Creativity, innovation and culture
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Innovation and creativity presentation delivered in August 2011 at St Catherine's College, Cambridge on behalf of The Ethics Centre.
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Creativity, innovation and culture
- 1. Ian West DA(Salford), BSc(Hons), FCIM Managing Director One Marketing Ltd. CREATIVITY, INNOVATION AND CULTURE
- 2. “ Every organization has to prepare for the abandonment of everything it does” Peter Drucker WHY CREATIVITY AND INNOVATION ARE IMPORTANT
- 4. “ Most companies are built for continuous improvement, rather than discontinuous innovation. They know how to get better, but they don’t know how to get different.” Gary Hamel UNDERSTANDING CREATIVITY AND INNOVATION
- 6. THE INNOVATION PROCESS IDEA GENERATION OPPORTUNITY RECOGNITION DEVELOPMENT COMMERCIALIZATION IDEA EVALUATION
- 7. CREATIVITY – GENERATING IDEAS
- 9. CREATIVE CONCEPTS COME FROM A BODY OF KNOWLEDGE
- 10. INSPIRATION IS THE TRIGGER
- 13. LEVELS OF THINKING FIRST LEVEL THINKING SECOND LEVEL THINKING
- 15. Making the strange familiar and the familiar strange SYNECTICS
- 16. “ Bringing together two things not normally associated” Arthur Koestler BISOCIATION
- 17. BISOCIATION
- 19. CREATIVE CULTURES AND CLIMATES Truida Prekel based on work of G Ekvall Dimension Les creative More creative Challenge Alienated Enjoyable Indifferent Energetic Freedom Passive Independent Rule-bound Initiatives taken Dynamism Boringly slow Excitedly busy Trust, open Suspicious Trusting Failure punished Failure accepted Idea time Little off-task play Off-task play Mood, playfulness Serious, stern Happy, humourous Conflicts Welfare, destructive Debated with insight Idea Support People negative, critical People listen helpfully Debates Questions as power tools Contentious ideas voiced Risk-taking Cautious, safe decisions Fast, flexible decisions Detail and committee bound Risk acting on new ideas
- 20. National cultural impacts Culture within organizations IMPACTS OF CULTURE UPON CREATIVITY AND INNOVATION
- 22. POWER DISTANCE INDEX (PDI) Country/Region Score Rank Malaysia 104 1-2 China 80 12-14 USA 40 57-59 Great Britain 35 63-65 Austria 11 74
- 23. UNCERTAINTY AVOIDANCE INDEX (UAI) Country/Region Score Rank Greece 112 1 USA 46 62 Great Britain 35 66-67 China 30 68-69 Singapore 8 74
- 26. CULTURAL CHANGE National Organisational Inter-department Within-department Top down Bottom up Difficult Easier
- 30. MANAGING THE INNOVATION PROCESS IDEA GENERATION OPPORTUNITY RECOGNITION DEVELOPMENT COMMERCIALIZATION IDEA EVALUATION
- 31. NOT ‘IT WONT WORK’ BUT ‘HOW CAN WE MAKE IT WORK?’
- 33. Ian West DA(Salford), BSc(Hons), FCIM Managing Director One Marketing Ltd. CREATIVITY, INNOVATION AND CULTURE
Notes de l'éditeur
- Grace – divine intervention. You have it or you don’t. Means companies can only improve by hiring such people. Accident – serendipity, Penicillin. Not helpful as a strategy. Association – procedures, lateral thinking, brainstorming. Amenable to training. Cognitive – nothing special, relies on cognitive processes – emphasis on hard work and productivity. Companies like this – just make people work harder. Only works if problem has been clearly identified – about implementation rather than creativity. Skill – a particular human ability. About removing mental barriers to allow this innate spirit to flourish.
- Study, training experience and expertise. New drugs are invented in pharma labs. Software ideas come from developers. Einstein, Edison, Steve Jobs, Picasso – all had a body of knowledge to build upon
- Necessity – people who have to succeed. Direction - leadership Nudges – input from others Techniques – creative techniques
- First described by W.J.J. Gordon in his book. In 1960 set up company with George Prince and Dick Sperry.
- Goran Ekvall – methodology to quantify the climate. Lets just pick some key points – failure, creativity requires ‘permission’ to make mistakes: questions – contentious ideas must be encouraged and not used as power tools. Idea time is vital. Rules inhibit. This where intentions have to deal with cultures…
- 74 Countries,
- High uncertainty avoiding cultures look for structures in their organizations and relationships that make events clearly interpretable and predictable
- Not just one big idea, but a sustainable stream of new ideas and processes that will add value to the organisation.
- Leadership style - Diversity of styles – actively seek out people of diverse backgrounds and thinking styles The work group – encourage minority opinions, no such thing as a bad idea The psychological environment – risky thinking supported, rewards and recognition. The physical workspace – stimulating objects, spaces for both boisterous play and thoughtful contemplation. Bringing outside perspectives – observe users and customers in their own environments. Don’t fear strangers. Encouraging group convergence -
- Incremental innovation – Intel’s chips Radical innovation – the transistor, digital imaging Process innovation – float glass, ipod Disruptive innovation -