Prof.

Murali Murti Feb Jun 2013 Module 4

CREATIVITY & INNOVATION

3/1/13

LAUNCH OF A NEW PRODUCT

3/1/13

LAUNCH OF A NEW PRODUCT

3/1/13

LAUNCH OF A NEW PRODUCT USING NEW TOOLS

LEARNING OBJECTIVES
Meaning and Definition Creativity in organizations Three Component Model of Creativity Creativity Process Organizational Constraints Organizational Environment for creativity and innovation

MEANING AND DEFINITIONS

Creativity :: a talent for unique combination or unique association of ideas Managerial Perspective :: Creativity is the conceiving of original and unique alternatives to the solution of existing problems. Innovation :: (dictionary) something new or different introduced. Also the act of innovating

CREATIVITY IN ORGANIZATIONS
Study of lifetime creativity in 461 individuals: Exceptionally creative - less than 1% Highly creative - about 10% Somewhat creative - about 60%

Most of us have creativity, we just need to learn how to unleash it.

THREE COMPONENT MODEL OF CREATIVITY

Creative Thinking Expertise Intrinsic Task

Components Of Creativity

THREE COMPONENT MODEL

Expertise : potential for creativity enhanced when individuals have abilities, knowledge, proficiencies and similar expertise in their fields of endeavour Creative Thinking skills : Personality Characteristics : intelligence, independence, self confidence, risk taking and internal locus of control, tolerance of ambiguity and perseverance. Lateral Thinking aptitudes : ability to use analogies, see things from a different perspective

THREE COMPONENT MODEL

Intrinsic Task Motivation: Desire to work on something because it is interesting, involving, exciting, satisfying or personally challenging Motivational component turns creative ptential into actual creative ideas.n Creative people often love their work to the point of being obsessed with it Work environment has a significant effect on intrinsic motivation WE stimulants : Culture that encourages the flow of ideas, fair and constructive judgment of ideas, reward that recognizes creative work, sufficient financial, material and information resources, freedom to decide what has to be done and how to

CREATIVITY PROCESS
Saturation

1. Analysis 2. Building relationships and patterns 3. Seeking useful rearrangements or combinations

Verificatio n

Preparatio n

Illumination

Incubation

ORGANIZATIONAL CONSTRAINTS
Conformity and risk aversion Culture dictating behaviour A sense of inappropriate behaviour Negatively assessing new ideas Logical thinking, scientific, cause and event thinking Rejection of ideas without adequate valuation processes Competition inhibiting behaviour Fear of being perceived as unoriginal Fear of being perceived as unintelligent Problems have an illusion of difficulty Waiting for inspiration Lack of tangible progression of good ideas

ORGANIZATIONAL ENVIRONMENT FOR CREATIVITY AND INNOVATION

Organizational Climate Style of leadership: Encourages experimentation Avoids punishments for failure Encourages collaboration Encourages surprise the organization approach Gives to different people responsibility for strategic inputs Allocation of time to offsite analysis of new opportunities and environmental changes

ORGANIZATIONAL ENVIRONMENT FOR CREATIVITY AND INNOVATION

Selection processes and criteria

Training processes
Career Planning

Responsibility for a business

Organizational culture

Constructive restructuring reduction in levels, reduction in formalization

Innovation encouraged by diffusion of conditions that are a necessary premise for innovation.

SUSTAINING INNOVATIONS

Industry Firm

Resources / Processes / Values

Sustaining Innovation

DISRUPTIVE INNOVATIONS
I

Industry Firm Resources / Processes / Values Disruptive Innovation

TRANSFORMATIVE INNOVATIONS
Industry Firm Resources / Processes / Values Transformative Innovation / new ecosystem

INNOVATION MICRO LEVEL EXAMPLES

CATEGPRIZE THIS INNOVATION !