Introduction to creativity
14 important questions on Introduction to creativity
Amabile (1993) - Unmotivated employees:
- Show little effort
- Leave the organization
- Produce low quality work
Amabile (1993) - Motivated employees:
- Are persistent
- Are creative and productive
- Produce high quality work
Amabile (1993) - Intrinsic motivators:
- Autonomy
- Work that is perceived to be challenging and important
- Sense of interest and excitement in the work itself
- Higher grades + faster learning
- Never study anything twice
- 100% sure, 100% understanding
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Amabile (1993) - Extrinsic motivators:
- Reward and recognition for creative ideas
- Clearly defined project goals
- Frequent feedback
Kutzberg & Amabile (2001) - Challenges of group brainstorming (and solutions)
- Social loafing (anonymous brainstorming)
- Evaluation apprehension (nominal groups)
- Production blocking (trained facilitators)
Kutzberg & Amabile (2001) - Types of group conflict
- Task-based conflict
- Relationship-based conflict
- Process-based conflict
Amabile (1998) - Creativity elements
- Originality
- Appropriate (useful & actionable)
Amabile (1998) - Managerial practices that influence creativity
- Challenge
- Freedom
- Resources
- Work group features
- Supervisory encouragement
- Organizational support
Sutton (2001) - These are the people companies should hire:
- Slow (not fast) learners of the organizational code
- People who make you feel uncomfortable
- People with skills you don't think you need
Sutton (2001) - Managing creative sparks:
- Encouraging people to ignore or defy superiors and peers
- Don't let the team get too cozy
- Reward succes and failure, punish inaction
- Creative work must be sheltered from the cold light of day
Brown & Duguid (2001) - New knowledge often emerges from small communities of practice
- Close or tight knit groups
- Common set of habits, customs, priorities and approaches
- Shared and overlapping knowledge
- Informal coordination
Brown & Duguid (2001) - Process characeteristics
- Knowledge implementation
- Command-and-control
- Exploitation
Brown & Duguid (2001) - Practice characteristics
- Knowledge creation
- Implicit coordination
- Exploration
Brown & Duguid (2001) - Advantages and disadvantages of isolating innovation teams from the rest of the organization
Advantages:
Loosens organizational ties that constrain team members
Provides a safe environment for knowledge creation
Disadvantages:
Isolates new practices from essential process
Hampers reintegration of ideas back into the organization
The question on the page originate from the summary of the following study material:
- A unique study and practice tool
- Never study anything twice again
- Get the grades you hope for
- 100% sure, 100% understanding
