Mod001093 creative thinking 080315

MOD001093 MOD001093 ENTREPRENEURSHIP ENTREPRENEURSHIP AND INNOVATION: AND INNOVATION: CREATIVE THINKINGCREATIVE THINKING

Prof.Stephen OngProf.Stephen OngBSc(Hons)Econs (LSE), MBA (Bradford)BSc(Hons)Econs (LSE), MBA (Bradford)

Visiting Professor, Shenzhen UniversityVisiting Professor, Shenzhen UniversityAcademic Fellow, Entrepreneurship & Innovation,Academic Fellow, Entrepreneurship & Innovation,

The Lord Ashcroft International Business School, Anglia The Lord Ashcroft International Business School, Anglia Ruskin University Cambridge UKRuskin University Cambridge UK

MBA ANGLIA RUSKIN UNIVERSITY MBA ANGLIA RUSKIN UNIVERSITY

Today’s Overview Today’s Overview

LEARNING OBJECTIVESLEARNING OBJECTIVES To discuss the role of creativity in To discuss the role of creativity in

innovation and entrepreneurshipinnovation and entrepreneurship To understand the creative To understand the creative

processprocess To evaluate the use of different To evaluate the use of different

techniques to enhance creativity techniques to enhance creativity in organisationsin organisations

How Creative Are You?How Creative Are You? HundredHundred

Chun HundredChun Hundred




OO

RR

H EH E

S WS W

S S

Umph Umph UmphUmph Umph Umph

Of the SpiritOf the Spirit Grace.Grace.

StandStand

II S MediaS Media

2 1111 STO CK2 1111 STO CK THEBLUEFACETHEBLUEFACE IntensityIntensity

S H E E TS H E E T

ObjectionObjection

RuledRuled W E B W E B Roll RollRoll Roll

Roy RoyRoy Roy Tomb of 210,NTomb of 210,N

Scholar

Creativity and InnovationCreativity and Innovation Creativity Creativity – the ability to develop – the ability to develop

new ideas and to discover new new ideas and to discover new ways of looking at problems and ways of looking at problems and opportunities; opportunities; thinkingthinking new things new things

InnovationInnovation – the ability to apply – the ability to apply creative solutions to problems or creative solutions to problems or opportunities to enhance or to opportunities to enhance or to enrich people’s lives; enrich people’s lives; doingdoing new new things. things.

EntrepreneurshipEntrepreneurship EntrepreneurshipEntrepreneurship – the result of a – the result of a

disciplined, systematic process of disciplined, systematic process of applying applying creativitycreativity and innovation and innovation to to the needs and opportunities in the the needs and opportunities in the marketplace. marketplace.

Entrepreneurs connect their Entrepreneurs connect their creative creative ideas with the purposeful action and ideas with the purposeful action and structure of a business. structure of a business.

Failure: Part of the Failure: Part of the Creative Process!Creative Process!

For every 3,000 new product ideas:For every 3,000 new product ideas: Four make it to the development stage.Four make it to the development stage. Two are actually launched.Two are actually launched. One becomes a success in the market.One becomes a success in the market.

On average, new products account for 40% On average, new products account for 40% of companies’ sales!!of companies’ sales!!

Creativity is an important source of Creativity is an important source of building a competitive advantage. building a competitive advantage.

Can We Can We LearnLearn to Be to Be Creative?Creative?

By overcoming paradigms and by suspendingBy overcoming paradigms and by suspendingconventional thinking long enough toconventional thinking long enough to

consider new and different alternatives!consider new and different alternatives!

Yes!

Answer : How Creative Are Answer : How Creative Are You?You?

