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OrganizationalOrganizational CreativityCreativity

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AgendaIndividual and Organizational Creativity

Dichotomies and organizationalcoexistence within creativity

Proposed methodology and application

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Individual and Organizational Creativity

Dichotomies and organizationalcoexistence within creativity

Proposed methodology and application

Agenda

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INDIVIDUAL CREATIVE ACTION IN MULTIPLESOCIAL DOMAINS

• I wonder if the rest of my team will find this interesting?

DOMAIN: a group (workunit members)

• Will the company allocate funds for a research project?

DOMAIN: organisation (socialised organisatonal actors)

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INDIVIDUAL CREATIVE ACTION IN MULTIPLE SOCIAL DOMAINS

• Is this product conform to federal safty requirements?

DOMAIN: institutions (professional specialist)

DOMAIN: markets (consumers, suppliers, competitors…)

• Will it sell?

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LONG-DURATION CREATIVE PROJECT

• Development of the Boeing 777 aircraft

• It took 5 years to complete and it was priced at $100 million

• Over four million discrete components

• 250 separate, yet highly interdependent design teams

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CREATIVITY“…is the evolutive aptitude of a system”

Binnig, 1991

Aptitude: capability of modifying, changing, innovating

System: subjects of creativity are not only individuals, but alsosocial systems, organizations and enterprises

Evolution: it is impossible to foresee the behaviour of creative systems, just considering their inputs

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INDIVIDUAL CREATIVITY

“Creativity is the capability to think out of scheme, achieving new and functional conclusions, suited to

solve a problem or catch an opportunity”

Bertone, 1993

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DEFINITIONS

• Creativity is a domain-specific, subjectivejudgement of the novelty and value of anoutcome of an particular actor

• Creativity is a production of novel ideasthat are useful and appropriate to thesituation

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DEFINITIONS• Creativity is the process of engagement in

creative acts, regardlles of whether the results are novel and useful

• Creativity is a process of sensing problems, making guesses, formulating hypothesis, communicating ideas to others and contradicting conformity

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AN INTERACTIONIST MODEL OF ORGANISATIONAL CREATIVITY

Individual

creativityGroup

creativity

Organisation

creativity

External

environment

Antecedent condition CI contextual influences

CI

CICI

(Woodman et al., 1993, AMR)

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INDIVIDUAL CREATIVITY

Ci = f(A, B, CS, P, K, IM, SI, CI)

A.. antecedent conditionsB.. creative behaviourCS.. cognitive styleP.. personalityK.. knowledgeIM.. intrinsic motivationSI.. social influencesCI.. contextual influences

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CREATIVITY IN GROUPS

CG=f(Ci, GCOMP, GCHAR, GPROC, CI)

GCOMP.. group composition

GCHAR.. group characteristics

GPROC.. group processes

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CREATIVITY IN ORGANISATIONS

Co=f(CG, CI)

Encourage risk takingStimulate participationIntrinsic rather than extrinsic rewardsStimulate sharing informationsSlack resourcesOrganisational designAbsorptive capacity

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The Time-Pressure/Creativity MatrixTime Pressure

Likelihood

Of Creative

Thinking

High

Low

Low High

Creative thinking under low timepressure:

• to feel as on expedition,

• generating or exploring newideas,

• to collaborate with one person.Creative thinking under lowtime pressure is unlikely:

• little encouragement frommanagement

• a lot of group meetings rather

then with individuals

• to feel like on the mission,

• to focuse on one activity,

• doing important job, beingpositively challenged

• equal orientation on exploringideas and identifying problems

• distraction

•highly fragmented work

• don’t get a sense the work is important

• experience lots of last-minute

changes

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ORGANIZATIONAL CREATIVITY (1/2)

• It is not determined by the single individual creativities• It is not the sum of individual creativities• It is the context, that exalts synergies

“…is the result of the conditionsthe whole organization is in”

Vicari, 1998

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Fonte: Vicari, 1998

Types of creativity

ORGANIZATIONAL CREATIVITY (2/2)

Individual CreativityHIGHLOW

Org

aniz

atio

nal C

reat

ivity

LOW

HIG

H• Organizations based

on continuousimprovement, on effectivenesssystematic seeking

• Low rate of innovation, only imitations

• Not so much effectiveorganizations

• Successfulorganizations

• High rate of innovation

• Few innovations, sometimes radical, based on individualentrepreneurial spirit

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Creativity

CREATIVITY AND INNOVATION

Creativity as the milieu where innovative processes mightflourish easily

Innovation is the outcome, creativity is the condition

Innovativeprocesses

Innovation

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A METAPHOR

CREATIVE TECHNIQUES seeding

ORGANIZATIONAL CREATIVITY rich soil

How do you “enrich” an organizationto make it creative?

