Managing Creativity and Innovation, Part 2 of 2

Leaders, consultants and managers must be competent in at least thirteen domains to even begin effectively managing creativity and innovation. Part 2 of Managing Creativity and Innovation covers the last six of these domains.

h) Group Structure. There is much confusion as which group structure (or combination of structures) maximises creative output. Workshop leaders randomly seem to make people work alone, in pairs, or in small or large groups. Each combination has strong arguments for and against:

1) The individual working alone can be very creative; after all, many people who are acknowledged to have made great contributions to society have worked alone. 2) Pairs reduce the path dependency and enhance the intellectual cross-pollination that limits the individual. 3) Many successful enterprises grow rapidly in the early stages, when there are only a small team of people working together. 4) Large groups benefit from massive intellectual cross-pollination but introduce politicking, core and peripheral groups, a dilution of ideas and more negatives.

i) The degree of knowledge input has a significant effect on output. There are three types of knowledge input:

1)Tacit knowledge. That experience which results from a natural life-long interest and curiosity in many subjects and experiences. 2) Depth versus Breadth. Can someone with limited knowledge of a field make a significant contribution to it? Does excess knowledge cause blinkered vision? 3) Networks and Collaboration. Importing competencies from networks and collaboration overcomes path dependency and parochialism and allows greater frame breaking.

j) Radical versus Incremental productivity. Radical / transformational / disruptive creativity is very much glamorised. But is this what is required most often? Is radical really radical or the result of incremental improvement? How is radical defined? If we want a radical idea as opposed to an incremental change, what are the implications? Incremental and radical creativity require vastly different structures, processes, skills and resources.

k) Structure and goals. Many creative people object to structure and goals - they argue they interfere with thought processes and originality; there is a very fine line between structure and conformity. But structure and goals help set the boundaries of a problem and produce more output that when an individual is simply allowed to "do their best." How many people have a half finished novel or screenplay in their office?

l) Process. It seems somehow incongruous that creativity can be a process. Ask many practitioners what process they engage in and they may well deny there is one. But if you examine the activities of many creative people, common patterns of behaviour emerge. This common process makes insight / eureka / the aha! experience more likely. The process includes identifying and intensely investigating the problem, forcing production of ideas using creative versus critical thinking and other techniques; seeking stimuli and allowing the unconscious mind to take over by engaging in rest and unrelated activities.

m) Valuation. How do we value an idea, so as to decide how to invest resources? Even a painter who creates for pure pleasure has to decide which one of his ideas is best; there is always a value system and (some argue) always some sort of promotional instinct. There are decisions as to whether you are looking for applied creativity and who the consumer is; how do they benefit? There is no sure fire way to evaluate perfectly because there is no sure fire route to commercial success. But we can benchmark against those types of ideas that have succeeded in the past; firms must make a decision as to their strategic, competence and technical fit; there are comparisons against rivals and practical impediments; how do we make the go or kill decision and what are the trade-offs?

Kal Bishop is a management consultant based in London, UK. He has consulted in the visual media and software industries and for clients such as Toshiba and Transport for London. He has led improv workshops, exhibited artwork in San Francisco, Los Angeles and London and written a number of screenplays. He is a passionate traveller. Kal regularly conducts creativity and innovation workshops and presentations in London and can be reached via kalB@managing-creativity.com.

http://www.managing-creativity.com

---

Knowledge Gains in Innovation

Creativity can be defined as problem identification and idea generation... Read More

Creativity and Innovation Management - Good Ideas Part 1

The constant search for Good Ideas has resulted in many... Read More

Peace Alliance vs. Fighting a Battle

We read in the press about the "War on Drugs"... Read More

Cumulative Gains in Innovation

Creativity can be defined as problem identification and idea generation... Read More

Howd They Do That?

"How'd they do that?" I asked myself time and time... Read More

Success Tip From Yachting - Try To Fix The Problem Yourself

At 28, Ellen MacArthur is a world record holder. In... Read More

6 Steps to Super Mindpower

Ever hear "You can't teach an old dog a new... Read More

The Hidden Superpowers Of Your Mind

The mind is an infinite wonder. It has the fantastic... Read More

What to Do When You Are Chased by a Snake

I lived for several years on the Japanese island of... Read More

Business Innovation ? the Creative Process

Creativity can be defined as problem identification and idea generation... Read More

Use Your Intuition As a Valuable Tool for Change

Here's a subject that we don't normally think of when... Read More

Types of Innovation

Creativity can be defined as problem identification and idea generation... Read More

Set Yourself Up for Success!

Set Yourself Up For Success!... Read More

Creativity, Innovation, and the Importance of Spontaneity

Spontaneity occurs when ideas or behaviours are expressed without evaluation.... Read More

The Pendulum Swings Right - A Major Shift is Happening Inside Our Brains

The world is now changing again, it appears. The logical... Read More

Can We Change People?

There was a class of "challenged" children and many teachers... Read More

Creating Opportunity

An enterprising person is one who comes across a pile... Read More

Creativity and Innovation Management ? Fast Feedback

Creativity can be defined as problem identification and idea generation... Read More

Creativity and Innovation Management - Teach, Coach, Learn

Coaching, training or learning about creativity and innovation involves mastery... Read More

Intuition Power In Three Steps

Have you ever used your intuition to solve problems? Can... Read More

Become an Idea Collector

Have you ever gotten a really great idea ? one... Read More

Mother Of Invention Or Dummy? You Decide!

What would you say to yourself if when faced with... Read More

Creativity Management and Good Ideas

Some ideas occur in the office and others occur away... Read More

Business Innovation ? Confidence through Competence

Creativity can be defined as problem identification and idea generation... Read More

Is Mans Next Step Like A Can of Potted Meat?

Is it the dawning of the Age of Aquarius? For... Read More

Innovation Management ? The Harsh Facts Of Life For All Innovators

Creativity can be defined as problem identification and idea generation... Read More

Business Innovation ? the Value of Role Play

Creativity can be defined as problem identification and idea generation... Read More

Life ? The Teacher

You've probably heard the phrase "repetition is the mother of... Read More

Create An Idea Journal

When I first heard Jim Rohn talk about the importance... Read More

Perfectionism - The Dangerous Trap!

Just when I have something figured out, along comes another... Read More

Facing a Resource Crunch? Read On!

Recently I read an excerpt from a new business innovation... Read More

Great Ideas and Radical or Disruptive Innovation

Creativity can be defined as problem identification and idea generation... Read More

Putting Your Ideas Into Action

Ideas are everywhere. Some are small and seemingly insignificant. Others... Read More