Fortune 500Fortune 500 Scattered Scattered ShowersShowers

Triumph of the Triumph of the SpiritSpirit

Grace PeriodGrace Period

Rhodes ScholarRhodes Scholar I UnderstandI Understand Spring BreakSpring Break Media BiasMedia Bias

Two for One Two for One Stock SplitStock Split

Blue in the FaceBlue in the Face High IntensityHigh Intensity SpreadsheetSpreadsheet

Objection Objection OverruledOverruled

Web Links Web Links Rolls RoyceRolls Royce Tomb of Tomb of TutankhamenTutankhamen

Right-Brained, Right-Brained, Creative ThinkersCreative Thinkers

Always ask: “Is there a better way?”Always ask: “Is there a better way?” Challenge custom, routine, and Challenge custom, routine, and

tradition.tradition. Are reflective.Are reflective. Are prolific thinkers. Are prolific thinkers.

Play mental gamesPlay mental games..


Realize that there may be more than Realize that there may be more than one “right” answer. one “right” answer.

Know that mistakes are pit stops on Know that mistakes are pit stops on the way to success.the way to success.

Recognize that problems are Recognize that problems are springboards for new ideas. springboards for new ideas.


Understand that failure is a natural Understand that failure is a natural part of the creative process. part of the creative process.

Relate seemingly unrelated ideas Relate seemingly unrelated ideas to a problem. to a problem.

Have “helicopter skills.” Have “helicopter skills.”

Left-Brained or Left-Brained or Right-Brained?Right-Brained?Entrepreneurship requires Entrepreneurship requires bothboth left-and right- left-and right-brained thinking. brained thinking.

Right-brained thinking draws on Right-brained thinking draws on divergentdivergent reasoning, the ability to create a multitude of reasoning, the ability to create a multitude of original, diverse ideas.original, diverse ideas.

Left-brained thinking counts on Left-brained thinking counts on convergentconvergent reasoning, the ability to evaluate multiple ideas reasoning, the ability to evaluate multiple ideas and to choose the best solution to a problem. and to choose the best solution to a problem.

Barriers to CreativityBarriers to Creativity

Searching for the one “right” Searching for the one “right” answer answer

Focusing on “being logical”Focusing on “being logical”

Blindly following the rulesBlindly following the rules

Constantly being practicalConstantly being practical

Viewing play as frivolousViewing play as frivolous

Barriers to CreativityBarriers to Creativity

Becoming overly specializedBecoming overly specialized

Avoiding ambiguityAvoiding ambiguity

Fearing looking foolishFearing looking foolish

Fearing mistakes and failureFearing mistakes and failure

Believing that “I’m not Believing that “I’m not creative”creative”

Questions to Spur the Questions to Spur the ImaginationImagination

Is there a new way to do it?Is there a new way to do it? Can you borrow or adapt it?Can you borrow or adapt it? Can you give it a new twist?Can you give it a new twist? Do you merely need more of the Do you merely need more of the

same?same? Do you need less of the same?Do you need less of the same?

Questions to Spur the Questions to Spur the ImaginationImagination

Is there a substitute?Is there a substitute? Can you rearrange the parts?Can you rearrange the parts? What if you do just the opposite?What if you do just the opposite? Can you combine ideas?Can you combine ideas? Can you put it to other uses?Can you put it to other uses?

(continued)

Questions to Spur the Questions to Spur the ImaginationImagination What else could you make from this?What else could you make from this? Are there other markets for it?Are there other markets for it? Can you reverse it?Can you reverse it? Can you eliminate it? Can you eliminate it? Can you put it to another use?Can you put it to another use? What idea seems impossible, but if What idea seems impossible, but if

executed, would revolutionize your executed, would revolutionize your business?business?

