Copy of Creativity and Innovation

Frame 3

Memorable Albert Einstein Quotes. A.S.L. & Associates, Web. Aug. 2013, http://www.asl-associates.com/einsteinquotes.htm.

Frame 4, 5:

"IBM 2010 Global CEO Study: Creativity Selected as Most Crucial Factor for Future Success." IBM News Room. 18 May 2010. Web. Aug. 2013, http://www-03.ibm.com/press/us/en/pressrelease/31670.wss

Frame 6:

Lombardo, Barbara J., and Daniel John Roddy. "Cultivating Organizational Creativity in an Age of Complexity,” page 16. SlideShare.net. IBM Global Business Services, Web. Aug. 2013, http://www.slideshare.net/fred.zimny/ibms-report-creative-leadership-report-july-2011

Frame 8:

Smith, Mark A. "Creativity and IQ, Part I: What Is Divergent Thinking? How Is It Helped by Sleep, Humor and Alcohol?" The Creativity Post. Creativitypost.com, 14 Sept. 2012. Web. 28 Aug. 2013, http://www.creativitypost.com/psychology/creativity_and_iq._what_is_divergent_thinking_how_is_it_helped_by_slee

Nussbaum, page 21.

Frame 9:

Amabile, Teresa M., Creativity and Innovation in Organizations, Harvard Business School, Report 9-396-239, January 5, 1996, page 1.

Frame 11:

11-12. Nussbaum, Bruce. Creative Intelligence: Harnessing the Power to Create, Connect, and Inspire. New York: HarperBusiness, 2013. Print, page 21.

Frame 12,13:

"Creativity and the Everyday Brain with Rex Jung." Interview by Krista Tippett. Onbeing.org. 2 May 2013. Radio, http://www.onbeing.org/program/creativity-and-everyday-brain/1879

Frame 14:

Amabile, page 1.

Frame 16,17:

Skarzynski, Peter, and Rowan Gibson. Innovation to the Core: A Blueprint for Transforming the Way Your Company Innovates. Boston, MA: Harvard Business School, 2008. Print, pages 23-24.

Frame 18

Skarzynski and Gibson, pages 33-34.

Frame 20:

Skarzynski and Gibson, page 11.

Frame 21:

Skarzynski and Gibson, page 38.

Frame 22:

Nussbaum, page 34.

Frame 23:

Skarzynski and Gibson, page 26.

Frame 24,25:

"Lateral Thinking Skills." University of Kent, Web. Aug. 2013, http://www.kent.ac.uk/careers/sk/lateral.htm

https://www.gore.com/en_xx/careers/associatestories/music/1234723062594.html#/all

Frame 28:

Nussbaum, page 82, page 35

Frame 29:

Nussbaum, page 143.

Frame 30:

41-42. Amabile, Teresa. "How to Kill Creativity." Harvard Business Review September (1998): page 18. web, http://www.sagepub.com/upm-data/11444_02_Henry_Ch02.pdf

Frame 32:

Lehrer, Jonah. "Groupthink: The brainstorming myth." The New Yorker. The New Yorker.com, 30 Jan. 2012. Web. 28 Aug. 2013, http://www.newyorker.com/reporting/2012/01/30/120130fa_fact_lehrer?currentPage=4

Endnotes:

play with the right people

The NEW Stata Center

1943

Set aside 9 months to develop their strategic innovation plan

Building 20

• They pulled 75 full-time staff from across the company

• 1/3 returned to their regular jobs

• 1/3 became full-time "innovation consultants"

• 1/3 led projects identified in the planning process

• Appointed 600 part-time "innovation mentors"

• Created a corporate-wide IT infrastructure called "Innovation E-Space"

• Started their innovation efforts in the early 1990s

• Created a rotating "Innovation Board" and "Innovation Teams"

• Regularly host "Innovation Days" for teams to showcase their ideas

• Award "Oscars" for the best implemented ideas

• Share ideas via a virtual online PingPong

Once the plan was launched

CEMEX

F R A M I N G

"Think outside the box"

How can managers influence creativity?

Connect all the dots with no more than 4 lines, without lifting your pen or tracing the same line

The term originated from the LATERAL THINKING

9-dot puzzle

1. Match people with jobs that play to their expertise and their creative thinking skills

2. Give people problem-solving autonomy

3. Allocate time and money in a way that doesn't undermine creativity

4. Create mutually supportive, diverse groups

5. Generously recognize creative work

6. Provide organizational support

Please PAUSE the presentation and click play to watch this short video clip....

General Electric

"Open Innovation" program

invites companies and entrepreneurs from outside the company to participate in innovation quests

Proctor & Gamble

"Connect and Develop" program

taps into the global market of scientists, laboratories, investors, and others for breakthrough ideas

Innovation at W.L.Gore

Time + Commitment + Money

Knowledge Mining

is giving RISE to something that is novel and useful

Please PAUSE the presentation and

click play to watch this video clip...

While we may have a dominant side, contemporary research has shown that both sides of the brain work together to produce creative thoughts

incorporates the idea of connecting seemingly unrelated islands of knowledge

Creativity

is the successful implementation of new ideas

And innovation

Tests developed in 1950s & 60s measure

"Convergent thinking," which is the ability to apply rules to arrive at a single "correct" solution to a problem.

IQ Tests measure

"Divergent thinking" is the process of generating multiple related ideas for a given topic, which was thought to be one way of measuring creativity

What's going on in the brain?

Preconditions for making breakthroughs happen:

• Create time and space for reflection, ideation, and experimentation

How do you spark creativity?

• Maximize the diversity of thinking

• Foster connections and conversations

Please PAUSE the presentation and click play to watch this video clip...

Why is the business world showing such an interest in

creativity and innovation?

History and research offer insight

• Creative Intelligence

• Divergent Thinking

• Lateral Thinking

• Framing

New buzzwords have emerged in the business world

• Creativity

• Innovation

• Knowledge Mining

• Playing

Workshop Objective:

We will show the importance of cultivating creativity in the workplace and introduce techniques that individuals and companies may use to solve problems in innovative ways.

Cultivating Creativity in the Workplace

by Amy Barnes

and Amy Maki