Creativity Management

Creativity Management ? Artists and Creativity

Creativity can be defined as problem identification and idea generation whilst innovation can be defined as idea selection, development and commercialisation.

There are other useful definitions in this field, for example, creativity can be defined as consisting of a number of ideas, a number of diverse ideas and a number of novel ideas.

There are distinct processes that enhance problem identification and idea generation and, similarly, distinct processes that enhance idea selection, development and commercialisation. Whilst there is no sure fire route to commercial success, these processes improve the probability that good ideas will be generated and selected and that investment in developing and commercialising those ideas will not be wasted.

Artists and Creativity

There is a common perception that being creative and being an artist are one and the same. That if you are one, then you are also the other. This is bad thinking:

a) What people are referring to is their perception of a creative type. In fact it is highly contentious that there is a creative type at all. Whilst some theorists argue that there are creativity traits such as tolerance for ambiguity and intolerance for conformity, others counter that these traits are hard to identify and are situation dependent. Further, motivation is more important than traits.

b) If creativity is problem identification and idea generation then we all have this ability. Further, we can all produce large numbers of ideas, numbers of diverse ideas and numbers of novel ideas. This is related to task competency.

c) Creativity is a cognitive ability. People may look "creative," but this is a bad guide to their actual cognitive performance.

d) There are many types of "artists." Poets and painters are two very different types. Bunching all "artists" together compounds confusion. The ability of painter, for example, is related to at least two factors. First, there is his or her cognitive activity ? what he or she finds aesthetically pleasing etc. Second, there is the mechanical capability of being able to translate those images onto a physical canvas with paint. This second ability is related to the hard wiring of the painter ? motor neurons etc.

These and other topics are covered in depth in the MBA dissertation on Managing Creativity & Innovation, which can be purchased (along with a Creativity and Innovation DIY Audit, Good Idea Generator Software and Power Point Presentation) from http://www.managing-creativity.com/

Kal Bishop MBA, 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, creativity and innovation workshops, exhibited artwork in San Francisco, Los Angeles and London and written a number of screenplays. He is a passionate traveller. He can be reached on http://www.managing-creativity.com/

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Creativity Management ? Artists and Creativity

Creativity Management ? Artists and Creativity

Creativity can be defined as problem identification and idea generation whilst innovation can be defined as idea selection, development and commercialisation.

There are other useful definitions in this field, for example, creativity can be defined as consisting of a number of ideas, a number of diverse ideas and a number of novel ideas.

There are distinct processes that enhance problem identification and idea generation and, similarly, distinct processes that enhance idea selection, development and commercialisation. Whilst there is no sure fire route to commercial success, these processes improve the probability that good ideas will be generated and selected and that investment in developing and commercialising those ideas will not be wasted.

Artists and Creativity

There is a common perception that being creative and being an artist are one and the same. That if you are one, then you are also the other. This is bad thinking:

a) What people are referring to is their perception of a creative type. In fact it is highly contentious that there is a creative type at all. Whilst some theorists argue that there are creativity traits such as tolerance for ambiguity and intolerance for conformity, others counter that these traits are hard to identify and are situation dependent. Further, motivation is more important than traits.

b) If creativity is problem identification and idea generation then we all have this ability. Further, we can all produce large numbers of ideas, numbers of diverse ideas and numbers of novel ideas. This is related to task competency.

c) Creativity is a cognitive ability. People may look "creative," but this is a bad guide to their actual cognitive performance.

d) There are many types of "artists." Poets and painters are two very different types. Bunching all "artists" together compounds confusion. The ability of painter, for example, is related to at least two factors. First, there is his or her cognitive activity ? what he or she finds aesthetically pleasing etc. Second, there is the mechanical capability of being able to translate those images onto a physical canvas with paint. This second ability is related to the hard wiring of the painter ? motor neurons etc.:tea:

SOURCE : http://www.managing-creativity.com/
 
Creativity Management ? Intellectual Cross Pollination

Creativity Management ? Intellectual Cross Pollination

Creativity can be defined as problem identification and idea generation whilst innovation can be defined as idea selection, development and commercialisation.

There are other useful definitions in this field, for example, creativity can be defined as consisting of a number of ideas, a number of diverse ideas and a number of novel ideas.

There are distinct processes that enhance problem identification and idea generation and, similarly, distinct processes that enhance idea selection, development and commercialisation. Whilst there is no sure fire route to commercial success, these processes improve the probability that good ideas will be generated and selected and that investment in developing and commercialising those ideas will not be wasted.

