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CREATIVITY "Being Creative Is Seeing The Same Thing As Everybody Else But Thinking Of Something Different" CREATIVITY

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Page 1: CREATIVITY "Being Creative Is Seeing The Same Thing As Everybody Else But Thinking Of Something Different" CREATIVITY

CREATIVITY

"Being Creative Is Seeing The Same Thing As

Everybody Else But Thinking Of Something

Different" CREATIVITY

Page 2: CREATIVITY "Being Creative Is Seeing The Same Thing As Everybody Else But Thinking Of Something Different" CREATIVITY

What is creativity?

• A series of actions which create new ideas, thoughts and physical objects.

• The making of bi-sociations which expand patterns and areas of belief.

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Domains of Creativity• Scientific Discovery (ah-ha)

• Fusion

• Comic Inspiration (HaHa)• Collision

• Artistic Originality (ahhh)• Juxtaposition

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Scientific Discovery AHA!! Combine & Reshuffle Existing but

Previously Separate Ideas That moment of truth when the bits

of the puzzle suddenly click into place

Aha!!

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A Scientific Discovery... Eli Whitney The Cotton Gin

Aha!!

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Comic Inspiration

All comic invention is a creative act, a malicious discovery

When the expert humorist tells an anecdote, he creates a certain tension which mounts as the narrative progresses. But it never reaches its expected climax. The punch line acts like a guillotine which cuts across the logic; debunks or dramatic expectations.

HaHa!HaHa! Aha!!

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Artistic Originality When we listen to poetry, two frames of reference

exist: one governed by meaning; the other by rhythm and patterns of sound.

Two levels of awareness exist: the first in broad daylight; the second much deeper down in the soul.

Dramatic Illusion is the coexistence in the spectator’s mind of two universes which are logically incompatible. .. All the more striking because they both produce physical symptoms -- palpitations, sweating.

HaHa! Aha!! Ah...

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Myths: The Creative Person

Above Average Intelligence > Psychological Turbulence Sad Childhood Creative Men > Femininity Creative Women > Masculinity Comprehensive Knowledge of a

Specific Domain Stick-to-it-ness Open to Varied Cognitions Absence of Defensiveness Change Jobs More Frequently

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3 Components of Creativity

Expertise Creativity

Skills

Task

Motivation

Creativity

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Creative Process1. Formulation of the problem 2. Preparation3. Saturation4. Incubation5. Illumination6. Verification

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1. Formulating The Problem• Formulating the problem is far more

essential than its solution, which may be merely a matter of mathematical or experimental skill.

• To raise new questions, new possibilities, to regard old problems from a new angle requires creative imagination and marks real advances in science and business

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Cre

ati

vit

y In

volv

es:

Convergent thinking:

Proceeds towards a single answer The intellectual ability to logically evaluate, critique

and choose the best idea from a selection of ideas. Focuses on Appropriateness Groups excel at convergent thinking

Divergent (lateral) thinking: Moves outward from the problem in many possible

directions Thinking without boundaries The intellectual ability to think of many original,

diverse, and elaborate ideas. Focuses on Novelty Individuals excel at divergent thinking

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• The world we have made as a result of the level of thinking we have done thus far creates problems we cannot solve at the same level of thinking at which we created them.

Albert Einstein

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2. Preparation• Gather any information the

solution or response needs to account for

• Set up criteria for verifying the solution's acceptability.

• Creativity Involves Hard Work

• Knowledge of Multiple Domains

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Preparation

• Genius is one percent inspiration, and ninety-nine percent perspiration.

• Thomas Edison

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3. Saturation

Becoming engulfed in the specifics and focusing on the problem.

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Albert Einstein• Daydreamed about

travelling on a sunbeam to the end of the universe to answer the question:

• "What would happen if one could follow a beam of light at the speed of light?".

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4. Incubation•Step back from the problem •Let our minds contemplate and work it through. •Time Period can last minutes, weeks, even years.

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“ Satisfaction” Keith Richard from the Rolling Stones told a

story about the creation of their hit "Satisfaction". He said he'd just gotten a cassette tape machine which had just been invented and he used to sleep with his guitar.

He got up in the morning and saw that his tape had run to the end, so he rewound it. He played it and heard the opening riff to "(I Can't Get No) Satisfaction" - followed by 30 minutes of him snoring!"

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Incubation

•A hunch is creativity trying to tell you something.

Frank Capra

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• Ideas arise from the mind to provide the basis of a creative response.

• Pieces of the whole or the whole itself

• Short Time Period

5. Illumination “Eureka”

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Ralph Waldo Emerson

Look sharply after your thoughts, They come

unlooked for, like a new bird seen in your trees, and,

if you turn to your usual task, they disappear.

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5. Verification • Executes activities to

demonstrate whether or not what emerged in illumination satisfies the need and the criteria

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Blocks to Creativity• Bias of Negativity. Adults in particular

lose their ability to see both positive and negative aspects of a problem or situation or solution. Thus, they self limit

• False Assumptions. Individuals make false assumptions about problems in order to fit problems into their previously established decision making processes.

• Cultural Orientation. We often make assumptions about problem solving based on the organization, culture and society that surround our behavior. These assumptions may not always be valid.

• Einstellung effect. The memory for a particular sequence of operations binds decision makers so they fail to examine other possibilities and uncover a simply solutions.

