Creativity + Innovation 1.5

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Creativity + Innovation 1.5Kevin Popovi, B.A., M.S.

Kevin Popovi, SDSU Creativity + Innovation

Creativity and innovation are integral to an organizations ability to survive and thrive in todays competitive marketplace.

This course provides students with an understanding of how creativity and innovation can be facilitated and managed in a work setting.

Students will learn about theoretical conceptualizations of creativity and innovation as well as practical applications involved in fostering creativity and innovation in the workplace.

Students will be expected to play an active role in learning through class exercises, class discussions, and dialogue with guest speakers, and presentations about real (or planned) innovations in organizations. 1

CourseKey

Kevin Popovi, SDSU Creativity + InnovationPlease check-in.

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Creativity + Innovation AbroadMGT 353 Prague, Czech Republic Summer 2016 Kevin Popovi, SDSU Creativity + Innovation

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Kevin Popovi, SDSU Creativity + Innovation

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Session 1.5WelcomeRoll, AdminPlay A GameQuizDiscuss Chapter 4

Kevin Popovi, SDSU Entrepreneurship + Technology + InnovationQuizWhats Stifling the Creativity at Coolburst?Assignments

Rock, Scissors, Paper.A Game of Competition Kevin Popovi, SDSU Creativity + Innovation

Find a partner to your left. Play Rock, Scissors, Paper Best of 10

One, two, three shoot!

Find a Partner on your right. Play Rock, Scissors, Paper Best of 10

Who wanted to win?

What were you thinking about? (Yourself, other person)

Participants think of self want to beat the other person

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Tiger, Fireworks, Hello,A Game of Collaboration Kevin Popovi, SDSU Creativity + Innovation

Find a partner to your left. Play Tiger, Fireworks, Hello Best of 10

One, two, three shoot! Aargh, Boom, handshake / hello

Find a Partner on your right. Play Tiger, Fireworks, Hello Best of 10

Who wanted to win?

What were you thinking about? (Other person, group)

Help participants think of others

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Harvard Business Review Kevin Popovi, SDSU Creativity + InnovationQuiz: Whats Stifling the Creativityat CoolBurst?

https://hbr.org/1997/09/whats-stifling-the-creativity-at-coolburst

Class Discussion: What is design thinking?

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Harvard Business Review Kevin Popovi, SDSU Creativity + InnovationWhats Stifling the Creativityat CoolBurst?

https://hbr.org/1997/09/whats-stifling-the-creativity-at-coolburst

Class Discussion: What is design thinking?

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Kevin Popovi, SDSU Creativity + Innovation

https://youtu.be/fW8amMCVAJQ10

Chapter 4 of Creativity, Inc. Kevin Popovi, SDSU Creativity + InnovationQuiz: The Climate for Creativity

Required Text: Creativity, Inc.: Building an Inventive Organization by Jeff Mauzy and Richard Harriman, ISBN: 1-57851-207-7, Harvard Business School Press.

Chapter 3 = making and breaking connections, and at the keys to successfully engaging that critical dynamic

Chapter 4 addresses the climate: the key to engaging the other dynamics of the creative process

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Chapter 4 of Creativity, Inc. Kevin Popovi, SDSU Creativity + InnovationThe Climate for Creativity in an Enterprise

Required Text: Creativity, Inc.: Building an Inventive Organization by Jeff Mauzy and Richard Harriman, ISBN: 1-57851-207-7, Harvard Business School Press.

Chapter 3 = making and breaking connections, and at the keys to successfully engaging that critical dynamic

Chapter 4 addresses the climate: the key to engaging the other dynamics of the creative process

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The Climate for CreativityExpectations and Behavior Underpin ClimateEach experience uniquelyThe Mob MentalityThe Good, The Bad and The UglyOne time at Band Camp

Kevin Popovi, SDSU Creativity + Innovation

Each time you interact with others you contribute to a mutual environment that influences the expectations and behavior on everyone in the environment. Two people, a team, an office, or an entire company you make an impact.

Everyone works in a way conscious, unconscious that contributes to, and reinforces the behavior of the group.

Reinforcing behavior reinforces expectations: what you know about this group. Influences how you behave, think, do in one way or another.

Class Discussion: Were you ever in a group where good behavior was reinforced? What about bad behavior?