Intellectual Cross Pollination

Intellectual Cross Pollination is the raw material of the idea generation process. This statement alone implies that certain actions ought to be taken to enhance the quality and quantity of the idea pool, including:

a) The larger the number of people actively involved in the idea generation process, the better the quality of results (manipulating group structures further enhances results).

b) The larger the number of diverse and novel participants in the idea generating process, the richer the results.

c) Making use of networks and collaborating increases the tacit knowledge mix, thus overcoming path dependency, parochialism, competency traps and allowing frame breaking.

d) Allowing access to varied knowledge bases / information stores increases the intellectual base of the idea generating process.:tea:
 
Creativity Management ? Collaboration NOT Competition

Creativity Management ? Collaboration NOT Competition

Creativity can be defined as problem identification and idea generation whilst innovation can be defined as idea selection, development and commercialisation.

There are other useful definitions in this field, for example, creativity can be defined as consisting of a number of ideas, a number of diverse ideas and a number of novel ideas.

There are distinct processes that enhance problem identification and idea generation and, similarly, distinct processes that enhance idea selection, development and commercialisation. Whilst there is no sure fire route to commercial success, these processes improve the probability that good ideas will be generated and selected and that investment in developing and commercialising those ideas will not be wasted.

Collaboration NOT Competition

Creativity and Innovation are often used interchangeably. From the above we can see that the two are separate and distinct. That is perhaps why the place of competition in the field of creativity and innovation is often misquoted:

a) Collaboration beats competition in creativity. What is required to generate good ideas is intellectual cross-pollination as opposed to a restriction of ideas ? which competition enhances.

b) Collaboration beats competition in creativity. Competition causes many people to shut down. Everyone suffers from evaluation apprehension and competition enhances that.

c) Collaboration beats competition in creativity. Competition does not engender a culture of psychological safety and freedom, which encourages people to express their cognitive activity.

d) Competition beats collaboration in innovation. Perhaps. It is true that firms compete to successfully commercialise products. However, the present debate between Open Source Software and Microsoft indicates that a free exchange of ideas is better for the economy as a whole and may be better for companies in the long run. IBM has recently allowed public access to many of its patents.:tea:
 
Creativity Management ? Overcoming Blocks

Creativity Management ? Overcoming Blocks

Creativity can be defined as problem identification and idea generation whilst innovation can be defined as idea selection, development and commercialisation.

There are other useful definitions in this field, for example, creativity can be defined as consisting of a number of ideas, a number of diverse ideas and a number of novel ideas.

There are distinct processes that enhance problem identification and idea generation and, similarly, distinct processes that enhance idea selection, development and commercialisation. Whilst there is no sure fire route to commercial success, these processes improve the probability that good ideas will be generated and selected and that investment in developing and commercialising those ideas will not be wasted.

Overcoming Blocks

There are essentially two groups of blocks, the first being evaluation apprehension or evaluation anxiety and the second being task hindrance.

a) Evaluation Anxiety blocks include: fear of being unoriginal, fear of being perceived unintelligent, negatively assessing own ideas, risk aversion, the illusion of difficulty etc.

b) Task hindrance blocks include: lack of finance, no access to decision makers, lack of appropriate resources, no movement of ideas etc.

As blocks can be grouped into two, so resolutions can be grouped into two.

a) Psychological and Cultural resolutions. These include engendering a culture of psychological safety and freedom, individuals becoming aware of their own evaluation apprehension and consciously countering, developing confidence through improving their task competency and success rates etc.

b) Structural resolutions. Organisations creating management structures that allow direct access to decision makers, tangible movement of ideas, access to knowledge bases, reduced competition for resources etc.:tea:
 
Business Innovation ? Personal Creativity

Business Innovation ? Personal Creativity
Creativity can be defined as problem identification and idea generation whilst innovation can be defined as idea selection, development and commercialisation.

There are other useful definitions in this field, for example, creativity can be defined as consisting of a number of ideas, a number of diverse ideas and a number of novel ideas.

There are distinct processes that enhance problem identification and idea generation and, similarly, distinct processes that enhance idea selection, development and commercialisation. Whilst there is no sure fire route to commercial success, these processes improve the probability that good ideas will be generated and selected and that investment in developing and commercialising those ideas will not be wasted.

