Read the summary and the most important questions on Managing Creativity

• Week 6

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• Baer (2012) - Individuals can improve their odds of implementing creative ideas when:

  • They are highly motivated to move their ideas forward to realization
  • They are skilled networkers

• Klein & Knight (2005) - Six key factors that shape the process and outcomes of innovation implementation

  1. Package of implementation policies and practices
  2. The climate for innovation implementation
  3. The role that managers play
  4. Availability of financial resources
  5. Learning orientation
  6. Managerial patience

• West (2002) - Four groups of factors together principally determine the leven of group innovation:

  1. Task characteristics
  2. Group knowledge diversity and skills
  3. External demands
  4. Integrating group processes

• West (2002) - Task characteristics that evoke task orientation or intrinsic motivation according to STST and thereby innovation are:

  • Completeness
  • Varied demands
  • Opportunities for social interaction
  • Autonomy
  • Opportunities for learning
  • Development possibilities for the task

• West (2002) - Seven group processes that facilitate group creativity and innovation implementation:

  1. Clarifying and ensuring commitment to group objectives
  2. Participation in decision making
  3. Managing conflict effectively
  4. Supporting innovation
  5. Developing intra-group safety
  6. Reflexivity
  7. Developing group members' integration skills

• Howell (2005) - Effective champions are distinguished by three behaviors:

  1. Conveying confidence and enthusiasm about the innovation
  2. Enlisting the support and involvement of key stakeholders
  3. Persisting in the face of adversity

• Howell (2005) - How do champions identify potential ideas and then promote them?

  • Scouting for new ideas
  • Breadth of interest and flexible role orientation
  • Framing the innovation to key stakeholders as an opportunity or a threat
  • Informal selling channels
  • Contextual knowledge, control orientation and self-monitoring

• Week 2: Individual creativity

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• Amabile et al. (2002) - Components of time pressure/creativity

  1. On a expedition (low level of time pressure & high likelihood of creativity)
  2. On a mission (high level of time pressure & high likelihood of creativity)
  3. On autopilot (low level of time pressure & low likelihood of creativity)
  4. On a treadmill (high level of time pressure & low likelihood of creativity)

• Campbell (2000) - How to create shared perspectives and expectations

  • Selection
  • Socialization
  • Exchange processes

• Campbell (2000) - Specific recommendations to resolve the initiative paradox

  • Goal alignment
  • Communication of boundaries
  • Information sharing
  • Dynamic accountability