...Innovation, Design, and Creativity Eric Johnson OI/361 February 13, 2013 Prof. Godwin Quashigah Innovation, design, and creativity are interdependent terms that conceptualize the meaning of implementation and the formation of unique thought. Defining innovation, design, and creativity helps to better understand the impact they have upon business development. An organization can substantially benefit by hiring individuals who can be innovative, creative, and design-oriented because these qualities collectively generate a competitive edge. Highlighting the business implications of innovation, design, and creativity and comparing and contrasting these terms allows a better understanding to factors that contribute to a successful business. Innovation is the formation, development, and implementation of a novel product, process, or service in which the goal exceeds current standards and improves effectiveness and efficiency giving way to a competitive advantage (Innovation, 2010a). In addition, innovation embraces the introduction of something new in spite of qualifiers concerning how groundbreaking or earth shattering such needs to be, only that the new idea or process is better than it was before. Design is the process of creatively transforming a thought process into a tangible, successful manner of operating a product or service. Creativity is a frame of mind that pushes...
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...Master Business Studies, Faculty of Economics and Business (FEB), University of Amsterdam THE INFLUENCE OF PHISICAL ACTIVITY ON CREATIVITY THE WALK TO INNOVATIVE SUCCES! Abstract This paper is an analytical review about the possible relation between physical activity and creativity. Relative new research studies show promising results for a possible positive relationship between walking or standing meetings and increased levels of creativity at the workplace. By creating a conceptual graph and discussing several models, the potential role of physical activity in the creativity process is shown and the important role of the organisational environment. Although future research is clearly needed, stimulating physical activity might be a useful new management practice to enhance creativity in companies. Entrepreneurship & Innovation Management Paper Introduction Artists, musicians, writers, have used body movement to help overcome mental blocks and lack of inspiration. Also, historical figures like Sigmund Freud, Charles Dickens, and Charles Darwin, frequently walked to find solutions for deeper questions and thoughts (Loehle, 1990). For example, Harry s. Truman woke up at five in the morning for a ‘vigorous’ walk of a mile or two, wearing a business suit and tie. More modern methods are also used by Steve Jobs who is well known for his walking meetings and Mark Zuckerberg who has also been holding meetings on foot. It seems that they all intuitively knew...
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...BRAINSTORMING The Co-Creativity Institute v 551 Roosevelt Road v Suite 112 v Glen Ellyn, Illinois 60137 USA v (630) 221-9456 Brainstorming is a term which was coined to describe a very powerful method for getting groups to develop creative ideas. Not everyone who uses the term actually understands how to make the method work most effectively. Flexibility and Fluency One way researchers look at the creativity of ideas is by measuring fluency (how many ideas are generated per unit of time) and flexibility (how different those ideas are from what most people think up). The underlying assumption is that those with the greatest flexibility and fluency of thinking are the ones most likely to find new and better alternatives. While the most effective creativity may occur when people with the right combination of knowledge push hard for insight into the real problem before seeking ideas for solutions, the flexibility and fluency of that interaction is critical. An Environment ALEX OSBORN'S FOUR BASIC RULES: 1. Criticism is ruled out . Adverse judgment of ideas must be withheld until later. 2. "Free wheeling" is welcomed. The wilder the idea the better; it is easier to tame down than to think up. 3. Quantity is Wanted. The greater the number of ideas, the more the likelihood of useful ideas. 4. Combination and improvement are sought. Suggest how ideas of others can be turned into better ideas or how two or more ideas can be joined. Applied Imagination...
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...Creativity In Schools: A Maltese Perspective Paper presented during the First International Conference on Strategic Innovation and Future Creation, Malta, March 2009 Shirley Pulis Xerxen 1 The knowledge and skills needed in the future may not even be known at the time a person attends school or university. As a result, these institutions cannot limit themselves to the transmission of set contents, techniques and values, since these will soon be useless or even detrimental to living a full life. (Cropley, 2006, p. 136)1 Introduction In this paper I attempt to provide some insight about the teaching of thinking and creativity in schools by drawing parallels between what is found on this subject in the literature, my experience as a teacher of thinking skills in Primary schools in Maltai and from findings that emerge from a questionnaire that I conducted with Maltese Primary and Secondary school teachers to analyse their perceptions on the teaching and learning of creativity, compatible with the educational values of current pedagogical practices. Facing today’s challenges Educators are being increasingly faced with the ever-growing call for entrepreneurial citizens who value openness, diversity and creativity, who are able to design the future in all areas of their life. This demands that a school’s curriculum must be open and flexible enough to accommodate these new perspectives. This paper focuses on the need for a holistic approach to creativity in education, an...