Personal Creativity

How can individuals maximise their idea pool? Some powerful techniques include:

a) Creative versus critical thinking. Adopt an uncritical frame of mind in order to generate a large set of ideas. Then apply reductive thinking, which involves being logical, practical, focused, conservative and feasible.

b) Break the task into smaller, manageable parts. Creativity can be problem identification, idea generation and the idea pool can be measured against the number of ideas, the diversity of ideas and the novelty of ideas.

c) Be prolific. It can be declared with great certainty that quality positively correlates with quantity. The single best creative product appears at that point in the career when the creator is being most prolific.

d) Engage in the process, which includes: identifying the problem, intensely investigating, seek stimuli, use techniques to force idea generation and engage in unrelated activities to trigger a variety of cognitive forces.

e) Import competencies to frame break, bridge and counter parochialism. Experience, tacit knowledge and intellectual cross pollination is the raw material of the idea generation process.

f) Set incremental and final deadlines. Targets produce more output than simply "do your best.":tea:
 
Creativity Management ? Breaking Through The Mental Barrier

Creativity Management ? Breaking Through The Mental Barrier

Creativity can be defined as problem identification and idea generation whilst innovation can be defined as idea selection, development and commercialisation.

There are other useful definitions in this field, for example, creativity can be defined as consisting of a number of ideas, a number of diverse ideas and a number of novel ideas.

There are distinct processes that enhance problem identification and idea generation and, similarly, distinct processes that enhance idea selection, development and commercialisation. Whilst there is no sure fire route to commercial success, these processes improve the probability that good ideas will be generated and selected and that investment in developing and commercialising those ideas will not be wasted.

Breaking through the mental barrier

There are numerous blocks that prevent creative output. Taken together, they represent a severe barrier to task completion, whether that task be the innovation of a new technical product or writing a screenplay. Some of the solutions to overcoming that mental barrier include:

a) An environment of psychological safety and freedom. Where expression is encouraged and not criticised.

b) Direct links to decision makers. Where feedback and adjustments are immediate and rewards are tangible.

c) Task Completion. Where all the competencies of a task are learned.

d) Frequent task engagement. Where the task is engaged in many times in order to build up a solid range of competencies, climb the experience curve and refine methodology and knowledge.

e) Incremental goals. Which the larger task is broken into smaller pieces and engaged in on a regular basis. Produces more output than a "do your best" approach and sets the mind working on problems at various cognitive levels. Increases the frequency and duration of insight and inspiration.:tea:
 
Creativity Management ? Don?t Write, Rewrite

Creativity Management ? Don?t Write, Rewrite

Creativity can be defined as problem identification and idea generation whilst innovation can be defined as idea selection, development and commercialisation.

There are other useful definitions in this field, for example, creativity can be defined as consisting of a number of ideas, a number of diverse ideas and a number of novel ideas.

There are distinct processes that enhance problem identification and idea generation and, similarly, distinct processes that enhance idea selection, development and commercialisation. Whilst there is no sure fire route to commercial success, these processes improve the probability that good ideas will be generated and selected and that investment in developing and commercialising those ideas will not be wasted.

Don't write, rewrite

The old axiom "throw away the first draft" is one hundred percent spot on. What the axiom is really saying is split creative from critical thinking.

a) Creative thinking and critical thinking are two separate and distinct processes. The idea is to first produce, then edit.

b) Creative thinking is daring, uninhibited, free-spirited, imaginative, unpredictable and revolutionary. The use of creative thinking fills out the pages of the first novel or screenplay. It creates an idea pool full of a variety of ideas, diverse ideas and novel ideas.

c) Critical thinking is reductive, logical, focused, conservative, practical and feasible. That first draft screenplay is now refined by cutting, pasting and rewriting. That idea pool is looked over by a number of people with the required competencies to select the most valuable ideas.

One the most valuable ideas are selected, they go into development, where the BEST ideas are chosen. The Economist (2003b) states that 3000 bright ideas are needed for 100 worthwhile projects, which in turn will be winnowed down to four development programmes for new products. And four such development programmes are the minimum needed to stand any chance of getting one winner.:tea:
 
Creativity Management ? Finding Your Voice

Creativity Management ? Finding Your Voice
Creativity can be defined as problem identification and idea generation whilst innovation can be defined as idea selection, development and commercialisation.

There are other useful definitions in this field, for example, creativity can be defined as consisting of a number of ideas, a number of diverse ideas and a number of novel ideas.

There are distinct processes that enhance problem identification and idea generation and, similarly, distinct processes that enhance idea selection, development and commercialisation. Whilst there is no sure fire route to commercial success, these processes improve the probability that good ideas will be generated and selected and that investment in developing and commercialising those ideas will not be wasted.

