Creativity + Innovation 1.4
•Download as PPTX, PDF•
1 like•2,051 views
MGT 353 Creativity + Innovation, San Diego State University, School of Management, College of Business - Developed by Kevin Popovic, B.A., M.S.
Recommended
More Related Content
What's hot
What's hot (20)
Similar to Creativity + Innovation 1.4
Similar to Creativity + Innovation 1.4 (19)
More from Kevin Popović
More from Kevin Popović (13)
Recently uploaded
Recently uploaded (9)
Creativity + Innovation 1.4
- 1. Creativity + Innovation 1.4 Kevin Popović, B.A., M.S. © Kevin Popović, SDSU Creativity + Innovation
- 2. CourseKey © Kevin Popović, SDSU Creativity + Innovation Please check-in.
- 3. Session 1.4 • Welcome • Roll, Admin • Game • Quiz • Chapter © Kevin Popović, SDSU Creativity + Innovation • Quiz • Reading • Guest Speaker
- 4. Creative Remote Association Problems © Kevin Popović, SDSU Creativity + Innovation Playing with C.R.A.P.
- 5. Chapter 3 of Creativity, Inc. © Kevin Popović, SDSU Creativity + Innovation Quiz: Breaking and Making Connections For Enterprise
- 6. Chapter 3 of Creativity, Inc. © Kevin Popović, SDSU Creativity + Innovation Breaking and Making Connections For Enterprise
- 7. Dynamics of Creativity • The Dynamics of creativity apply to all companies as well as individuals. • The company is a metaphor for a person: variables of complexity, scale, environment. • In a company, motivation, curiosity and evaluation are nurtured greatly by the corporate (global) climate. © Kevin Popović, SDSU Creativity + Innovation
- 8. Dynamics of Creativity • Breaking and making connections = the pivotal dynamic of the creative process. • Create new ways to look at old things. • Differentiate from the competition (standards and norms). • Example: Steelcase • What did they see? © Kevin Popović, SDSU Creativity + Innovation
- 9. Steelcase Products • Design: Wheels on everything, change is inevitable • Connections: Furniture must configure around people in motion • Anatomy: The body changes through the day over time • Ergonomics: Chairs maintain back support no matter how you site in them © Kevin Popović, SDSU Creativity + Innovation
- 10. Steelcase Thinking • Pathways was a different way to look at an office space. • New thinking on old problem. • Chasing a new concept of the workspace began with the leaders – why? • What room did they reference in new think – and why? © Kevin Popović, SDSU Creativity + Innovation
- 12. Steelcase Thinking • Employees and clients had to be taught new ways of thinking of furniture and space as critical design elements • Theories of learning-through-application to address education through transition process © Kevin Popović, SDSU Creativity + Innovation
- 13. Steelcase Thinking • Brought groups of different people together for creative connection making around the evolving business model. • Created environment for “displayed thinking”, new work spaces, which institutionalized the new approach © Kevin Popović, SDSU Creativity + Innovation
- 14. Steelcase Reflections • When a familiar map breaks down, or when a map is discarded, there’s a terrific uncertainty as old connections cease and new ones form. • The more a company is dependent on an old map the more disturbing a new connection can be. © Kevin Popović, SDSU Creativity + Innovation
- 15. Steelcase Reflections • The success comes in encouraging (positive) conflict and risk taking, in promoting diversity, organizing groups of intrinsic motivation and encouraging the flow of information. © Kevin Popović, SDSU Creativity + Innovation
- 16. Encouraging Conflict • Conflict between different ideas and points of view can be instrumental in breaking down established connections and generating new material for new solutions. • Conflict can raise levels of fear, lower motivation, shut down connection making, distort evaluation and damage client. © Kevin Popović, SDSU Creativity + Innovation
- 17. Encouraging Conflict • Everyone must believe that the intent is to create a better idea – together. © Kevin Popović, SDSU Creativity + Innovation
- 18. Encouraging Conflict • Get past win-or-lose approach. • “I like my idea, yours is wrong, I need to defend my idea and my approach.” • “If I am discounted as a person I will get revenge, somehow, some time.” © Kevin Popović, SDSU Creativity + Innovation
- 19. Encouraging Risk-Taking • Companies that encourage risk-taking increase the likelihood of breaking and making connections. • The short-term risk in challenging assumptions and breaking connections reduces the longer- term risk of relying on outdated assumptions. © Kevin Popović, SDSU Creativity + Innovation