(continued)

Tips for Enhancing Tips for Enhancing Organizational Organizational CreativityCreativity Include creativity as a core company Include creativity as a core company valuevalue

Embrace diversityEmbrace diversity Expect creativityExpect creativity Expect and tolerate failure Expect and tolerate failure Create an organizational structure Create an organizational structure

that nourishes creativitythat nourishes creativity

Tips for Enhancing Tips for Enhancing Organizational CreativityOrganizational Creativity

Encourage curiosityEncourage curiosity Create a change of scenery periodicallyCreate a change of scenery periodically View problems as opportunitiesView problems as opportunities Provide creativity trainingProvide creativity training Provide supportProvide support Develop a procedure for capturing Develop a procedure for capturing

ideas ideas

(continued)

Tips for Enhancing Tips for Enhancing Organizational Organizational CreativityCreativity

Talk and interact with customersTalk and interact with customers Look for uses for your company’s Look for uses for your company’s

products or services in other products or services in other marketsmarkets

Reward creativityReward creativity Model creative behaviour Model creative behaviour

Tips for Enhancing Tips for Enhancing Individual CreativityIndividual Creativity

Allow yourself to be creativeAllow yourself to be creative Give your mind fresh input every dayGive your mind fresh input every day Observe the products and servicesObserve the products and services

of other companies, especially of other companies, especially those in completely different those in completely different marketsmarkets

Recognize the creative Recognize the creative power of mistakespower of mistakes

Notice what is missingNotice what is missing


Keep a journal to record your Keep a journal to record your thoughts and ideasthoughts and ideas

Listen to other peopleListen to other people Listen to customersListen to customers Talk to a childTalk to a child Do something ordinary in an Do something ordinary in an

unusual wayunusual way


Keep a toy box in your officeKeep a toy box in your office Do not throw away seeming “bad” Do not throw away seeming “bad”

ideasideas Read books on stimulating Read books on stimulating

creativity or take a class on creativity or take a class on creativitycreativity

Take some time offTake some time off Be persistentBe persistent

The Creative ProcessThe Creative Process

PreparationPreparation InvestigationInvestigation TransformationTransformation

IncubationIncubation IlluminationIllumination Verif icationVerif ication

ImplementationImplementation

The Creative ProcessThe Creative Process




1. Preparation1. PreparationGet your mind ready for creative thinking.Get your mind ready for creative thinking. Adopt the attitude of a lifelong student.Adopt the attitude of a lifelong student. Read … a lot … and not just in your field of Read … a lot … and not just in your field of

expertise.expertise. Clip articles of interest to you and save Clip articles of interest to you and save

them.them. Take time to discuss your ideas with other Take time to discuss your ideas with other

people. people.

1. Preparation

Get your mind ready for creative thinking.Get your mind ready for creative thinking. Join professional or trade associations Join professional or trade associations

and attend their meetings.and attend their meetings. Study other countries and their Study other countries and their

cultures.cultures. Travel to new places.Travel to new places. Develop your listening skills. Develop your listening skills. Eliminate creative distractions. Eliminate creative distractions.

2. The Creative Process2. The Creative Process








3.Transformation3.Transformation Involves viewing both the similarities and Involves viewing both the similarities and

the differences among the information the differences among the information collected. collected.

Two types of thinking are required:Two types of thinking are required: ConvergentConvergent – the ability to see the – the ability to see the

similarities and the connections among similarities and the connections among various and often diverse data and events. various and often diverse data and events.

DivergentDivergent – the ability to see the differences – the ability to see the differences among various data and events. among various data and events.

3. Transformation3. Transformation How can you transform information How can you transform information

into purposeful ideas? into purposeful ideas? Grasp the “big picture” by looking for Grasp the “big picture” by looking for

patterns that emerge.patterns that emerge. Rearrange the elements of the situation.Rearrange the elements of the situation. Use Use synecticssynectics, taking two seeming , taking two seeming

nonsensical ideas and combining themnonsensical ideas and combining them. . Remember that several approaches can Remember that several approaches can

be successful. If one fails, jump to be successful. If one fails, jump to another. another.

4.The Creative Process4.The Creative Process




4. Incubation4. Incubation Allow your subconscious to reflect on the

information collected. Walk away from the situation. Take the time to daydream. Relax – and play – regularly. Dream about the problem or opportunity. Work on the problem in a different

environment.