• Inert Knowledge. Failure to access useful information because the situation differs

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Blocks to Creativity• Functional Fixation. Too often we focus

on what has worked in the past and fail to understand the problem area has changed.

• Framing. Framing the problem the wrong way such that the focus is on gains rather than losses or outcome versus process.

• Overconfidence. Individuals tend to be overconfident in their ability to solve problems. They remember their successes and forget about their failures.

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Impact of the Organizational Environment on Creativity

ResourcesManagement

Practices

OrganizationalMotivation

Creative Skills

Creativity

Expertise

Task Movitation

ImpactWork Environment

Individual/TeamCreativity

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Potential Tactics for Creativity• Brainstorming. Process of generating ideas in a group

without time for criticism or comment.• Brainwriting. At key intervals during the process,

members cease talking and write their ideas silently andi ndependently.

• Nominal Group Technique. Like brainstorming but with solitary writing time before the group gets together.

• Knowledge/Mind Mapping. Process of visually representing relationships and interrelatedness of ideas.

• Analogical Reasoning. Art of applying one concept or idea from a particular domain to another domain.• Goal setting to negotiations• Punctuated equilibrium model in biology to group

development.• Judgmental Heuristics to staffing research

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Rules for Brainstorming

Expressiveness: Group members should express any idea that comes to mind, no matter how strange, weird, or fanciful. Group members are encouraged not to be constrained nor timid. They should freewheel whenever possible.

Non-evaluation: Do not criticize ideas. Group members should not evaluate any of

the ideas in any way during the generation phase; all ideas should be considered valuable.

Quantity: Group members should generate as many ideas as possible. Groups

should strive for quantity, as the more ideas, the better. Quantity of ideas increases the probability of finding excellent solutions.

Building: Because all of the ideas belong to the group, members should try to modify and extend the ideas suggested by other members whenever possible.

Source: Adapted from Osborn, A. F. (1957). Applied imagination (revised edition). New York: Scribner.

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Brainstorm• Expressiveness—Express any idea that comes to

mind, no matter how strange weird or fanciful• Non-evaluative – Do not criticize the ideas during

the generation stage. All ideas are valuable.• Quantity – Generate as many ideas as possible.

Quantity of ideas increases the probability of finding excellent solutions

• Building – Because all ideas belong to the group, members should feel free to try to modify, extend ideas suggested by others.

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Parking

Students

NonTraditional

Traditional Cost

Full timeJobs

PublicTrans

Buses

Permits

Limitations

Money

Garage

Private

DonationsFund

Raising

Public

State

Bonds

Fed

Sample Knowledge Map

Vanpools

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• Attribute listing is a great technique for ensuring all possible aspects of a problem have been examined. Attribute listing is breaking the problem down into smaller and smaller bits and seeing what you discover when you do

• How can you improve a ball point pen?

Tactic: Attribute Listing

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Ask "Why" Then ask "Why" four more times For example...1. Why has the machine stopped?

• A fuse blew because of an overload

2. Why was there an overload• There wasn't enough lubrication for the bearings

3. Why wasn't there enough lubrication?• The pump wasn't pumping enough

4. Why wasn't lubricant being pumped?• The pump shaft was vibrating as a result of abrasion

5. Why was there abrasion?• There was no filter, allowing chips of material into the pump• Installation of a filter solves the problem.

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Flow• Autotelic experience or flow is so

engrossing and enjoyable that it becomes worth doing – even though it may have no consequence beyond its own context. Cognitive Mapping

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How to Evaluate CreativityAn idea must be highly original AND useful• Fluency: Quantity of ideas• Flexibility: Diversity of ideas (different

categories)• Originality: Novelty of ideas (only 1 person

suggested it)• Wildest• Practical• Unusual

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Performance Data of Brainstorming and Solitary Groups

Face-to-face

brainstorming group Same Number work- ing independently (solitary brainstorming)

Quantity: The number of ideas generated

28

74.5

Quality: Percentage of “good ideas” as judged by independent experts who did not know whose ideas they were evaluating

20.8%

79.2%

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Threats to Team Creativity• Social loafing: Free-riding

• Likely when people not individually accountable

• Conformity• Inhibitions, anxiety, self-presentational concerns...• Rituals of social interaction, designed to make people feel at ease, hinder

idea generation (e.g., positive feedback, repeating ideas, telling stories)• Conformity of ideas (clichéd and conventional)• Conformity in rate of idea generation

• Production blocking• Taking turns slows the process down• Cognitively difficult to maintain stream of thought• Forget to rehears own ideas when listening to others• Negativity bias may take over

• Downward norm setting• Benchmark performance level set too low• Low performers more influential...• Group bias; faulty group esteem

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Lessons from IDEO• Physical setting

• Playful, yet functional (wheels on chairs; lots of writing space)

• Culture• Highly client-focused (learn from customers)• Highly experimental (fail often to succeed sooner)• Iconoclastic (mock corporate America)

• Control structure• Highly egalitarian in terms of ideas• Highly authoritarian in terms of process (bells)

• Team design• Democracy of ideas (voting methods)• High diversity• Strong process (facilitator role)

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Best Practices: Enhance Creativity

• Diversify the team (microbiology labs)• Nominal group technique• Analogical reasoning (NASA, Pringles,

Marriott)• Brainwriting• Breaks (Build in periods of autonomy:

Individual thinking is less conformist)• Create organizational memory (Mattel) • Set high benchmarks and stretch targets• Create “flow” conditions (Celebrate the

process, not the outcome)