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...research and literature on CREATIVITY IN EDUCATION Report prepared for the Qualifications and Curriculum Authority by Anna Craft March 2001 2 Contents Page Numbers 1.0 Introduction 1.1 Aims and purposes 1.2 Approach taken and areas covered 4 2.0 A summary of the research and literature on creativity 2.1 Historical overview 2.2 The early part of the twentieth century 2.3 More recent directions in creativity research 2.4 Lines of study stemming from the 1950s 2.4.1 Personality 2.4.2 Cognition 2.4.3 Ways to stimulate creativity 2.4.4 Creativity and social systems 2.5 Background to creativity in education 2.6 Broader claims for creativity in the curriculum 5-12 3.0 What do we mean by creativity? 3.1 Definitions or descriptions of creativity 3.2 High creativity 3.3 Ordinary, or ‘democratic’ creativity 13-15 4.0 The development of creativity in education 4.1 Research into the development of creativity in education 4.1.1 Comprehensive approaches 4.1.2 Educational approaches 4.1.3 Psychodynamic approaches 4.1.4 Humanistic approaches 4.1.5 Behaviourist approaches 4.2 Teaching approaches to developing creativity 4.2.1 ‘Creative cycle’ approaches 4.2.2 Single-strategy approaches 4.2.3 Multi-strategy approaches 4.2.4 System approaches 4.2.5 Overall pedagogic criteria approaches 16-22 3 5.0 Assessment and creativity 5.1 Recording and assessing creativity 23-24 6.0 Conclusions and key findings 6.1 High and democratic creativity 6.2 Domain-specific and...
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...Creativity and Business Innovation Prof. Stefan Meisiek Case Analysis of Critical Mass : The IT Creativity Challenge Piyush Choudhary 2013962348 Executive Summary Critical Mass is a highly successful digital marketing service firm with a its major clientele part of the Fortune 500 group. The Internet industry of which Critical Mass is a part is changing a lot. The social media tools have created a generation that has access to a lot more information. Consumers are becoming highly demanding in making creativity and innovation a must for the success of Critical Mass Inc. The company had invested a lot of resources to achieve a so called creativity inducing environment and organized a plethora of activities to ensure that the creative juices kept flowing. At this juncture the company is at the crossroads to take its next step towards a significant expansion in its client base. As a result Brian Kramer (Tech Director) and Gordon Bunk (Senior VP and MD) have decided to inspect and revaluate the current practices followed in the firm to determine whether they were having the required effect make necessary changes to make them more meaningful and result oriented. 1 |Page Creativity and Business Innovation Prof. Stefan Meisiek Introduction Critical Mass was setup in 1995 by Ted Hellard and Michael Clairo with the intention of being a interactive golf CD-ROM development company. As a part of the plan Hellard went to pitch his interactive golf CD-ROM to Mercedes Benz ,however...
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...decided to write the book, Innovate the Pixar way, which provides “business lessons from the world’s most creative corporate playground”, being Pixar. When asking Ed Catmull, cofounder of Pixar and the president of Pixar and Disney Animation Studios, in a Harvard Business Review paper about how to foster creativity in his organization, three main points are raised; Culture, leadership and collaboration. In the book under our analysis, the same points are raised. However, the authors believe that the key factor of Pixar’s great creativity is the fact that everyone thinks like a child and acts like a child within the organization. In fact, Pixar will inspire the readers to (Bill Capodagli and Lynn Jackson, 2010): - Dream like a child. - Believe in your playmates. - Dare to jump in the water and make waves. - Do unleash your childlike potential. The book is then divided into four parts and deal with the four main components that will help readers enhance their creativity: Dream, believe, dare and do. The first part talks about a supportive organization, where leadership plays a great role. Then, collaboration is the company is touched on. After, three aspects of creativity that are risk-taking, play and imagination are dealt with. Finally, the key points to create a “playground” similar to Pixar’s have been introduced. In order to review the book we will analyze the four sections of it, namely Dream, believe, dare, do. In addition, we will relate the book to...
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...| Stevenson UniversityGraduate SchoolBTM606 Creativity in Information SystemsIncreasing Productivity of the Print Management System | | Contents Table of Figures 2 Background Information 3 Problem Statement 4 Three Basic Principles Behind All Creative Thinking 4 Preparation Phase 6 Imagination Phase 8 Development Phase 9 Troubleshooting with Technology App on Tablet 10 Scenarios 10 Action Phase 12 Conclusion 13 Glossary of Terms and Abbreviations 15 Bibliography 16 Table of Figures Figure 1 – HP All-In-One Printer 3 Figure 2 – Plesk’s Model of Directed Creativity 5 Figure 3 – Flowchart for Current Print Management System 7 Figure 4 – Six Thinking Hats 8 Figure 5 – New Print Management System Flowchart 13 Figure 1 – HP All-In-One Printer Background Information As part of the Digital Learning Initiative, Baltimore County Public Schools (BCPS) contracted Hewlett-Packard (HP) for hybrid devices and all-in-one printers. HP was contracted to deliver, service, and maintain the HP revolve devices and the all-in-one networked printers to all central offices and school locations for BCPS. HP technicians removed all previously owned BCPS printer equipment and replaced them with HP networked all-in-one printers to be more cost effective and efficient. This new process was designed to fulfill Dr. Dance's vision to create budget savings that will allow BCPS to reallocate funding resources for the purchase of tablets/laptops for every teacher and...