2 - 35Ch. 2: Inside the Entrepreneurial Mind





2 - 36Ch. 2: Inside the Entrepreneurial Mind





6. Verification6. Verification Validate the idea as accurate and useful. Validate the idea as accurate and useful.

Is it Is it reallyreally a better solution? a better solution? Will it work?Will it work? Is there a need for it?Is there a need for it? If so, what is the best application of this idea If so, what is the best application of this idea

in the marketplace?in the marketplace? Does this product or service fit into our core Does this product or service fit into our core

competencies?competencies? How much will it cost to produce or to How much will it cost to produce or to

provide? provide? Can we sell it at a reasonable price that will Can we sell it at a reasonable price that will

produce a profit?produce a profit?





Techniques for Improving Techniques for Improving the Creative Processthe Creative Process

BrainstormingBrainstorming:

The goal is to create a large quantity of novel and imaginative ideas.


d.School Stanford Video : d.School Stanford Video :

““How NOT to brainstorm”How NOT to brainstorm”https://www.youtube.com/watch?v=cmoWCSyujPYhttps://www.youtube.com/watch?v=cmoWCSyujPY

Brainstorming GuidelinesBrainstorming Guidelines

1.1. Keep the group small – “Two pizza rule.”Keep the group small – “Two pizza rule.”2.2. Make the group as diverse as possible.Make the group as diverse as possible.3.3. Emphasize that company rank is Emphasize that company rank is

irrelevant.irrelevant.4.4. Have a well-defined problem, but don’t Have a well-defined problem, but don’t

reveal it ahead of time.reveal it ahead of time.5.5. Limit the session to 40 to 60 minutes.Limit the session to 40 to 60 minutes.6.6. Take a field trip.Take a field trip.7.7. Appoint a recorder.Appoint a recorder.

Brainstorming Guidelines

8.8. Use a seating pattern that encourages Use a seating pattern that encourages interaction.interaction.

9.9. Throw logic out the window.Throw logic out the window.10.10.Encourage Encourage allall ideas from the team. ideas from the team.11.11. Shoot for Shoot for quantityquantity of ideas over of ideas over qualityquality of of

ideas. ideas. 12.12. ForbidForbid criticism. criticism.13.13. Encourage idea “hitch-hiking.” Encourage idea “hitch-hiking.” 14.14.Dare to imagine the unreasonable. Dare to imagine the unreasonable.


BrainstormingBrainstorming The goal is to create a large The goal is to create a large quantityquantity of of

novel and imaginative ideas. novel and imaginative ideas.

Mind-mappingMind-mapping A graphical technique that encourages A graphical technique that encourages

thinking on both sides of the brain, thinking on both sides of the brain, visually displays relationships among visually displays relationships among ideas, and improves the ability to see a ideas, and improves the ability to see a problem from many sides. problem from many sides.


Tony Buzan Video : Tony Buzan Video :

““Mind Mapping”Mind Mapping”https://www.youtube.com/watch?v=nMZCghZ1hB4https://www.youtube.com/watch?v=nMZCghZ1hB4


Force Field Analysis Force Field Analysis (Kurt Lewin)(Kurt Lewin) A useful technique for evaluating the A useful technique for evaluating the

forces that support and oppose a forces that support and oppose a proposed change. proposed change.

Three columns: Three columns: Center: Problem to be addressedCenter: Problem to be addressed Left: Driving forcesLeft: Driving forces Right: Restraining forcesRight: Restraining forces

Score each force (-1 to +4) and add them.Score each force (-1 to +4) and add them.

FIGURE 2.2 Sample Force Field Analysis


TRIZ (Genrich Altshuller 1946)TRIZ (Genrich Altshuller 1946)A systematic approach A systematic approach

designed to solve any designed to solve any technical problem. technical problem.

Relies on 40 principles and Relies on 40 principles and left-brained thinking to solve left-brained thinking to solve problems. problems.