Finding your Voice

Finding your Voice is related to stripping away the psychological blocks that prevent the real self from emerging. Often we are not even aware who this real self is. Practical methods for finding the voice include:

a) An environment of psychological safety and freedom. Where the individual is free to express without critical evaluation; where the individual is accepted as having worth and that worth not being based on producing.

b) Engaging in the task. Through engagement, task methodology is refined, tacit knowledge base expanded, competencies learned and performance gradually optimised.

c) Moving out of comfort zones ? here new and valuable competencies are learned that can cross pollinate with existing skills.

d) Direct access to decision makers. Feedback is quick and adjustments immediate. The experience curve is scaled faster.:tea:
 
Creativity Management ? Finish What You Start

Creativity Management ? Finish What You Start

Creativity can be defined as problem identification and idea generation whilst innovation can be defined as idea selection, development and commercialisation.

There are other useful definitions in this field, for example, creativity can be defined as consisting of a number of ideas, a number of diverse ideas and a number of novel ideas.

There are distinct processes that enhance problem identification and idea generation and, similarly, distinct processes that enhance idea selection, development and commercialisation. Whilst there is no sure fire route to commercial success, these processes improve the probability that good ideas will be generated and selected and that investment in developing and commercialising those ideas will not be wasted.

Finish what you start

Writers, screenwriters and so forth are known to simultaneously juggle projects or, more often, commence on new projects before completion of previous ones. However, there are solid advantages to completing an endeavour before beginning another:

a) By completing the whole endeavour, competencies relating to all aspects of the endeavour can be utilised subsequently.

b) Moving onto new projects often results in the individual not facing and overcoming blocks that prevented completion of the previous task.

c) Completion often requires various stages of rewriting and editing, which cannot be begun until at least the first draft is complete.

d) A lack of completions doesn't provide the individual with a set if successful previous experiences, thus increasing the probability of decreased confidence.

e) Lack of completion results in stunted learning; all learning benefits from an experience curve, subliminal and subconscious activity, subliminal perception, generative and adaptive learning.:tea:
 
Creativity Management ? Its All About Routine

Creativity Management ? Its All About Routine

Creativity can be defined as problem identification and idea generation whilst innovation can be defined as idea selection, development and commercialisation.

There are other useful definitions in this field, for example, creativity can be defined as consisting of a number of ideas, a number of diverse ideas and a number of novel ideas.

There are distinct processes that enhance problem identification and idea generation and, similarly, distinct processes that enhance idea selection, development and commercialisation. Whilst there is no sure fire route to commercial success, these processes improve the probability that good ideas will be generated and selected and that investment in developing and commercialising those ideas will not be wasted.

It's all about routine

Graham Green, the famous English novelist, said that his success was down to writing 500 words a day. The value of routine in enhancing creative output is often underestimated:

a) Incremental goals such as the above produce far more output than random moments of waiting for inspiration or a "do your best" approach.

b) Inspiration and insight are the result of the mind working on problems at various cognitive levels. By keeping to a routine, problems constantly are identified and put into focus and the mind is tasked to solve them on a regular basis. Insight and inspiration are increased in frequency and duration.

c) The increased output that results form routine also increases the probability that quality will emerge. The relationship between quantity and quality should not be underestimated. Some of the most recognised works have been produced when the creator was being most prolific.

d) Routine increases the rate at which competencies, refined methodology, knowledge and process are learned, thus speeding up optimisation of performance.

e) Creative leaps or radical innovations are usually made by individuals who have significant experience in a field. Glover et al (1989) identified only three notable works produced before year ten of a composer's career. If you want to make a breakthrough you have to put in the time.:tea:
 
Creativity Management ? Sustainability through Passion

Creativity Management ? Sustainability through Passion

Creativity can be defined as problem identification and idea generation whilst innovation can be defined as idea selection, development and commercialisation.

There are other useful definitions in this field, for example, creativity can be defined as consisting of a number of ideas, a number of diverse ideas and a number of novel ideas.

There are distinct processes that enhance problem identification and idea generation and, similarly, distinct processes that enhance idea selection, development and commercialisation. Whilst there is no sure fire route to commercial success, these processes improve the probability that good ideas will be generated and selected and that investment in developing and commercialising those ideas will not be wasted.