- 20. Encouraging Risk-Taking • Challenging sacred assumptions takes the blinders off the view of the world as you know it. • If assumptions are flawed, employees can solve the problems. © Kevin Popović, SDSU Creativity + Innovation
- 21. Encouraging Risk-Taking • Any action holds the risk of uncertain results. • A plan is not a guarantee of results. • Individual tolerances for risk-taking vary. © Kevin Popović, SDSU Creativity + Innovation
- 22. Encouraging Risk-Taking • Pressure of time and risk of wasting it triggers anxiety, drives managers to shut down early to avoid failure. • Companies in favor of fast decisions and safe answers rarely make new connections. © Kevin Popović, SDSU Creativity + Innovation
- 23. Promoting Diversity • Diversity brings a breadth of perspective • Helps identify and criticize age-old assumptions • Helps recognize new possibility • Synectics = bringing together of diverse elements © Kevin Popović, SDSU Creativity + Innovation
- 24. Promoting Diversity • Selecting for Diversity in Groups • Purposefully constructed • Range of richness that enhance ideas • Web Dev = Creative, Technology and Strategy • Scales: Issues, Projects, Teams, Company, Organizations © Kevin Popović, SDSU Creativity + Innovation
- 25. Fostering Diverse Intelligence • To foster diversity a company must have diversity in employees and types of thinking • Many companies lack this diversity – why? • On Education: “You don’t have to be smart, you have to know how to break the rules.” © Kevin Popović, SDSU Creativity + Innovation
- 26. Diversity at the Leadership Level • Without diversity with thinking and perspectives in it’s leaders… • a company is less likely to identify creative employees… • and quite likely to lack the range of vision to make the best use of the creativity its able to stimulate. © Kevin Popović, SDSU Creativity + Innovation
- 27. Organize for Intrinsic Motivation • Groups, like individuals, perform more creatively when intrinsically motivated. • Share a story where you were part of a group that was intrinsically motivated. © Kevin Popović, SDSU Creativity + Innovation
- 28. Organize for Intrinsic Motivation • Coalitions • When people voluntarily organize themselves to solve a problem or new idea. • Each member brings their unique energy, enthusiasm, creativity to task. • Lacks authority or resources. © Kevin Popović, SDSU Creativity + Innovation
- 29. Organize for Intrinsic Motivation • Coalitions • When people voluntarily organize themselves to solve a problem or new idea. • Each member brings their unique energy, enthusiasm, creativity to task. • Lacks authority or resources. © Kevin Popović, SDSU Creativity + Innovation
- 30. Organize for Intrinsic Motivation • Coalitions usually outweigh drawbacks • Relationships and structures shift flexibly with circumstances • Allows members to contribute freely wherever talents and interests are strongest • Self-determining intrinsic motivation © Kevin Popović, SDSU Creativity + Innovation
- 31. Organize for Intrinsic Motivation • Teams • Companies form teams to tackle problems or search opportunities • Resources assigned, reporting established, team members chosen for their strengths and availability. • Each has a role © Kevin Popović, SDSU Creativity + Innovation
- 32. Organize for Intrinsic Motivation • Teams are formalized relationships • Formality can hamper flexibility, creativity • Poor fits in style, talent levels, perception may inhibit productivity • May join to avoid conflict, never produce • Sometimes hard to correct © Kevin Popović, SDSU Creativity + Innovation
- 33. Info Flows That Support Creativity • Conflict, risk taking diversity and organizing for intrinsic motivation all depend on the flow of information. • Creatively health companies have a high volume of diverse information that flows throughout the organization. • What type of info? Why is this unique? © Kevin Popović, SDSU Creativity + Innovation
- 34. Info Flows That Support Creativity • Sharing info facilitates the collision of beliefs, presumptions, possibilities • Sales v Marketing v Support, v C-Suite • These sorts of collisions can leading to making and breaking connections • Note: It’s not about more info, its about different info (new knowledge) © Kevin Popović, SDSU Creativity + Innovation
- 35. Don’t pull out on the big ideas.
