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CREATIVE-LEARNING INNOVATION CYCLE – CLIC:
Work motivation and organizational creativity
by
Vincent NASSAR (PhD)
Professor Institute for Entrepreneurship and Management
HES-SO Valais Wallis
Supervisor: Prof. Christopher TUCCI
Co-supervisor: Prof. Ron SANCHEZ
October 04, 2012
COLLEGE OF MANAGEMENT OF TECHNOLOGY – Chair of Corporate Strategy & Innovation
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COLLEGE OF MANAGEMENT OF TECHNOLOGY – Chair of Corporate Strategy & Innovation
WHY do certain leaders’ management of organizational resources encourage creative people engaged in New Product Development (NPD) to achieve high performance, on time, while other leaders’ practices foster frustration and delays?
Research Question
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Brief Abstract of my PhD
Research Grant
I. Paper 1: CLIC Conceptual Model (Literature Review)
II. Paper 2: Data sources via Action Research:
III: Paper 3. Lab Experiment
Dr. Albert GAIDE, CEO Swiss Aeronautical Industries
Group (SAIG)
COLLEGE OF MANAGEMENT OF TECHNOLOGY – Chair of Corporate Strategy & Innovation
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Creativity in Organizations is the production of both novel (i.e., original, unexpected) and useful ideas concerning products, services, processes, or procedures in the frame of open-ended tasks (Sternberg & Lubart, 2008;
Amabile, 1983, 1988, 1996).
Creativity of individuals is only the starting point for innovation (Amabile, 1996; Amabile et al., 1996; Amabile, 1997).
Leadership for Creativity is those “local leaders” of the teams who direct and evaluate their work, facilitate or impede their access to resources and
information, and touch their engagement with tasks and with other people in multiple and different ways that affect their perception of the work environment, and subsequently their creativity components – mainly motivation (Amabile, et al., 2004).
Innovation: Creative ideas become innovations when they are successfully implemented at the individual, group, or organization level (Amabile, 1996; 1997; Anderson & King, 1993; Mumford & Gustafson, 1988).
COLLEGE OF MANAGEMENT OF TECHNOLOGY – Chair of Corporate Strategy & Innovation
Definitions
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Controversial Challenges for Creative People
Creative people engaged in NPD need to directly experience personal confrontations with sources of problems, opportunities, and threats like changes in environmental conditions or needs of demanding customers to trigger their action thresholds so they can pay attention to innovative ideas (Van De Ven, 1996).
(1) Environmental changes (i.e. acquisitions, joint ventures, getting global, etc.) cause (2) delays on NPD launching dates – Sources of stress (Van De Ven, 1986) The (3) outcome of creative efforts is uncertain so it is an additional source of stress (Mumford, 2000). (1) + (2) + (3) = important stressful factors
Creative people need to be under moderate stressful conditions and be allocated sufficient time and resources to make decisions (Janis, 1985).
COLLEGE OF MANAGEMENT OF TECHNOLOGY – Chair of Corporate Strategy & Innovation
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The Phenomenon of Flow in Firms Wrestling to Accelerate their NPD Processes in a
Changing Work Environment
Definition of flow in work situation2 : It is “a short-term peak experience at work that is characterized by absorption, work enjoyment and intrinsic work motivation”.
(1) Csikszentmihalyi; 1996 (2) Bakker, 2005.
Vigilance and discretion will lead people to feel that they are in the state of Flow1
COLLEGE OF MANAGEMENT OF TECHNOLOGY – Chair of Corporate Strategy & Innovation
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Analogies and Differences between Sanchez’s (2001; 2005) Proposals for Managing Individuals’ Learning and Amabile’s
(1997) Proposals for Managing Individuals’ Creativity Components
COLLEGE OF MANAGEMENT OF TECHNOLOGY – Chair of Corporate Strategy & Innovation
New knowledge
& Creative
output
Cyclical
permeation of the
created new
knowledge
Intrinsic Motivation
Principle of
Creativity
Feedback from
commercialization
process
Amabile = No Yes No
Sanchez = Yes No No
.
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Fe
ed
s
Le
ad
er
sh
ip
fo
r C
re
at
iv
it
y
Individuals
Creative-Learning Process
Emergence of New
Knowledge
Individuals
Creative-Learning Process
State of Flow
Org
an
izati
on
bo
un
dari
es
Org
an
izatio
n b
ou
nd
arie
s
Individuals’ Creativity
Components
Components of Work
Environment
Commercialization Process
Feed
back
Needs &
Opportunities
Organizational Process Innovation
“C
LIC
”
Cre
ati
ve
-Learn
ing
In
no
vati
on
Cycle
Leadership for creativity should manage the components of the work environment in a way to decrease distractions and maintain moderate stressful conditions so their creative people reach the state of flow; the latter work situation resulting in high creativity performances.
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Planning
Managerial Practices of Communication Channels and Time Management of
Creative people to enhance their state Flow at Work and to accelerate NPD processes
VOC
Sales, Mrktng,
Tech Supprt
ENGRNG
Development “T” Time
Molders & Vendors
Fully understand the complexity of the process to achieve the goal, then assign the completion date for the project
Careful Extension of “T”
Commercialization
New creative ideas for innovations satisfying VOC & ORG
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II. Realizations: Emerging Theory & Roadmap for Leadership for Creativity
COLLEGE OF MANAGEMENT OF TECHNOLOGY – Chair of Corporate Strategy & Innovation
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Managerial Practices within the Creative-Learning Innovation Cycle “CLIC” to
Enhance the State of Flow and to Accelerate the NPD Process
Market Needs, Current Performance, and Future Goals
Organization Borders
Creative-Learning Process
Creative Peoples’ Creativity
Components
Emergence of
New Knowledge
III. Commercialization Work Enjoyment
5. Engineers touch their
performance
I. Planning Absorption
1. Engineers direct communication with VOC in // to Marketing & Sales
II. Development Intrinsic Motivation
2. Engineers direct communication with all persons who interact with the product & bring meaning to it
3. Managerial attention to engineers & Rational Time allowance
II. Development Intrinsic Motivation 4. Customer integration mainly during testing
Organization Borders
State of Flow
State of Flow
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Emerging Theory: Priorities of Organizational Resource Allowance to Enhance Creativity
Organizational Resources
Sta
te o
f F
low
&
Cre
ati
vit
y P
erf
orm
an
ce
1. Engineers direct
communication with VOC in //
to Marketing & Sales
2. Engineers direct communication with all
persons who interact with the product & bring meaning to it
3. Managerial attention to engineers &
Rational Time allowance
4. Customer integration during testing phase
5. Engineers touch their performance
I. P
lan
nin
g
II. D
evelo
pm
en
t III. C
om
merc
ializati
on
PS: Adding more resources above a “threshold of sufficiency” will not be
beneficial for creativity (Amabile1998a; Csikszentmihalyi,
1997).
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Last Word
People used to live to work
Nowadays, people work to live
Let people ENJOY work to SAVOR life!
Ra & D?
COLLEGE OF MANAGEMENT OF TECHNOLOGY – Chair of Corporate Strategy & Innovation
Vincent NASSAR (PhD) Professor
Institute for Entrepreneurship and Management HES-SO Valais Wallis
Mobile :41 79 385 28 17