60 years of creativity in business organisations

Ricardo Sosa, Pete Rive, Andy Connor

http://www.drs2016.org/286

Randall, F. D. (1955) Stimulate your executives to think creatively. Harvard Business Review, 33(4), p121-128.

The Evolution of Office Design: http://www.morganlovell.co.uk/articles/the-evolution-of-office-design

Creative Office. 5 Ways to Build an Inspiring Environment: www.inproma.biz/creative-office-part-2-5-ways-to-build-an-inspiring-environment

A Bruising Workplace: www.nytimes.com/2015/08/16/technology/inside-amazon-wrestling-big-ideas-in-a-bruising-workplace.html

“Five outstanding individuals… or 500?”

A few obvious* questions:◌ A ‘creative class’ or a creative atmosphere? When?◌ What individual and group behaviours nurture creativity?◌ How may new ideas be selected and implemented?◌ What conditions favour marginal or radical ideas?◌ How to manage team size across stages?◌ What information and decision structures?

Sosa, R. & Connor, A. (2015) A computational intuition pump to examine group creativity: building on the ideas of others. International Association of Societies of Design Research IASDR 2015, Brisbane, Australia.

Sosa, R. (2016) Computational Modelling of Teamwork in Design. Experimental Design Research, pp. 173-186. Springer

Group creativity: essential models

Extensions to the Axelrod model:◌ Individual dissent in group convergence (low prob)◌ Two types of agent interaction: idea-giving and idea-taking◌ Degree of dissent: from marginal to radical changes

This paper: parameter sweep of agent interaction and degree of dissent with 9 agents, 10 features, 10 traits…◌ Dependent variable: collective changes triggered by individual

dissent (‘revolutions’)

Pumping intuitions…Computational models to help us think

Increased participation has a marginal effect (or may even have a negative effect) when dissent is incremental, but it has significant positive effects when dissent is radical

Wider participation may only matter when team members are allowed/able

to make bold contributions.

If efforts are put on increasing participation that yields incremental ideas, then not only the

levels of group creativity may fail to increase, they may actually decrease.

Diminishing returns for group participation: adding more 'idea-giving' agents brings a significant increase in group revolutions only when participation is low, and it slows down thereafter

The management of creative groups: to continuously shape strategies & resources

to balance participation with risk

Dilemma: efficiency/exploration

Dilemma: participation levels

Dilemma: idea-giving/idea-taking

Dilemma: incremental/radical

60 years of creativity in business organisations

Ricardo Sosa, Pete Rive, Andy Connor

http://www.drs2016.org/286