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The Climate for CreativityClimate is part of the company cultureClimate StabilityPeople often behave in ways that meet expectations. People form expectations from the behaviors they observe.Global and Local ClimatesThe larger the group, the more powerful and stable the climate Kevin Popovi, SDSU Creativity + Innovation

Climate Stability:

People often behave in ways that meet expectations. People form expectations from the behaviors they observe.

As a result, climates are maintained until change occurs something shifts the climate from one way to another. Change happens with expectations and behavior.

Class Discussion: Were you ever in a place with a good climate that went bad?

Global and Local Climates

The larger the group, the more powerful and stable the climate.

Culture and climate starts with a few. Founder + Partner, Partners + First Staff, Company + Employees

Some is spoken, some is observed.

They learn from those that came before: what is accepted, what is not.

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Kevin Popovi, SDSU Creativity + Innovation

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The Climate for CreativityClimates conductive for creativity nurture the individuality at the heart of intrinsic motivation.They provide the safety necessary for curiosity to flourish. They provide the support for successful evaluation. Each climate is unique.

Kevin Popovi, SDSU Creativity + Innovation

Climates conductive for creativity nurture the individuality at the heart of intrinsic motivation.

They provide the safety necessary for curiosity to flourish. The provide the support for successful evaluation. They expect newness.

Companies start small, build off of experiences, and determine how to create an environment. Sometimes they just happen. Most times they do not.

Each company is unique: so are its people, the business, the environment, the task at hand.16

Chapter 4 of Creativity, Inc. Kevin Popovi, SDSU Creativity + InnovationExercise: The Climate for Creativity

Required Text: Creativity, Inc.: Building an Inventive Organization by Jeff Mauzy and Richard Harriman, ISBN: 1-57851-207-7, Harvard Business School Press.

Chapter 3 = making and breaking connections, and at the keys to successfully engaging that critical dynamic

Chapter 4 addresses the climate: the key to engaging the other dynamics of the creative process

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Exercise: The Climate for CreativityBreak into 3 GroupsHallmarkHewlett-PackardNetGenesisSummarize the story (10:00)Share the lessons (1:00)Q&A (1:00)

Kevin Popovi, SDSU Creativity + Innovation

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Building Internal Boundaries to Nurture Creative TalentHallmark CardsWe were profitable, all was good.The industry changed, our people changed.Needed to build a creative climate inside a results driven business culture that would nurture a wide range of creative types.Then what? Kevin Popovi, SDSU Creativity + Innovation

Wall of Specialty Creative Division from the rest of the companyConvince corporate leaders to provide autonomyEvaluated first by creative, second by customer, then by management (reassured business they would be customer focused)

Result:Freedom necessary to create a climate different than the rest of the companyMid-level managers were the key to maintaining staff morale, intrinsic motivations (they knew what they were, could monitor)Key enablers for the success of the divisionStudied process, made changesRecharged creatives, research tripsCreated a local climate to support diversify and sustain the brand of creative talent Hallmark traded on.

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A Creative Climate Based on PrinciplesHewlett-PackardThe group would be under pressure to deliver software solutions quickly.Stay creative and flexible, expertise from many departmentsDevelop a culture that matched the creativity we needed to accomplish, then hire into it.Then what? Kevin Popovi, SDSU Creativity + Innovation

New Software VentureCross functional = avoid silosDevelop a culture that matched the creativity we needed to accomplish, then hire into it.Hired on 3 Principles: Collaboration, Open Feedback, FlexibilityCollaboration you need multiple perspectives: none of us know as much as all of usOpen Feedback Everyone knows what is going on, where they stood. 360-review process, every knows what everyone is doing. Feedback loop kept improvingFlexibility: We have to be open to changing ourselves the market evolves too fast. Open space work flow, spontaneous information sharing.

Collaboration, Open Feedback, Flexibility shaped a functioning creative climate

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Building A Creative Climate In a New Company Creative Groups brought into larger companies lose creativity over timeNetGenesisIn a world where strength brings success and you have to have muscles to compete, you learn to lift weights.Recruited most skilled, most ambitious in the industry, most creativeCreated expectationThen what? Kevin Popovi, SDSU Creativity + Innovation

Creative Groups brought into larger companies lose creativity over time why?Due to the more powerful expectations and the behaviors of the surrounding organization.Some people leav