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Innovation and creativity presentation delivered in August 2011 at St Catherine's College, Cambridge on behalf of The Ethics Centre.
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Ian West DA(Salford), BSc(Hons), FCIM
Managing Director One Marketing Ltd.
CREATIVITY, INNOVATION AND CULTURE
“Every organization has to prepare for the abandonment of everything it does”
Peter Drucker
WHY CREATIVITY AND INNOVATION ARE IMPORTANT
THE INNOVATION INDEX
“Most companies are built for continuous improvement, rather than discontinuous innovation. They know how to
get better, but they don’t know how to get different.”
Gary Hamel
UNDERSTANDING CREATIVITY AND INNOVATION
INNOVATION=CREATIVITY+APPLICATION
THE INNOVATION PROCESS
IDEA GENERATIO
N
OPPORTUNITY
RECOGNITION
DEVELOPMENT
COMMERCIALIZATION
IDEA EVALUATION
CREATIVITY – GENERATING IDEAS
ORIGINS OF CREATIVITY MODELS
Grace
Accident
Association
Cognitive
Skill
Henry (1991)
CREATIVE CONCEPTS COME FROM A BODY OF KNOWLEDGE
INSPIRATION IS THE TRIGGER
INSPIRATION IS THE TRIGGER
Necessity
Direction
Nudges
Techniques
BLOCKAGES TO CREATIVITY
LEVELS OF THINKING
FIRST LEVEL THINKING
SECOND LEVEL THINKING
PATTERN RECOGNITION
Making the strange familiar and the familiar strange
SYNECTICS
“Bringing together two things not normally associated”
Arthur Koestler
BISOCIATION
BISOCIATION
THE CREATIVE CULTURE
CREATIVE CULTURES AND CLIMATESDimension Les creative More creative
Challenge Alienated Enjoyable
Indifferent Energetic
Freedom Passive Independent
Rule-bound Initiatives taken
Dynamism Boringly slow Excitedly busy
Trust, open Suspicious Trusting
Failure punished Failure accepted
Idea time Little off-task play Off-task play
Mood, playfulness Serious, stern Happy, humourous
Conflicts Welfare, destructive Debated with insight
Idea Support People negative, critical People listen helpfully
Debates Questions as power tools Contentious ideas voiced
Risk-taking Cautious, safe decisions Fast, flexible decisions
Detail and committee bound Risk acting on new ideasTruida Prekel based on work of G Ekvall
National cultural impacts
Culture within organizations
IMPACTS OF CULTURE UPON CREATIVITY AND INNOVATION
GEERT HOFSTEDE’S DIMENSIONS OF CULTURE
Power distance index (PDI)
Uncertainty avoidance index (UAI)
Individualism index (IDV)
Masculinity index (MAS)
Long term orientation (LTO)
POWER DISTANCE INDEX (PDI)
Country/Region Score Rank
Malaysia 104 1-2
China 80 12-14
USA 40 57-59
Great Britain 35 63-65
Austria 11 74
UNCERTAINTY AVOIDANCE INDEX (UAI)
Country/Region Score Rank
Greece 112 1
USA 46 62
Great Britain 35 66-67
China 30 68-69
Singapore 8 74
HIGH POWER/DISTANCE INDEX (PDI) IN ORGANISATIONS
Reluctance to challenge and question
Independence discouraged
Value system of the more powerful
Humour and playfulness discouraged
Idea-time seen as dangerous
HIGH UNCERTAINTY AVOIDANCE INDEX (UAI) IN ORGANISATIONS
What is different is dangerous
Concentration on process rather than outcome
Hierarchical structures encourage approval seeking
Strong in-group out-groups develop
Superiors are supposed to have the answers
‘Not invented here’ prejudices
CULTURAL CHANGE
National Organisational Inter-department Within-department
Top down Bottom up
Difficult
Easier
MANAGING CREATIVITY
WORKPLACE ASSESSMENT
Leadership style
Diversity of styles
The work group
The psychological environment
The physical workspace
Bringing outside perspectives
Encouraging group convergence
Based on HMM Managing Creativity and innovation
MANAGING THE INNOVATION PROCESS
Incremental innovation
Radical innovation
Process innovation
Disruptive innovation
MANAGING THE INNOVATION PROCESS
IDEA GENERATIO
N
OPPORTUNITY
RECOGNITION
DEVELOPMENT
COMMERCIALIZATION
IDEA EVALUATION
NOT ‘IT WONT WORK’ BUT ‘HOW CAN WE MAKE IT WORK?’
DOWNLOAD
Download a copy of this presentation from
www.one-marketing.euFollow the link to ‘Useful downloads’
Ian West DA(Salford), BSc(Hons), FCIM
Managing Director One Marketing Ltd.
CREATIVITY, INNOVATION AND CULTURE
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