Rapid PrototypingRapid PrototypingTransforming an idea into an Transforming an idea into an

actual model that will point actual model that will point out flaws and lead to design out flaws and lead to design improvements. improvements.


Rapid Prototyping Video : Rapid Prototyping Video :

““3D Printing”3D Printing”

https://www.youtube.com/watch?v=GnFxujCyD70https://www.youtube.com/watch?v=GnFxujCyD70


SSM Soft Systems Methodology (OR)SSM Soft Systems Methodology (OR) Soft Systems Analysis Soft Systems Analysis recognises recognises

COMPLEXITY COMPLEXITY and defines not the and defines not the problem but the problem situation.problem but the problem situation.

The individual constructs are based on The individual constructs are based on perceptions, behavioural traits & perceptions, behavioural traits & actions that go into our “World view” actions that go into our “World view” or or Weltanschauung.Weltanschauung.


SSM Soft Systems Methodology SSM Soft Systems Methodology 7 Stage Model :7 Stage Model :

1.1. Problem SituationProblem Situation

2.2. Analyse SituationAnalyse Situation

3.3. Relevant Systems & Root DefinitionsRelevant Systems & Root Definitions4.4. Conceptual Model (Checklist with Conceptual Model (Checklist with

Customer,Actor,Transformation,Worldview,Owners,Environment)Customer,Actor,Transformation,Worldview,Owners,Environment)

5.5. Compare with Stage 2Compare with Stage 2

6.6. Consider feasible, desirable & acceptable Consider feasible, desirable & acceptable changeschanges

7.7. Implement changes in Real WorldImplement changes in Real World


SCAMPER (Alex Osborn)SCAMPER (Alex Osborn) SCAMPER is a development of SCAMPER is a development of

brainstorming, a checklist that helps brainstorming, a checklist that helps you to think of changes you can make you to think of changes you can make to an existing product to create a new to an existing product to create a new one. one.

You can use these changes either as You can use these changes either as direct suggestions or as starting points direct suggestions or as starting points for lateral thinking.for lateral thinking.


SCAMPER (Bob Eberle)SCAMPER (Bob Eberle) The changes SCAMPER stands for are:The changes SCAMPER stands for are:

SSubstituteubstitute - components, materials, people - components, materials, people

CCombine ombine - mix, combine with other assemblies or services, - mix, combine with other assemblies or services, integrateintegrate

AAdapt dapt - alter, change function, use part of another element- alter, change function, use part of another element

MModify odify - increase or reduce in scale, change shape, modify - increase or reduce in scale, change shape, modify attributes (e.g. colour)attributes (e.g. colour)

PPutut to another use to another use

EEliminateliminate - remove elements, simplify, reduce to core - remove elements, simplify, reduce to core functionalityfunctionality

RReverseeverse - turn inside out or upside down, also use of - turn inside out or upside down, also use of Reversal.Reversal.


6 Thinking Hats (Edward de BONO)6 Thinking Hats (Edward de BONO) Technique used to look at decisions from a Technique used to look at decisions from a

number of important perspectives. number of important perspectives. This forces you to move outside your This forces you to move outside your

habitual thinking style, and helps you to get habitual thinking style, and helps you to get a more rounded view of a situation. a more rounded view of a situation.

Solve using all approaches and decisions Solve using all approaches and decisions and plans will mix ambition, skill in and plans will mix ambition, skill in execution, public sensitivity, creativity and execution, public sensitivity, creativity and good good contingency planning.contingency planning.


6 Thinking Hats6 Thinking Hats1.1. White Hat White Hat : : Focus on data available. Look at information Focus on data available. Look at information

and learn from it. Look for gaps in your knowledge, and either and learn from it. Look for gaps in your knowledge, and either try to fill them or take try to fill them or take account of them. account of them. Analyze past trends, Analyze past trends, and try to extrapolate from historical data.and try to extrapolate from historical data.

