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Group MembersGroup Members

Kyle TalleyKyle TalleyRandy OswaldRandy OswaldShyama MajumdarShyama Majumdar

Jing Wu Jing WuStephanie HamptonStephanie HamptonMike HealyMike Healy

Tracy Bakowski Tracy Bakowski

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GeneralGeneral

IntroductionIntroductionKyle TalleyKyle Talley

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CreativityCreativityGroup exerciseGroup exercise

Out of the BoxOut of the Box

What is creativityWhat is creativitymental process involving the generation of new ideas ormental process involving the generation of new ideas orconcepts, or new associations of the creative mindconcepts, or new associations of the creative mindbetween existing ideas or conceptsbetween existing ideas or concepts

Why is it important in an organization?Why is it important in an organization?GrowthGrowth

ImprovementImprovementDevelopmentDevelopment

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CreativityCreativity

Ways to promote more creative thinkingWays to promote more creative thinkingBrain storming /group discussion & activitiesBrain storming /group discussion & activitiesDiversityDiversity

Cross functional trainingCross functional training Training Training

Limiting Creativity at workLimiting Creativity at work

Time TimeOrganizations opennessOrganizations openness

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CreativityCreativity

Tracy Bakowski Tracy Bakowski

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Robbins and JudgeRobbins and Judge

What is creativity?What is creativity? The textbook defines creativity as the The textbook defines creativity as the

ability to produce novel and usefulability to produce novel and usefulideas. These ideas must be new andideas. These ideas must be new andappropriate for the organization.appropriate for the organization.

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Robbins and JudgeRobbins and Judge

Future of creativity in theFuture of creativity in theworkplaceworkplace

It is estimated that the US will add 10It is estimated that the US will add 10million creative class jobs in themillion creative class jobs in thenext decadenext decade

What is a creative class job?What is a creative class job?Science, technology, entertainment,Science, technology, entertainment,design and entrepreneurshipdesign and entrepreneurship

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Robbins and JudgeRobbins and Judge

What do you think are some traitsWhat do you think are some traitsassociatedassociated

with creative people?with creative people?Openness to experienceOpenness to experienceIntelligenceIntelligenceIndependenceIndependenceSelf-confidenceSelf-confidenceRisk takingRisk takingLow need for structureLow need for structure

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Robbins and JudgeRobbins and Judge

Creativity

Three-Component Model of Creativity Three-Component Model of Creativity

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Robbins and JudgeRobbins and Judge

How does this relate to our article?How does this relate to our article?Most people have average potentialMost people have average potential

to be creativeto be creativeThe difficult part is implementing The difficult part is implementing

that creativitythat creativity

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Todays ArticleTodays Article

Jing Wu Jing WuStephanie HamptonStephanie Hampton

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No idea? Evaluating theNo idea? Evaluating the

Effectiveness of CreativityEffectiveness of Creativity Training TrainingKamal S. BirdiKamal S. Birdi

Institute of Work Psychology, University of Sheffield,Institute of Work Psychology, University of Sheffield,

Sheffield, UK Sheffield, UK

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Four Key OutcomeFour Key OutcomeCriteriaCriteria

gauging the effectiveness of creativity and innovationgauging the effectiveness of creativity and innovationin organizationin organization

The entire process of individual creativity The entire process of individual creativityIncorporate all aspects of organization thatIncorporate all aspects of organization thatinfluence innovationinfluence innovation

The major phases in the organization The major phases in the organizationinnovation processinnovation process

The influence of organization factors on The influence of organization factors onindividual creativityindividual creativity( Amabile, T.1998)( Amabile, T.1998)

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AmabileAmabile s Work s Work Qualities of environment that promote CreativityQualities of environment that promote Creativity

FreedomFreedomGood management + EncouragementGood management + Encouragement

Greatly consistent with Principle 8: Make goodGreatly consistent with Principle 8: Make good

decisions by effectively managing the decision-makingdecisions by effectively managing the decision-makingprocessprocessRecognitionRecognition

Greatly consistent with Principle 11: Pay forGreatly consistent with Principle 11: Pay forperformanceperformance

Various Organizational CharacteristicsVarious Organizational Characteristics

(Amabile, T)(Amabile, T)

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AmabileAmabile s Work s Work Qualities of Individuals that influence creativityQualities of Individuals that influence creativity

Various Personality TraitsVarious Personality TraitsSelf-motivation + Risk-orientationSelf-motivation + Risk-orientation

Greatly consistent with Principle 9: Stimulate creativity byGreatly consistent with Principle 9: Stimulate creativity byfueling passionfueling passion