Sustainability through Passion

The value of passion in creativity has almost become a cliché. But not without good reason has this expression survived the test of time. Passion leads to sustainability and sustainability is vital for a number of reasons, including:

a) It is critical one factor of motivation. Moreover, it is a critical factor of intrinsic motivation.

b) It leads to continued incremental productivity, which develops competencies, refines work processes, enhances knowledge and leap the experience curve.

c) It leads to prolific output, which increases the probability of quality.

d) It helps drive ideas through to implementation, which is an area where good ideas are likely to go through intense critical evaluation.:tea:
 
Creativity Management ? Synergy of Craft and Art

Creativity Management ? Synergy of Craft and Art

Creativity can be defined as problem identification and idea generation whilst innovation can be defined as idea selection, development and commercialisation.

There are other useful definitions in this field, for example, creativity can be defined as consisting of a number of ideas, a number of diverse ideas and a number of novel ideas.

There are distinct processes that enhance problem identification and idea generation and, similarly, distinct processes that enhance idea selection, development and commercialisation. Whilst there is no sure fire route to commercial success, these processes improve the probability that good ideas will be generated and selected and that investment in developing and commercialising those ideas will not be wasted.

Synergy of Craft and Art

The synergy of craft and art combine to produce quality creativity. The exact definition of art depends on the precise endeavour, but craft can be more universally articulated and includes:

a) Structure. Ideas are much easier to develop when they are situated within a framework.

b) Process. A coherent work process increases output and a consistently refined process consistently refines and improves the quality of output. Improves methodology, knowledge and procedure to eventually maximise performance.

c) Incremental productivity. Breaks up a larger whole into smaller, more manageable pieces. Produces more output than a "do your best" approach.

d) Prolific production. Increases the probability of quality occurring. The most valuable creations tend to be produced when the creator is being most prolific.:tea:
 
Creativity Management ? The Value Of An Idea?

Creativity Management ? The Value Of An Idea?

Creativity can be defined as problem identification and idea generation whilst innovation can be defined as idea selection, development and commercialisation.

There are other useful definitions in this field, for example, creativity can be defined as consisting of a number of ideas, a number of diverse ideas and a number of novel ideas.

There are distinct processes that enhance problem identification and idea generation and, similarly, distinct processes that enhance idea selection, development and commercialisation. Whilst there is no sure fire route to commercial success, these processes improve the probability that good ideas will be generated and selected and that investment in developing and commercialising those ideas will not be wasted.

The value of an idea?

How much is an idea worth? The old Hollywood axiom sums it up nicely ? ideas are a dime a dozen, and then factor in depreciation. The reason for this is twofold:

a) Good ideas are actually very easy to produce. With techniques such as creative versus critical thinking, lateral thinking, prolific output, the right organizational culture, organizational structure, the correct competency mix, a high degree of intellectual cross pollination, knowledge sources, diverse and novel participants, bridging techniques, varied and diverse stimuli and so forth? good ideas are a dime a dozen.

b) A good idea is only an idea until it is successfully implemented. People trumpet their great ideas without ever practically evaluating them. The Economist (2003b) states that 3000 bright ideas are needed for 100 worthwhile projects, which in turn will be winnowed down to four development programmes for new products. And four such development programmes are the minimum needed to stand any chance of getting one winner.:tea:
 
Creativity Management ? Working From Real Life

Creativity Management ? Working From Real Life

Creativity can be defined as problem identification and idea generation whilst innovation can be defined as idea selection, development and commercialisation.

There are other useful definitions in this field, for example, creativity can be defined as consisting of a number of ideas, a number of diverse ideas and a number of novel ideas.

There are distinct processes that enhance problem identification and idea generation and, similarly, distinct processes that enhance idea selection, development and commercialisation. Whilst there is no sure fire route to commercial success, these processes improve the probability that good ideas will be generated and selected and that investment in developing and commercialising those ideas will not be wasted.

Working from real life

There are a number of reasons why working from real life generates better ideas than fiction or mental invention. Supporting arguments include:

a) Mental invention is one of the least successful idea types. Random event with previous knowledge, solution spotting and need spotting are far more successful.

b) The best ideas come from those people who have the most tacit knowledge ? those that have had a life long interest in many subjects.

c) Truffaut said that his ideas derive 20% autobiography, 20% from newspapers, 20% from interpersonal interaction, 20% from fiction.

d) The best ideas derive from intellectual cross-pollination, networks and collaboration.

e) Though idea generation is a cognitive activity, you cannot separate the idea from its influences.:tea:
 
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