- 36. The New Yorker © Kevin Popović, SDSU Creativity + Innovation Quiz: The Eureka Hunt
- 37. The New Yorker © Kevin Popović, SDSU Creativity + Innovation The Eureka Hunt
- 38. The Eureka Hunt • Wag Dodge at Mann Gulch • There is something inherently mysterious about moments of insight • Archimedes • Isaac Newton • You © Kevin Popović, SDSU Entrepreneurship + Technology + Innovation
- 39. © Kevin Popović, SDSU Creativity + Innovation
- 40. The Eureka Hunt • Analysis vs. Inspiration • Analysis • Inspiration • C.R.A.P. • More Games © Kevin Popović, SDSU Entrepreneurship + Technology + Innovation
- 41. The Eureka Hunt • The insight process is a delicate balancing act • At first, the (left) brain allocates resources for a single problem • Once the brain is focused, the cortex needs to relax in order to seek out more remote associations in the right hemisphere, which will provide insight © Kevin Popović, SDSU Creativity + Innovation
- 42. The Eureka Hunt • The relaxation phase is critical • Take a warm shower • Wake up early • The insight process is an act of cognitive deliberation—the brain must be focused on the task at hand—transformed by accidental, serendipitous connections © Kevin Popović, SDSU Creativity + Innovation
- 43. Class Discussion, Share What Works © Kevin Popović, SDSU Creativity + Innovation How Do You Find Ideas?
- 44. The Eureka Hunt • Letting the mind wander • Unconscious work • Immerse yourself in the problem until you hit an impasse • Find a way to distract yourself • The answer will arrive when you least expect • Feynman at Pacers © Kevin Popović, SDSU Creativity + Innovation
- 45. The Eureka Hunt • You’ve got to know when to step back • Caffeine, Adderall, and Ritalin, oh my! • 20% of scientists and researchers regularly took prescription drugs to “enhance concentration” • Makes insight less likely, sharpening the spotlight of attention and discouraging mental rambles • Just relax © Kevin Popović, SDSU Creativity + Innovation
- 46. Assignment © Kevin Popović, SDSU Creativity + Innovation • Read Chapter 4 • Prepare for Quiz
- 47. Assignment © Kevin Popović, SDSU Creativity + Innovation • Read “What’s Stifling the Creativity at Coolburst?” • Prepare for Quiz
Editor's Notes
- Creativity and innovation are integral to an organization’s ability to survive and thrive in today’s competitive marketplace. This course provides students with an understanding of how creativity and innovation can be facilitated and managed in a work setting. Students will learn about theoretical conceptualizations of creativity and innovation as well as practical applications involved in fostering creativity and innovation in the workplace. Students will be expected to play an active role in learning through class exercises, class discussions, and dialogue with guest speakers, and presentations about real (or planned) innovations in organizations.
- Creative Remote Association Problems The Remote Associates Test (RAT) is a test of creative potential. It was developed by Martha Mednick in 1962 and has since been considered as a valid measure of creativity. Each RAT question presents three cue words that are linked by a fourth word, which is the correct answer. A typical person can solve most of the items marked as "Easy", about half of the "Medium" ones, and few of the hard ones. http://www.remote-associates-test.com/
- Creativity and innovation are integral to an organization’s ability to survive and thrive in today’s competitive marketplace. This course provides students with an understanding of how creativity and innovation can be facilitated and managed in a work setting. Students will learn about theoretical conceptualizations of creativity and innovation as well as practical applications involved in fostering creativity and innovation in the workplace. Students will be expected to play an active role in learning through class exercises, class discussions, and dialogue with guest speakers, and presentations about real (or planned) innovations in organizations.