Special Cognitive AbilitiesSpecial Cognitive AbilitiesExpertise in the areaExpertise in the areaQualities of the GroupQualities of the Group

(Amabile, T)(Amabile, T)

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Design/Approach/ValueDesign/Approach/Value

for Current Studyfor Current Study

A follow-up questionnaireA follow-up questionnaireOrganizational ContextsOrganizational Contexts

Cross-sectional surveyCross-sectional survey Training programs Training programsPractical implicationPractical implication

FrameworkFrameworkGuidelineGuidelinelongitudinal approachlongitudinal approach

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3 Types of Creativity3 Types of CreativityTraining WorkshopsTraining Workshops

Beyond the BoxBeyond the Box Two-day workshop Two-day workshop

Designed to encourage significant change and innovation inDesigned to encourage significant change and innovation inorganizationsorganizations

Taught the value of setting radical goals Taught the value of setting radical goals

Strategies to achieve radical goalsStrategies to achieve radical goals

Lateral ThinkingLateral Thinking

Two-day workshop Two-day workshopCovered well-known techniquesCovered well-known techniques

Random association between conceptsRandom association between concepts

Breaking problems down into component elementsBreaking problems down into component elements

Thinking of solutions for each component Thinking of solutions for each component

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3 Types of Creativity3 Types of CreativityTraining WorkshopsTraining Workshops

Six Thinking HatsSix Thinking Hats Two-day workshop Two-day workshop

Encourage participants to systematicallyEncourage participants to systematicallyengage in 6 different modes of thoughtengage in 6 different modes of thought

Designed to help with the generation andDesigned to help with the generation andevaluation of ideasevaluation of ideas

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TheThe StudyStudy Conducted at a UK Civil ServiceConducted at a UK Civil Service

OrganizationOrganization Organization criticized by the Govt for not beingOrganization criticized by the Govt for not being

innovative enoughinnovative enough

WorkshopsWorkshopsRan for 18 months prior to the studyRan for 18 months prior to the study

Taught aspects of generating and implementing ideas Taught aspects of generating and implementing ideas

Utilized a mixture of presentation of techniques andUtilized a mixture of presentation of techniques and

conceptsconcepts

Discussion and small group exercisesDiscussion and small group exercises

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MethodologyMethodology

Questionnaire sent to participants in theQuestionnaire sent to participants in thecreativity training coursescreativity training courses

153 employees participated153 employees participated

71 questionnaires returned71 questionnaires returned

Response rate of 46%Response rate of 46%

40 attended Six Thinking Hats40 attended Six Thinking Hats

20 attended Lateral Thinking20 attended Lateral Thinking

39 attended Beyond the Box39 attended Beyond the Box

** Some employees attended more than one courseSome employees attended more than one course

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Two Methods of MeasureTwo Methods of MeasureQuantitativeQuantitative

Asked to what extent theirAsked to what extent theirparticipation in the workshopsparticipation in the workshopshad led to improvements inhad led to improvements infour types of outcomes:four types of outcomes:

Knowledge of creativityKnowledge of creativitytechniquestechniques

Attitudes to innovationAttitudes to innovation

Workplace idea generationWorkplace idea generation

Workplace ideaWorkplace idea

implementationimplementationRate from 1 Not at all to 5 ARate from 1 Not at all to 5 Agreat extentgreat extent

QualitativeQualitativeRespondents asked toRespondents asked to

describe the main impact of describe the main impact of

attending each workshopattending each workshop

Responses wereResponses wereindependently rated andindependently rated and

coded to three categories:coded to three categories:

Attitudinal outcomesAttitudinal outcomes

Knowledge outcomesKnowledge outcomes

Other outcomesOther outcomes

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ResultsResults

All 3 workshops were rated asAll 3 workshops were rated assignificantly usefulsignificantly useful

Beyond the BoxBeyond the BoxMost usefulMost usefulMean = 3.47Mean = 3.47

Six Thinking HatsSix Thinking HatsMean = 3.33Mean = 3.33

Lateral ThinkingLateral ThinkingMean = 3.00Mean = 3.00

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ResultsResultsParticipationParticipation NumberNumber KnowledgeKnowledge

of creativityof creativitytechniquestechniques

AttitudesAttitudestowardstowardscreativity andcreativity andinnovationinnovation

Work-Work-relatedrelatedideaideagenerationgeneration

ImplementatioImplementation of ideas atn of ideas atworkwork

Six ThinkingSix ThinkingHats orHats orLateralLateral

Thinking Thinking

2828 2.512.51 2.582.58 2.462.46 2.052.05

Beyond theBeyond theBoxBox

2222 2.352.35 2.862.86 2.332.33 2.352.35

Both TypesBoth Typesof coursesof courses

1616 2.722.72 2.902.90 2.792.79 2.622.62

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ResultsResultsSix Thinking Hats/LateralSix Thinking Hats/Lateral