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...CHAPTER 15 Case Synopsis: The Rise of the New Groupthink Solitude is out of fashion. Our companies, our schools and our culture are in bondage to the idea that creativity and achievement comes from collaboration. Most of us now work in teams, in offices without walls, for managers who prize people skills above all. Lone geniuses are out and collaboration is in. The author of this article calls this ‘The New Groupthink.” But there’s a problem with this view. Research strongly suggests that people are more creative when they enjoy privacy and freedom from interruption. And the most spectacularly creative people in many fields are often introverted, according to studies by psychologists. They’re extroverted enough to exchange and advance ideas, but see themselves as independent and individualistic. They’re not joiners by nature. Solitude has long been associated with creativity and transcendence. “Without great solitude, no serious work is possible,” Picasso said. Culturally, we’re often so dazzled by charisma that we overlook the quiet part of the creative process. This helps to explain why the New Groupthink has overtaken our workplaces, our schools and our religious institutions. Virtually all American workers now spend time on teams and some percent inhabit open-plan offices, in which no one has “a room of one’s own.” During the last decades, the average amount of space allotted to each employee shrank 300 square feet, from 500 square feet in the 1970s to 200...
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...Contents Executive Summary 3 IDEO’s CULTURE & process 4 IDEO Culture 4 Design process 4 Work environment 4 Prototyping 5 Collaboration 5 Customer involvement 5 Innovation process 5 Brainstorming 5 Structure and methodology 6 HandSpring Project (Visor) 7 Visor Challenges 7 The Odds situation 8 Measuring R&D Performance 9 Measuring Visor’s Project Performance 9 Prototyping of Palm V 11 The Decision 12 Executive Summary This case deals with IDEO company situation analysis. It starts with describing the IDEO corporation as an environment and the process that they use to perform the work. IDEO is a flat organization to an extreme. They have no hierarchy and discouraged formal titles, which is something that stressed more on the competiveness of the designers and engineers. They believed that prototyping is the key for the design process. They start with collaboration and brainstorming sessions in order to generate the most effective ideas and thoughts. They also have the customer involved with them in all the processes to keep him updated and aware of the steps that are taken. They have a 5 phase methodology to follow when starting a new project which are: Phase 0: Understand and observe, Phase 1: Visualize and realize, Phase 2:Evaluate and refine, Phase 3:Detailed Engineering and Phase 4: Manufacture. Theses five phase are explained more in the following pages IDEO has just finished a great breakthrough in the palm industry. They created...
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...Reflective portfolio Module: Creative thinking Task: Final assignment Campus: ESE Rome Tutor: John Wyse, MBA, MA Student: Nadezhda Novikova Deadline: 12-12-2012 Amount of words: 4 470 Table of contents Introduction……………………………………………………………………………………..3 1. The important role of creativity and innovation in the entrepreneurial process………...4 2. Creativity and marketing strategy……………………………………………………….6 3. Development of creative skills…………………………………………………………..8 4. Creative thinking and solving problem…………………………………………………11 5. Companies which foster creative processes……………………………………………..12 Conclusion……………………………………………………………………………………….13 References…………………………………………………………………………………….....14 Introduction Creative thinking is the significant part of humans’ characters. Creative people are more balanced and tolerant of others, because they know that everyone sees the world differently. Using of creative skills means not only to develop new and interesting ideas (for a better life or some of its aspects), but also for the improvement and development of the whole person. Any creative activity helps us to find personal meaning and to comprehend the own values. And this is the most important spiritual need of man, which distinguishes it from other living creatures. By studying the biographies and stories of successful people, David Galenson (economist, researcher) concluded that the peak of creative abilities can be achieved at any age. Galenson identified...
