Innovtion&creativity Flashcards
What is creativity in business relation?
The idea must be original, appropriate-useful and actionable to improve a product or to open a new way to approachable process
What are the three parts of creativity?
Expertise, creative thinking, & motivation
Expertise
Everything a person knows and can do in the domain he works in (doesn‘t matter how expertise is acquired)
‚Network of possible wanderings‘ (part of expertise)
Intellectual space that is used to explore and solve problems —> the larger the intellectual space the better
Creative thinking
How people approach problems and solutions —> capacity to put existing ideas together in new combinations (depends a bit on personality)
Extrinsic motivation
Comes from outside a person like reward —> makes people do the job in order to get something desirable or avoid something painful
Intrinsic motivation
Passion and interest—> persons internal desire —> engage in work for the challenge and enjoyment of it —> work itself is the motivation
Natural resources
Expertise and creative thinking—> motivation will determine what people actually do
What managerial practices affect creativity (6 categories)
Challenge, freedom, resources, work-group features, supervisory encouragement, and organizational support
Challenge
Stimulate creativity—> matching people with the right assignment (match the assignment that triggers intrinsic motivation)
Resources
Main resources that affect creativity are time and money—> can support and kill creativity
Work-group features
Build teams that come up with creative ideas by creating mutually supportive groups with a diversity of perspectives and backgrounds
Team that comprises of people with a diversity of perspectives and backgrounds
Same excitement over goals
Willingness to help
C is killed by homogenous groups
Cross functional groups
Supervisory encouragement
Sustain passion, by letting people feel as if their work matters to the organization
Organizational support
Encouragement from supervisors fosters creativity, but it is truly enhanced when entire organization supports it
Radical innovation
Technical breakthroughs that make existing products outdateted or that create new markets altogether
Incremental innovation
Small improvements of already existing products, more certain, almost no risk
Creativity
Generation of novel and useful ideas
Innovation
Subsequent stage of implementing ideas toward better producers, practices, or products
Gate-focused process, linear path
Development, prototyping, testing and commercializing
five key domains in which radical innovation can take place
Process:
Manager should leave the project plan open and flexible
Team will pausier multiple solutions
Each phase needs a fresh manager decision
Team follows multiple paths simultaneously, adapting to emerging circumstances that are not predictable
Methods and tools:
Teams need to expand their horizon of the goals
Cross-functional teaming
Creativity tools
KIPs and decision making:
Managers need to look at a wider set of accomplishments
Managers can tolerate a team‘s lack of progress on some dimension
Organization structure:
Goal: organization that is free of conventional management structures
Division incremental and radical projects
Teams need to be open
Termin and collaboration:
Greater learning and flexibility from cross-functional teams
Process
Need to be flexible/ nonlinear, need of individual ideas
Methods and tool
Expand horizon of goals
Cross-functional teaming
Creativity tools
Evaluate degree of innovation & capability—> commitment of steakhouses
KIPs and decision making
Encourage risk taking, enable clear and quick decision making
Organizational structure
Innovation= top management priority, open organization structures
Treating and collaboration
Promote openness and collaboration with internal and external partners, ensure availability of required resources
Difference between creativity and innovation
Creativity is the generation of novel ideas
Innovation is the implementing of ideas toward better producers, practices, or products
Directions for future research
- Integrate the idea generation and idea implementation subfields
- Need for theory-driven studies
- Organizations suture and facet-specific climates for creativity and innovation
- Innovation process research
- Redress creativity and innovation maximization fallacy
- senior management team and intervention studies
- leadership style in the creativity-innovation cycle
- ‚Dark-side‘ approaches and studies
- Role of customers in employee creativity and innovation
- role of the internet and social media in creativity and innovation