Greatest impact on knowledge improvementsGreatest impact on knowledge improvements

Beyond the BoxBeyond the Box

Greater implementation of ideasGreater implementation of ideas

Attendance of both types of coursesAttendance of both types of coursesGreatest improvement across all outcomesGreatest improvement across all outcomes

Overall analysisOverall analysisWork environment significantly influences employee innovationWork environment significantly influences employee innovation

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Workshop ExercisesWorkshop ExercisesMike HealyMike Healy

Randy OswaldRandy Oswald

Principle 6Princip le 6 : Promote job: Promote jobsatisfaction through mentalsatisfaction through mentalchallengechallenge

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Business Beyond the BoxBusiness Beyond the Box(OKeefe)(OKeefe)

Introduction toIntroduction totriangulartriangularthinkingthinking

Counter toCounter toincrementalismincrementalism

Based on eightBased on eightthinkingthinkingstrategiesstrategies

1)1) Picture StepPicture StepChangeChange

2)2) KnowKnow

HowHow

3)3)

CreatiCreativeve Thinki Thinkingng

4 ) 4 ) A

ctintheaction zone

Actintheaction zone

5 ) B

ecome whole-brained

6 ) 6 ) C

hoosepowerful

Choosepowerful

mindsets

mindsets

7 ) 7 ) U

sehats,maps&

Usehats,maps&

thinkingpads

thinkingpads

8 ) 8 ) R

echarge,getonfire

Recharge,getonfire

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Example: Setting the BarExample: Setting the Bar

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Creative Ways to GetCreative Ways to GetOver the BarOver the Bar

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Business Example: SettingBusiness Example: Settingthe Barthe Bar

Background: US brand product sold worldwide, withBackground: US brand product sold worldwide, withvarying market share overseas. In the Irelandvarying market share overseas. In the Irelandoperation, sales of X product represented theoperation, sales of X product represented thefollowing % of market share:following % of market share:

14% (2005)14% (2005)15% (2006)15% (2006)16% (2007)16% (2007)

If you were a member of the Ireland operationsIf you were a member of the Ireland operations

management, how do you determine the sales goalmanagement, how do you determine the sales goal(% market share) for 2008?(% market share) for 2008?

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DeDe BonoBono Six Six

HatsHatsWhite Hat - FactsWhite Hat - FactsRed Hat - EmotionsRed Hat - Emotions

Black Hat - NegativesBlack Hat - Negatives

Yellow Hat - Positives Yellow Hat - Positives

Green Hat -Green Hat -AlternativesAlternatives

Blue Hat ProcessBlue Hat ProcessControlControl

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De Bono De Bono

Lateral ThinkingLateral ThinkingDefinition:Definition: A way of thinking that seeks a solution to A way of thinking that seeks a solution toan intractable problem through unorthodox methodsan intractable problem through unorthodox methodsor elements that would normally be ignored by or elements that would normally be ignored by

logical thinking.logical thinking.

or or You cannot dig a hole in a different place by digging You cannot dig a hole in a different place by digging

the same hole deeper.the same hole deeper.

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Lateral ThinkingLateral Thinking

ProblemProblemA man lives on the twelfth floor of anapartment building. Every morning he

takes the elevator down to the lobbyand leaves the building. In theevening, he gets into the elevator,and, if there is someone else in theelevator -- or if it was raining that day-- he goes back to his floor directly.Otherwise, he goes to the tenth floor

and walks up two flights of stairs to

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Lateral ThinkingLateral Thinking

Problem #2Problem #2

A man and his son are in a carcrash. The man is killed and theson is taken to hospital gravelyinjured. When he gets there, thesurgeon says "I can't operate onthis boy- he is my son!" How is

this possible?

