations
Ask open-ended questions like Why? What if? What else? and How might
we? to open up dialogue and tap into creativity.
14. Continue…
8. Add Zest factors:
Make collaboration fun …..like humor, games
celebrate completions before moving on.
15. Activity: Face toward outside
Duration- 3min.
In this activity groups are divided and task for them
is to make a circle and now try to turn yourself like
face inward to outward of the circle without
breaking the chain.
Task is for smart idea, immediate solution, deadline
zone problem, team work, cooperation, trust.
16. Conclusion:
Now it’s the time to stand up for creativity together.
Assemble and engage collaborative minds in ways that stimulate intellectual, community
and economic development.
Mass creativity is the driving force of our new century and an ideal that needs strenuous
defense and promotion.
17. References:
HTTPS://WWW.CREATIVITYATWORK.COM (2008) 12 Ways to Enhance Creativity and
Collaboration in Teams
HTTP://WWW.NEWSWEEK.COM ,BRONSON P. , MERRYMAN A.(2010), Creativity
crisis
S. Alexander Haslam, Inmaculada Adarves-Yorno, Tom Postmes, and Lise Jans
(2013), The Collective Origins of Valued Originality: A Social Identity Approach to
Creativity, SAGE publication
Andre P. Walton and Markus Kemmelmeier (2012), Creativity in Its Social Context:
The Interplay of Organizational Norms, Situational Threat, and Gender, Creativity
Research Journal
RSA (2014), Why is creativity the most important political concept of the 21st
century?
HTTPS://WWW.NEWSTATESMAN.COM , HOLDEN D. (2014), Creativity is the key to
education, so why aren't we pursuing it?
HTTP://WWW.VIAS.US/BLOG/CULTURAL-INSIGHTS/CREATIVITY-WIN-WITH-
DIVERSITY-AND-INCLUSION
