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Chapter 12 Managing Creativity
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Objectives Describe the creative process
Explain the personality traits of creative people Explain how the four cognitive creativity skills are promoted by creativity techniques. List the five categories of characteristics that distinguish creative people from noncreative people Explain the organizational conditions that hinder and promote creativity Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 12 -1
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Innovation - Defined Innovation is the implementation of new
ideas at the individual, group or organizational level Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 12 -2
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Creativity - Defined Creativity is the development of ideas about
products, practices, services, or procedures that are novel and potentially useful to the organization Eureka! Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 12 -3
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What Does It Take to Be Creative?
Time Hard work Mental energy Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 12 -4
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The Creative Person How are they different? Personality Traits
Cognitive Creativity Skills Domain-specific Knowledge Intrinsic Motivation Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 12 -5
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Characteristics of Creative People
Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 12 -6
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Personality Traits of Creative People
Persistence Self-confidence Independence Attraction to complexity Tolerance of ambiguity Intuitiveness Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 12 -7
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…Personality Traits of Creative People
Have broad interests Are energetic Drive to achieve Love their work Take risks Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 12 -8
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Cognitive Creativity Skills
Think creatively Generate alternatives Engage in divergent thinking Suspend judgment Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 12 -9
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Domain-Specific Knowledge Develops Via
Education Training Experience Contextual Knowledge Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 12 -10
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Creativity Enhancers Hire creative people
Enriched, complex jobs Provide resources Clear organizational goals Instructions to be creative Recognize and reward creativity Encourage risk taking No punishment for failure Focus on intrinsic motivation Creativity goals Developmental feedback Supportive supervision Healthy competition Participative decision making Autonomy Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 12 -11
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…Creativity Enhancers
Workforce diversity Internal and external interaction Diverse teams skilled at working together Supportive climate Organizational culture the promotes innovation Flexible, flat structures Close interaction and relationships with customers Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 12 -12
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How Can Organizations Foster Creativity?
Hire creative & diverse workforce Provide resources esp. time Design complex & challenging jobs Set clear org. goals “Be Creative!” Set creativity goals Use diverse teams Recognize & reward creativity Create the right org. culture Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 12 -13
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Management Style and Creativity
Encourage risk taking Provide autonomy Encourage productivity - “sweat equity” Supportive supervision, climate, and work group Participative leadership Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 12 -14
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Organization Design and Creativity
Flexible Flat Structures That promote Internal & External Interaction Close Contact w/ Customers Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 12 -15
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Creativity Killers Excessive focus on extrinsic motivation
Limits set by superiors Critical evaluation Close, controlling supervision Competition in a win-lose situation Control of decision making Control of information Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 12 -16
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Stages in the Creative Process
Preparation Verification Incubation Illumination Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 12 -17
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Flow - Defined Flow (autotelic experience) occurs when
people experience a state of effortless concentration and enjoyment Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 12 -18
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Creative Thinking Techniques
Brainstorming Rules Expressiveness - Say whatever ideas come to mind without focusing on constraints Non-evaluation - No criticism allowed; all are valuable Quantity - Produce as many ideas as possible Building - Expand on other people’s ideas Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 12 -19
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… Creative Thinking Techniques
Brainwriting Hybrid of both individual and group brainstorming Produces more ideas than brainstorming Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 12 -20
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