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Summary and DiscussionSummary and Discussion

Shyama MajumdarShyama Majumdar

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Aim of the paper:Aim of the paper: To evaluate long term impact of creativity To evaluate long term impact of creativity

workshops and contrast influence of trainingworkshops and contrast influence of trainingcompared with work environment factors incompared with work environment factors in

influencing employee innovationinfluencing employee innovation

Participants reported:Participants reported:

Improvements in creativity knowledgeImprovements in creativity knowledgeand attitudesand attitudesLater workplace idea generation andLater workplace idea generation andimplementationimplementation

FindingsFindings

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Principle 10: MotivatePrinciple 10: Motivate

employee performanceemployee performancethrough goal-settingthrough goal-settingCreativity training course shouldCreativity training course should

ensure:ensure:Acquire relevant knowledge and skillsAcquire relevant knowledge and skillsSufficient motivation and confidenceSufficient motivation and confidence

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Environmental Factors of Environmental Factors of Management SupportManagement Support

Creativity training course will notCreativity training course will nothave any effect if environment is nothave any effect if environment is notfavorablefavorableDiscussions with managers beforeDiscussions with managers beforeand after training to discussand after training to discussobjectives, learning points andobjectives, learning points andworkplace applicationsworkplace applications

Principle 9: StimulatePrinciple 9: Stimulate

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Principle 9: StimulatePrinciple 9: Stimulatecreativity by fuelingcreativity by fueling

passion! passion!Openness and diversity are crucialOpenness and diversity are crucialorganizational influence on creativityorganizational influence on creativity(Ryahammer and Smith, 1999)(Ryahammer and Smith, 1999)Develop a culture in workplace whereDevelop a culture in workplace whereinnovation is publicly valued, encouragedinnovation is publicly valued, encouraged

(motivation and empowerment)(motivation and empowerment)Peer support for innovationPeer support for innovation

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SummarySummary

Need to provide creativity initiativesNeed to provide creativity initiativesto develop knowledge and motivationto develop knowledge and motivationEnvironment that fosters creativityEnvironment that fosters creativitySynergistic mixture of cultural,Synergistic mixture of cultural,structural as well as trainingstructural as well as traininginterventions for sustained andinterventions for sustained and

successful stream of innovationsuccessful stream of innovation

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Creativity TrainingCreativity TrainingInitiativesInitiatives

Opportunity / Problem findingOpportunity / Problem findingIdea generationIdea generationSolution implementationSolution implementation

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SummarySummary

Need to provide creativity initiativesNeed to provide creativity initiativesto develop knowledge and motivationto develop knowledge and motivationEnvironment that fosters creativityEnvironment that fosters creativitySynergistic mixture of cultural,Synergistic mixture of cultural,structural as well as trainingstructural as well as traininginterventions for sustained andinterventions for sustained and

successful stream of innovationsuccessful stream of innovation

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nciple 20ncip le 20 : Apply the principl : Apply the principl

LookingLookingAheadAhead

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QUESTIONSQUESTIONS

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ReferencesReferencesAmabile, T. (1988), A model of creativity and innovation in organizations, inAmabile, T. (1988), A model of creativity and innovation in organizations, in

Staw, B and Cummings, l (Eds), Research in Organizational Behavior, Vol.Staw, B and Cummings, l (Eds), Research in Organizational Behavior, Vol.

10, JAI Press, Greenwich, CT, pp. 123-67.10, JAI Press, Greenwich, CT, pp. 123-67.

De Bono, E. (1977), Lateral Thinking, Pelican, Harmondsworth.De Bono, E. (1977), Lateral Thinking, Pelican, Harmondsworth.

De Bono, E (1985), Six Thinking Hats, Viking, Harmondsworth.De Bono, E (1985), Six Thinking Hats, Viking, Harmondsworth.

OKeeffe, J. (1998), Business beyond the Box, Nicholas Brealy Publishing Ltd,OKeeffe, J. (1998), Business beyond the Box, Nicholas Brealy Publishing Ltd,LondonLondon.

Robbins, S. P., & Judge, T. A. (2009). Organizational behavior (13th ed.). UpperRobbins, S. P., & Judge, T. A. (2009). Organizational behavior (13th ed.). UpperSaddle River, NJ: Pearson/Prentice Hall.Saddle River, NJ: Pearson/Prentice Hall.

Google. (n.d.). Retrieved September 28, 2008, from Google Jobs:Google. (n.d.). Retrieved September 28, 2008, from Google Jobs:

http://www.google.com/support/jobs/bin/static.py?page=about.html&about=enhttp://www.google.com/support/jobs/bin/static.py?page=about.html&about=en

The 3M Experience. (n.d.). Retrieved October 3, 2008, from The 3M Experience. (n.d.). Retrieved October 3, 2008, fromhttp://solutions.3m.com/wps/portal/3M/en_US/us/careers/working/3m-experienchttp://solutions.3m.com/wps/portal/3M/en_US/us/careers/working/3m-experienc//