- Creativity and innovation are integral to an organization’s ability to survive and thrive in today’s competitive marketplace. This course provides students with an understanding of how creativity and innovation can be facilitated and managed in a work setting. Students will learn about theoretical conceptualizations of creativity and innovation as well as practical applications involved in fostering creativity and innovation in the workplace. Students will be expected to play an active role in learning through class exercises, class discussions, and dialogue with guest speakers, and presentations about real (or planned) innovations in organizations.
- Class Discussion: TBD
- Class Discussion: Steelcase Markets was stale, same as it always was Had strength in customer relationships Used observational science to see how people used products (cameras) What did they see? People moved stuff to create barriers, but they never said that in focus groups Backs were never to doorways What they saw: people wanted to configure there space (not have it dictated) to improve their personal climate which impacted local climate
- This is the diversity needed to succeed in knowing what you need to know (breaking connections) and figuring out how to change (making connections)
- Reference Kitchens: The kitchen is one of the most functional areas in the house and most conducive to conversation. Ever have a party and everyone ends up in the kitchen?
- Reference Kitchens: The kitchen is one of the most functional areas in the house and most conducive to conversation. Ever have a party and everyone ends up in the kitchen? Tracked how peoples interaction and focus changed as they moved Different configurations encouraged formal or casual interactions Approached lead to new thinking
- Class Discussion: What would you do in your company to help people to believe?
- It may be unconscious. It is difficult to separate the personal from the professional. Discuss: Have you ever experienced this?
- Class Discussion: Provide examples of a coalition
- The Eureka Hunt Why do good ideas come to us when they do? Class Discussion: Why do you think? When do you get yours?
- The summer of 1949 was long and dry in Montana. On the afternoon of August 5th—the hottest day ever recorded in the state—a lightning fire was spotted in a remote area of pine forest. A parachute brigade of fifteen firefighters known as smoke jumpers was dispatched to put out the blaze; the man in charge was named Wag Dodge. When the jumpers left Missoula, in a C-47 cargo plane, they were told that the fire was small, just a few burning acres in the Mann Gulch. Mann Gulch, nearly three miles long, is a site of geological transition, where the Great Plains meet the Rocky Mountains, pine trees give way to tall grasses, and steep cliffs loom over the steppes of the Midwest. The fire began in the trees on one side of the gulch. By the time the firefighters arrived, the blaze was already out of control. Dodge moved his men along the other side of the gulch and told them to head downhill, toward the water. When the smoke jumpers started down the gulch, a breeze was blowing the flames away from them. Suddenly, the wind reversed, and Dodge watched the fire leap across the gulch and spark the grass on his side. He and his men were only a quarter mile uphill. An updraft began, and fierce winds howled through the canyon as the fire sucked in the surrounding air. Dodge was suddenly staring at a wall of flame fifty feet tall and three hundred feet deep. In a matter of seconds, the fire began to devour the grass, hurtling toward the smoke jumpers at seven hundred feet a minute. Dodge screamed at his men to retreat. They dropped their gear and started running up the steep canyon walls, trying to reach the top of the ridge. After a few minutes, Dodge glanced over his shoulder and saw that the fire was less than fifty yards away. He realized that the blaze couldn’t be outrun; the gulch was too steep, the flames too fast. So Dodge stopped running. The decision wasn’t as suicidal as it appeared: in a moment of desperate insight, he had devised an escape plan. He lit a match and ignited the ground in front of him, the flames quickly moving up the grassy slope. Then Dodge stepped into the shadow of his fire, so that he was surrounded by a buffer of burned land. He wet his handkerchief with water from his canteen, clutched the cloth to his mouth, and lay down on the smoldering embers. He closed his eyes and tried to inhale the thin layer of oxygen clinging to the ground. Then he waited for the fire to pass over him. Thirteen smoke jumpers died in the Mann Gulch fire. White crosses below the ridge still mark the spots where the men died. But after several terrifying minutes Dodge emerged from the ashes, virtually unscathed. There is something inherently mysterious about moments of insight. Wag Dodge, for instance, could never explain where his idea for the escape fire came from. (“It just seemed the logical thing to do” was all he could muster.) His improbable survival has become one of those legendary stories of insight, like Archimedes shouting “Eureka!” when he saw his bathwater rise, or Isaac Newton watching an apple fall from a tree and then formulating his theory of gravity. Such tales all share a few essential features, which psychologists and neuroscientists use to define “the insight experience.” The first of these is the impasse: before there can be a breakthrough, there has to be a mental block. Wag Dodge spent minutes running from the fire, although he was convinced that doing so was futile. Then, when the insight arrived, Dodge immediately realized that the problem was solved. This is another key feature of insight: the feeling of certainty that accompanies the idea. Dodge didn’t have time to think about whether his plan would work. He simply knew that it would. Class Discussion: Have you ever had a moment of inspiration?
