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Creating a Creative Organization
Module 4
David A. JarvisSalve Regina UniversityMGT567 Creative Problem SolvingOctober 6-7, 20-21 2012
VIDEO: Why work doesn't happen at work (Jason Fried)
A culture that supports the creative process
A creative culture
People
Leadership
Environment
Process
Organizational characteristics to support creativity and innovation
Characteristic Green Yellow Red
Risk taking is acceptable to management XX XX XX
New ideas and new ways of doing things are welcomed
XX XX XX
Information is free flowing – not controlled XX XX XX
Employees have access to information sources
XX XX XX
Good ideas are supported by executive patrons
XX XX XX
Innovators are rewarded XX XX XX
SOURCE: Managing Creativity and Innovation, HBR
Risk taking is acceptable to management
Find organizational mechanisms for handling the risk/reward relationship
Communicate that risks are acceptable
Two key methods for dealing with risk: Diversification (portfolio of
ideas)
Cheap failures (fail fast)SOURCE: Managing Creativity and Innovation, HBR
“You got to know when to hold 'em, know
when to fold 'em, Know when to walk away and
know when to run.”
New ideas and new ways of doing things are welcomed
Innovation has to be a normal part of business
Have to communicate your reasoning
You can only shoot ideas down if: They lack strategic fit You lack resources to
implement them
SOURCE: Managing Creativity and Innovation, HBR
20% time
15% Rule
Connect + Develop
Information is free flowing and employees have access
Knowledge from inside and outside the organization
Knowledge management systems Social networks Lessons learned Best practices Communities of interest Customer visits Professional meetings and conferencesSOURCE: Managing Creativity and Innovation, HBR
Good ideas are supported by executive patrons
Important for radical innovation Provide
Moral support Guidance Protection Funding Resources
SOURCE: Managing Creativity and Innovation, HBR
Jeff Bezos Elon Musk
Steve JobsRobert Galvin
Innovators are rewarded
SOURCE: Managing Creativity and Innovation, HBR
Recognition Control Celebration Rejuvenation
Weird ideas that work
1. Hire “slow learners”2. Hire people who make you
uncomfortable, even those you dislike3. Hire people you (probably) don’t need4. Use job interviews to get ideas, not to
screen candidates5. Encourage people to ignore and defy
superiors and peers6. Find some happy people and get them
to fight7. Reward success and failure, punish
inaction
Weird ideas that work
8. Decide to do something that will probably fail, then convince yourself and everyone else that success is certain
9. Think of some ridiculous and impractical things to do, then plan to do them
10. Avoid, distract, and bore customers, critics and anyone else who just wants to talk about money
11. Don’t try to learn anything from people who seem to have solved the problems you face
12. Forget the past, especially your company’s successes
What makes a creative leader?
A creative manager?
Leadership styles
coercive “do what I tell you”
authoritative “come with me”
affiliative “people come first”
democratic “what do you think”
pacesetting “do as I do now”
coaching “try this”
Transformational leadership qualities
Open to change Involves followers in problem solving efforts
Responds positively to new ideas
Is supportive of new ideas
Encourages debate Entertains different perspectives
Allows freedom and autonomy
Encourages risk taking and accepts failure
The creative business?
Maximize business results
Maximize business creativity
coordination productivity control
originality influence usefulness
SOURCE: How to Kill Creativity, Amabile, HBR
How to manage creativity
Challenge Freedom
Resources Work-group features
Supervisory encouragement
Organizational support
SOURCE: How to Kill Creativity, Amabile, HBR
How to manage creativity
SOURCE: How to Kill Creativity, Amabile, HBR
Challenge Freedom Resources
• Match people with the right assignments
• Balance being bored and being overwhelmed (losing control)
• Give people autonomy to control the means of how things get done
• Ensure that goals remain stable
• Provide an adequate amount of time and money
• “Threshold of sufficiency”
• Don’t create fake or artificially tight deadlines
How to manage creativity
SOURCE: How to Kill Creativity, Amabile, HBR
Work-group features
Supervisory encouragement
Organizational support
• Mutually supportive
• Diverse perspectives
and backgrounds
• Share excitement
• Help teammates
through difficult times
• Watch out for
homogeneous teams
• Work needs to
matter to the
organization
• Minimize layers of
evaluation
• How do you treat
people who’s ideas
fail?
• Watch the level of
criticism
• Appropriate systems,
procedures, and
values to foster
creativity
• Encourage
information sharing
and collaboration
• Minimize political
problems
Ekvall’s climate dimensions
Challenge Freedom Idea support Trust and openness Dynamism and liveliness Playfulness and humor Debate Risk taking Idea time
A climate for creativity
Would you rather work here…
A climate for creativity
…or here?
A climate for creativity
Here…
A climate for creativity
…or here?
Physical environment checklist
Accessible, casual meeting space Physical stimuli Space for quiet reflection Variety of communication tools Employee-only space Customer contact space Space for individual expression Game or relaxation area
SOURCE: Managing Creativity and Innovation, HBR
The Allen curve
SOURCESBOOKS Arthur, Cropley. Creativity in Education and Learning. Routledge, 2001. ISBN-10: 0749434473 Kelley, Tom, Jonathan Littman, and Tom Peters. The Art of Innovation: Lessons in Creativity from IDEO, America's
Leading Design Firm. Crown Business, 2001. ISBN-10: 0385499841 Lehrer, Jonah. Imagine: How Creativity Works. Houghton Mifflin Harcourt, 2012. Leonard-Barton, Dorothy and Walter C. Swap. When Sparks Fly: Harnessing the Power of Group Creativity. Harvard
Business Review Press, 2005. ISBN-10: 1591397936 Managing Creativity and Innovation (Harvard Business Essentials). Harvard Business Review Press, 2003. ISBN-10:
1591391121 Puccio, Gerald, Marie Mance and Mary C. Murdock. Creative Leadership - Skills That Drive Change. 2nd ed. Sage
Publications, 2011. ISBN-10: 1412977576 Treffinger, Donald, Scott Isaksen, and Brian Stead-Doval. Creative Problem Solving: An Introduction. 4th ed. Prufrock
Press, 2006. ISBN-10: 1593631871
ARTICLES “Developing Creative and Critical Thinkers”, Col. Charles D. Allen, U.S. Army, Ret. and Col. Stephen J. Gerras, Ph.D.,
U.S. Army, Ret., Military Review, Nov-Dec 2009 “Sparking creativity in teams: An executive’s guide”, Marla M. Capozzi, Renée Dye, and Amy Howe, McKinsey
Quarterly, April 2011 “How Pixar Fosters Collective Creativity”, Ed Catmull, Harvard Business Review, Sept 2008 “Inside Cisco’s Search for the Next Big Idea”, Guido Joret, Harvard Business Review, Sept 2009 “How to Kill Creativity”, Teresa M. Amabile, Harvard Business Review, Sept-Oct 1998 “Cultivating organizational creativity in an age of complexity” (IBM study, 2011) “Defining Systematic Creativity” (LEGO Learning Institute, 2009) “Accelerate!”, John P. Kotter, Harvard Business Review, Nov 2012 “What Doesn't Motivate Creativity Can Kill It”, Teresa Amabile and Steve Kramer, Harvard Business Review Blog
Network, April 25, 2012 “KIDS Vision: Imagining Possible Futures for Technology”, Latitude Studios