This document contains lecture materials for a course on creativity and innovation. It includes topics that will be covered each week such as lectures, assignments, readings and quizzes. One reading assignment provides an overview of how breaking and making connections is a pivotal part of the creative process. It also discusses how Steelcase encouraged this by getting people to look at office furniture and space differently. The document emphasizes that encouraging risk-taking and positive conflict can help generate new ideas but must be done carefully. It concludes with information on evaluating student learning outcomes for the course.

1. Creativity &
Innovation
© Kevin Popović. All rights reserved. Developed for San Diego State University

2. Class 7
 Lecture: Pages 55-67
 Play A Game
 Lecture: Pages 75-83
 Roll + Admin
 Quiz
 Assignment
© Kevin Popović. All rights reserved. Developed for San Diego State University

3. Reading Assignment:
Chapter 3
© Kevin Popović. All rights reserved. Developed for San Diego State University

4. Breaking and Making
Connections for Enterprise
Chapter 3 of Creativity, Inc.
© Kevin Popović. All rights reserved. Developed for San Diego State University

5. 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.

6. 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?

7. 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

8. 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?

10. 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
 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

11. 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.
 The success comes in encouraging
(positive) conflict and risk taking, in
promoting diversity, organizing groups of
intrinsic motivation and encouraging the flow
of information.

12. 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.
 Everyone must believe that the intent is to
create a better idea – together.

13. 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.”
 It may be unconscious.
 It is difficult to separate the personal from
the professional.
 Discuss: Have you ever experienced this?

14. Product as a
Service
© Kevin Popović. All rights reserved. Developed for San Diego State University

15. The Problem Statement
Take a common product and turn it into a
service.
 Required: it must be a common product
purchased by the mass market
 Required: it must be turned into a
recurring service
 Required: it must be affordable for your
target market
© Kevin Popović. All rights reserved. Developed for San Diego State University

16. PaaS
Evaluation
© Kevin Popović. All rights reserved. Developed for San Diego State University

17. 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.
 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.

18. 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.
 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.

19. Don’t pull out on the big ideas.

20. Quiz Managing
Creativity at
Shanghai
© Kevin Popović. All rights reserved. Developed for San Diego State University

21. Reading Assignment:
Chapter 6
© Kevin Popović. All rights reserved. Developed for San Diego State University

22. Mid-Term
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23. Mid-Term Exam
 Based on what we have read, what we have
discussed, what we have learned together.
 True/False
 Multiple Choice
 Review slides, our process, SLO’s

24. SLOs
 Explain the influence of problem solving
techniques, team processes, and
environmental conditions on creativity in
organizations.
© Kevin Popović. All rights reserved. Developed for San Diego State University

25. SLOs
 Describe the innovation process, including
the innovation value chain, the role of
champions, and commercializing an
innovation.
© Kevin Popović. All rights reserved. Developed for San Diego State University

26. SLOs
 Explain the process involved in managing
creativity or innovation effectively and apply
this knowledge to your own creative idea or
innovation.
© Kevin Popović. All rights reserved. Developed for San Diego State University

27. SLOs
 Analyze organizational practices that
facilitate creativity and innovation.
© Kevin Popović. All rights reserved. Developed for San Diego State University

28. SLOs
 Develop case study analysis skills
(specifically, identifying critical issues in case
studies and applying course material to case
studies).
© Kevin Popović. All rights reserved. Developed for San Diego State University