- The Story of Heinz Steak Sauce Challenge On the walk to get chocolate milkshakes
- Analysis: The resulting studies, published in 2004 and 2006, found that people who solved puzzles with insight activated a specific subset of cortical areas. Although the answer seemed to appear out of nowhere, the mind was carefully preparing itself for the breakthrough. The first areas activated during the problem solving process were those involved with executive control, like the prefrontal cortex and the anterior cingulate cortex. The scientists refer to this as the “preparatory phase,” since the brain is devoting its considerable computational power to the problem. The various sensory areas, like the visual cortex, go silent as the brain suppresses possible distractions. “The cortex does this for the same reason we close our eyes when we’re trying to think,” Jung-Beeman said. “Focus is all about blocking stuff out.” What happens next is the “search phase,” as the brain starts looking for answers in all the relevant places. Because Jung-Beeman and Kounios were giving people word puzzles, they saw additional activity in areas related to speech and language. The search can quickly get frustrating, and it takes only a few seconds before people say that they’ve reached an impasse, that they can’t think of the right word. “Almost all of the possibilities your brain comes up with are going to be wrong,” Jung-Beeman said. “And it’s up to the executive control areas to keep on searching or, if necessary, change strategies and start searching somewhere else. Inspiration: The brain is stuffed with obscurities— Jung-Beeman wasn’t surprised to see it involved with the insight process. A few previous studies had linked the area to aspects of language comprehension, such as the detection of literary themes and the interpretation of metaphors. (A related area was implicated in the processing of jokes.) Jung-Beeman argues that these linguistic skills, like insight, require the brain to make a set of distant and unprecedented connections. He cites studies showing that cells in the right hemisphere are more “broadly tuned” than cells in the left hemisphere, with longer branches and more dendritic spines. “What this means is that neurons in the right hemisphere are collecting information from a larger area of cortical space,” Jung-Beeman said. “They are less precise but better connected.” When the brain is searching for an insight, these are the cells that are most likely to produce it. The insight process, as sketched by Jung-Beeman and Kounios, is a delicate mental balancing act.
- The insight process, as sketched by Jung-Beeman and Kounios, is a delicate mental balancing act. At first, the brain lavishes the scarce resource of attention on a single problem. But, once the brain is sufficiently focused, the cortex needs to relax in order to seek out the more remote association in the right hemisphere, which will provide the insight.