2.2. Red Hat Red Hat : : Use intuition, gut reaction, and emotion. Think Use intuition, gut reaction, and emotion. Think how other people will react emotionally. Try to understand how other people will react emotionally. Try to understand the responses of people who do not fully know your the responses of people who do not fully know your reasoning.reasoning.

3.3. Black Hat Black Hat : L: Look at all the bad points of the decision, ook at all the bad points of the decision, cautiously and defensively. Try to see why it might not work. cautiously and defensively. Try to see why it might not work. Highlight the weak points in a plan to eliminate, alter or Highlight the weak points in a plan to eliminate, alter or prepare contingency plans to prepare contingency plans to counter them. counter them. Makes your Makes your plans 'tougher' and more resilient, spots fatal flaws and risks plans 'tougher' and more resilient, spots fatal flaws and risks before a course of action. before a course of action.


6 Thinking Hats6 Thinking Hats4.4. Yellow Hat:Yellow Hat: The yellow hat helps you to think positively. It The yellow hat helps you to think positively. It

is the optimistic viewpoint that helps you to see all the is the optimistic viewpoint that helps you to see all the benefits of the decision and the value in it. Yellow Hat benefits of the decision and the value in it. Yellow Hat thinking helps you to keep going when everything looks thinking helps you to keep going when everything looks gloomy and difficult.gloomy and difficult.

5.5. Green Hat: Green Hat: SStands for creativity. This is where you can tands for creativity. This is where you can develop creative solutions to a problem. It is a freewheeling develop creative solutions to a problem. It is a freewheeling way of thinking, in which there is little criticism of ideas. A way of thinking, in which there is little criticism of ideas. A whole range of creativity tools can help you here. whole range of creativity tools can help you here.

6.6. Blue Hat: Blue Hat: SStands for process control. This is the hat worn tands for process control. This is the hat worn by people chairing meetings. When running into difficulties by people chairing meetings. When running into difficulties because ideas are running dry, they may direct activity into because ideas are running dry, they may direct activity into Green Hat thinking. When contingency plans are needed, Green Hat thinking. When contingency plans are needed, they will ask for Black Hat thinking, etcthey will ask for Black Hat thinking, etc


6 Thinking Hats Video : 6 Thinking Hats Video :

““Edward de Bono and 6 Thinking Edward de Bono and 6 Thinking Hats”Hats”

https://www.youtube.com/watch?v=o3ew6h5nHcchttps://www.youtube.com/watch?v=o3ew6h5nHcc

59

ConclusionConclusion

““Imagination is more important Imagination is more important than knowledge … We can't than knowledge … We can't solve problems by using the solve problems by using the same kind of thinking we used same kind of thinking we used when we created them.” when we created them.” Albert Albert EinsteinEinstein

Further ReadingFurther Reading Buzan, Tony (2000) “The mind map book”, London: BBC Checkland ,P. & Scholes, J. (1999) Soft Systems Methodology in

Action, Wiley De Bono, Edward (1985) Six Thinking Hats, Penguin Books, 2000 Evans, P & Wurster, P. (1999) “Blown to Bits: How the New

Economics of Information Transforms Strategy”, HBS Osborn, Alex (1963) Applied Imagination – Principles and

Procedures of Problem Solving, Charles Scribner's Sons; 3rd Revised edition

Scarborough, Norman, M. (2011) Essentials of Entrepreneurship and Small Business Management. 6th edition. Pearson.

Trott,P. (2008). Innovation management and new product development, (4th edition). FT Prentice Hall.

http://www.mindtools.com http://www.thinkbuzan.com

http://www.mindtools.com/

http://www.thinkbuzan.com/

QUESTIONS?

Mod001093 creative thinking 080315

Business

creative ideas

new ideas

creative thinkingprof

creative processto

creative solutions

creative thinkersalways

creative thinkersunderstand

creative thinkersrealize