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Individual and Organizational Creativity

Dichotomies and organizationalcoexistence within creativity

Proposed methodology and application

Agenda

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CREATIVE VS HABITUAL BEHAVIOUR

The returns on creative actions are systematically less certain, more remote in time and more distant from the locus ofaction than are more routine actions(March, OS, 1991)

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FROM DICHOTOMIES TO COEXISTENCE

R.N. Foster, S. Kaplan, 2001

ORGANIZATIONAL CREATIVITY

ORDERORDER CHAOSCHAOS

coexistence

“Enterprises need to be re-imagined in order to strenghten their capability to evolve, instead of their capability to perform”

A company cannot function as an anarchy. It must be organised, it must beroutinised, it must be planned…Oganisations by the nature are inhospitableenvironments for innovations. T. Levitt, 2002

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ORGANIZATIONAL DICHOTOMIES

Continuity

Perform

Convergence

Control

Discontinuity

Create

Divergence

Freedom of action

OR

OR

OR

OR

From OR culture to AND culture

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DICHOTOMIES and COEXISTENCE (1/4)

(routine, past success, survival spirit, …)

(radical innovation, turbolentenvironments, real markets, …)

Risks and Resourcesminimization, cultural hinders, low innovation capability, possible strategicerrors

Uncertainty, lack of modelsto follow, possibility of new

competitive advantages

continuitycontinuity discontinuitydiscontinuity

Organize the presentaccording to future scenarios

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DICHOTOMIES and COEXISTENCE (2/4)performperform createcreate

(use of past operational models, exploitation of acquired skills, …)

(future imagination, realitytransformation, unbeaten

paths exploration, …)

Effectiveness, consolidation, processes’ full control

Priority of action, instead of analysis (try&learn)

Learning by exploitationAnd learning by exploration

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DICHOTOMIES and COEXISTENCE (3/4)convergenceconvergence divergencedivergence

( deduction, model building, analytic thinking, …)

(change your point of view, unusual associations, cross

fertilization, absorptive capacity…) Measurable, suited to well

defined and rationalproblems

Output high casuality, original visions

R.N. Foster, S. Kaplan, 2001

Collision Decision

Sperimentation

Divergent

IncubationConvergent

Observation

CREATIVE ACTION

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DICHOTOMIES and COEXISTENCE (4/4)controlcontrol freedomfreedom of of

actionaction(respect of routines and procedures, …)

(possibility to take risks, makemistakes, …)

No excessive risk taking, blocks to radical innovation

Responsibleness, lack of coordination

Give guide-lines,avoid to assign rigid tasks

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Individual and Organizational Creativity

Dichotomies and organizationalcoexistence within creativity

Proposed methodology and application

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AN OPERATIVE APPROACH

How can we translate in practical terms all the abovementioned concepts?

Does it exist an universal recipe to enhance organizationalcreativity?

Is it possible to approach the topic with a structuredmethodology?

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It was born from a comparative analysisof methodologies and techniques

one methodologyarticulated in 5 phases

6 selected techniques

PROPOSED METHODOLOGY: “BEST OF BREED”

16 analyzed methodologies

More than 100 assessedtechniques

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METHODOLOGICAL PHASES

1- External Mapping

2- Internal Mapping

3- Creative Process

4- Evaluation

individuation of new or unexpressedneeds, study of competitors’strategies…

Valorization of organizational resourcesto enhance the emergence of new business concepts; internal survey

Ideas production

Evaluation and selection of best ideasaccording to the assessment criteriaestablished internally by the company

0- PredispositionCreation of conditions enablingcreativity development, definition of business targets, resources allocation, training about the use of techniques and team building

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TOOLS3

Creative process

4Evaluation

CreativityTemplate

MorphologicalAnalysis

Provocation& Movement

Six Hats

1ExternalMapping

2InternalMapping

AttributesValue chain

SWOTAnalysis

EDUCATION QUESTIONARY SESSION GROUP SESSION

0Predisposition

tech

niqu

esph

ases

Creativetraining

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APPLICATION: PRODUCT DEVELOPMENTConceptualization

Product planning

Product design

Product engineering

Process engineering

Industrialization

Pre-set / Start

Production

Organizational Creativity for new product’s concept

Suppliers Purchasing TradeMarketing

Clients

Design

Production

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CONTACTS:

Alberto F. De Toni: detoni@uniud.it

Krsto Pandža: krsto.pandza@uni-mb.si