- “The relaxation phase is crucial,” JungBeeman said. “That’s why so many insights happen during warm showers.” Another ideal moment for insights, according to the scientists, is the early morning, right after we wake up. The drowsy brain is unwound and disorganized, open to all sorts of unconventional ideas. The right hemisphere is also unusually active. JungBeeman said, “The problem with the morning, though, is that we’re always so rushed. We’ve got to get the kids ready for school, so we leap out of bed and never give ourselves a chance to think.” He recommends that, if we’re stuck on a difficult problem, it’s better to set the alarm clock a few minutes early so that we have time to lie in bed and ruminate. We do some of our best thinking when we’re still half asleep. As Jung-Beeman and Kounios see it, the insight process is an act of cognitive deliberation—the brain must be focussed on the task at hand—transformed by accidental, serendipitous connections. We must concentrate, but we must concentrate on letting the mind wander. The patterns of brain activity that define this particular style of thought have recently been studied by Joy Bhattacharya, a psychologist at Goldsmiths, University of London. Using EEG, he has found that he can tell which subjects will solve insight puzzles up to eight seconds before the insight actually arrives. One of the key predictive signals is a steady rhythm of alpha waves emanating from the right hemisphere. Alpha waves typically correlate with a state of relaxation, and Bhattacharya believes that such activity makes the brain more receptive to new and unusual ideas. He has also found that unless subjects have sufficient alpha-wave activity they won’t be able to make use of hints the researchers give them. One of the surprising lessons of this research is that trying to force an insight can actually prevent the insight. While it’s commonly assumed that the best way to solve a difficult problem is to focus, minimize distractions, and pay attention only to the relevant details, this clenched state of mind may inhibit the sort of creative connections that lead to sudden breakthroughs. We suppress the very type of brain activity that we should be encouraging. Jonathan Schooler has recently demonstrated that making people focus on the details of a visual scene, as opposed to the big picture, can significantly disrupt the insight process. “It doesn’t take much to shift the brain into left-hemisphere mode,” he said. “That’s when you stop paying attention to those more holistic associations coming in from the right hemisphere.” Meanwhile, in a study published last year, German researchers found that people with schizotypy—a mental condition that resembles schizophrenia, albeit with far less severe symptoms—were significantly better at solving insight problems than a control group. Schizotypal subjects have enhanced right-hemisphere function and tend to score above average on measures of creativity and associative thinking. Class Discussion: What conditions could you create to improve your problem solving?
- Schooler’s research has also led him to reconsider the bad reputation of letting one’s mind wander. Although we often complain that the brain is too easily distracted, Schooler believes that letting the mind wander is essential. “Just look at the history of science,” he said. “The big ideas seem to always come when people are sidetracked, when they’re doing something that has nothing to do with their research.” Poincaré credited his sudden mathematical insight to “unconscious work,” an ability to mull over the mathematics while he was preoccupied with unrelated activities, like talking to a friend on the bus. In his 1908 essay “Mathematical Creation,” Poincaré insisted that the best way to think about complex problems is to immerse yourself in the problem until you hit an impasse. Then, when it seems that “nothing good is accomplished,” you should find a way to distract yourself, preferably by going on a “walk or a journey.” The answer will arrive when you least expect it. Richard Feynman, the Nobel Prize-winning physicist, preferred the relaxed atmosphere of a topless bar, where he would sip 7 UP, “watch the entertainment,” and, if inspiration struck, scribble equations on cocktail napkins.
- Kounios and Jung-Beeman aren’t quite ready to offer extensive practical advice, but, when pressed, they often sound like Poincaré. “You’ve got to know when to step back,” Kounios said. “If you’re in an environment that forces you to produce and produce, and you feel very stressed, then you’re not going to have any insights.” Many stimulants, like caffeine, Adderall, and Ritalin, are taken to increase focus—one recent poll found that nearly 20% of scientists and researchers regularly took prescription drugs to “enhance concentration”—but, according to Jung-Beeman and Kounios, drugs may actually make insights less likely, by sharpening the spotlight of attention and discouraging mental rambles. Concentration, it seems, comes with the hidden cost of diminished creativity. “There’s a good reason Google puts Ping-Pong tables in their headquarters,” Kounios said. “If you want to encourage insights, then you’ve got to also encourage people to relax.” Jung-Beeman’s latest paper investigates why people who are in a good mood are so much better at solving insight puzzles. (On average, they solve nearly twenty per cent more C.R.A. problems.) DARPA was interested in finding ways to encourage insights amid the stress of war, fostering creativity on the battlefield. The scientists are convinced that it’s only a matter of time before it becomes possible to “up-regulate” insight. “This could be a drug or technology or just a new way to structure our environment,” Jung-Beeman said. “I think we’ll soon get to the point where we can do more than tell people to take lots of showers.”
- https://hbr.org/1997/09/whats-stifling-the-creativity-at-coolburst