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...Toward a Theory of Organizational Creativity Richard W. Woodman; John E. Sawyer; Ricky W. Griffin The Academy of Management Review, Vol. 18, No. 2. (Apr., 1993), pp. 293-321. Stable URL: http://links.jstor.org/sici?sici=0363-7425%28199304%2918%3A2%3C293%3ATATOOC%3E2.0.CO%3B2-G The Academy of Management Review is currently published by Academy of Management. Your use of the JSTOR archive indicates your acceptance of JSTOR's Terms and Conditions of Use, available at http://www.jstor.org/about/terms.html. JSTOR's Terms and Conditions of Use provides, in part, that unless you have obtained prior permission, you may not download an entire issue of a journal or multiple copies of articles, and you may use content in the JSTOR archive only for your personal, non-commercial use. Please contact the publisher regarding any further use of this work. Publisher contact information may be obtained at http://www.jstor.org/journals/aom.html. Each copy of any part of a JSTOR transmission must contain the same copyright notice that appears on the screen or printed page of such transmission. JSTOR is an independent not-for-profit organization dedicated to and preserving a digital archive of scholarly journals. For more information regarding JSTOR, please contact support@jstor.org. http://www.jstor.org Mon Jun 4 10:59:06 2007 Academy of Management Revlew 1993 Vol 18 No 2 293 321 TOWARD A THEORY OF ORGANIZATIONAL CREATIVITY RICHARD W. WOODMAN T e x a s A&M University ...
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...Management Managing Change and Innovation Geronimo L. Jamisola II MBE-TEP PLM Learning Objectives At the end of this presentation, you should be able to answer the following questions: • What factors create the need for change? • Is change a continual or occasional process ? • How do organizations manage change and resistance to change? • What are some current issues in managing change? • How to make change successful? • What is innovation and how does it occur in organizations? • How do organizations stimulate innovation? What is Organizational Change? • Organizational Change – Any alterations in the people, structure, or technology of an organization • Characteristics of Change – Is constant yet varies in degree and direction – Produces uncertainty yet is not completely unpredictable – Creates both threats and opportunities • Managing change is an integral part of every manager’s job Forces For Change • External forces – Changing consumer needs and wants – New Governmental laws and regulations – Changing Technology – Labour markets shifts – Economic and social changes • Internal Forces – New organizational strategy – Change in composition of Workforce – New equipment – Changing Employee attitudes – Compensation and benefits Two Views of the Change Process • The Calm Waters Metaphor – Kurt Lewin: Change is a break in the organization’s equilibrium state. 3 Step Change Process (see exhibit 1): • Unfreezing the status quo • Changing to a new state • Refreezing to make...
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...LEADERSHIP FOR INNOVATION LEADERSHIP FOR INNOVATION How to organize team creativity and harvest ideas JOHN ADAIR London and Philadelphia Publisher’s note Every possible effort has been made to ensure that the information contained in this book is accurate at the time of going to press, and the publishers and author cannot accept responsibility for any errors or omissions, however caused. No responsibility for loss or damage occasioned to any person acting, or refraining from action, as a result of the material in this publication can be accepted by the editor, the publisher or the author. First published in Great Britain in 1990 by the Talbot Adair Press as The Challenge of Innovation This edition published in Great Britain and the United States by Kogan Page Limited in 2007 as Leadership for Innovation Reprinted 2007 Apart from any fair dealing for the purposes of research or private study, or criticism or review, as permitted under the Copyright, Designs and Patents Act 1988, this publication may only be reproduced, stored or transmitted, in any form or by any means, with the prior permission in writing of the publishers, or in the case of reprographic reproduction in accordance with the terms and licences issued by the CLA. Enquiries concerning reproduction outside these terms should be sent to the publishers at the undermentioned addresses: 120 Pentonville Road London N1 9JN United Kingdom www.kogan-page.co.uk © John Adair, 1990, 2007 The right of John...
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...The Illusion of Leadership Directing Creativity in Business and the Arts Piers Ibbotson The Illusion of Leadership This page intentionally left blank The Illusion of Leadership Directing Creativity in Business and the Arts Piers Ibbotson © Piers Ibbotson 2008 All rights reserved. No reproduction, copy or transmission of this publication may be made without written permission. No portion of this publication may be reproduced, copied or transmitted save with written permission or in accordance with the provisions of the Copyright, Designs and Patents Act 1988, or under the terms of any licence permitting limited copying issued by the Copyright Licensing Agency, Saffron House, 6-10 Kirby Street, London EC1N 8TS. Any person who does any unauthorized act in relation to this publication may be liable to criminal prosecution and civil claims for damages. The author has asserted his right to be identified as the author of this work in accordance with the Copyright, Designs and Patents Act 1988. First published 2008 by PALGRAVE MACMILLAN Palgrave Macmillan in the UK is an imprint of Macmillan Publishers Limited, registered in England, company number 785998, of Houndmills, Basingstoke, Hampshire RG21 6XS. Palgrave Macmillan in the US is a division of St Martin’s Press LLC, 175 Fifth Avenue, New York, NY 10010. Palgrave Macmillan is the global academic imprint of the above companies and has companies and representatives throughout the world. Palgrave® and Macmillan®...
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