Creativity

OVERVIEW OF THE SESSION

Creativity and Innovation

Creative Process Phases
Creativity Tools & Barriers To Creativity
Six Thinking Hats & Developing Creativity
Creativity & Innovation
Creativity :

Refers to developing an original product, service or idea that

makes a socially recognized contribution. Its a part of non
programmed decisions

Innovation :
To introduce something new.
Innovator can bring in or introduce something new or as new,
such as a product or service to the market. Also, alters or
makes changes to an established product/ service.
Creativity Model- Decision Making
Preparation
Incubation
Insight
Verification
CREATIVE PROCESS-PHASES
Incubation

Insight Creative Preparation

Process /Ideas

Verification
Two phases of creativity
Divergence : stimulating new thinking by
diversifying and exploring

Convergence: Refining and choosing the best

possibilities
Creativity Tools

Brain Storming

Lateral Thinking

Mind Mapping
Fostering Creativity and Innovation
in organizations
Creating a culture of innovation.
Creating an environment that encourages idea sharing.
Managing ideas effectively.
Managing creative thinkers effectively.
Providing your people with the tools they need to improve
their creative thinking skills.
Developing communications approaches that facilitate
knowledge and idea sharing, cross enterprise collaboration
and developing internal creative networks
 WORKPLACE PRACTICES AND CONDITIONS

Research has shown a wide range of environmental factors influencing

individual creativity e.g
Management support (e.g. gives positive informational feedback)
Co-worker creativity
Team or departmental climate for innovation
Autonomy
Access to resources
Time to experiment

By Amabile (1988), Tierney et al (1999), Axtell et al (2000), Farmer et al

(2003), Runco (2004)
 THE CREATIVE INDIVIDUAL:
COMPONENTIAL THEORY Flexibility and
(Amabile, 1983) imagination in
Technical approaching
Procedural problems

Domain Creative
Expertise Thinking
Ability
CREATIVITY

Intrinsic
Workplace Motivation
practices and Task-focused
conditions
 DEVELOPING CREATIVITY

USING YOUR BRAIN

LEFT HEMISPHERE RIGHT HEMISPHERE

NONVERBAL
VERBAL SYNTHESIZING
ANALYTICAL SEEING ANALOGIES
ABSTRACT NONRATIONAL
RATIONAL SPATIAL
LOGICAL INTUTIVE
LINEAR IMAGINATIVE

TO BECOME MORE CREATIVE IT IS NECESSARY TO PRACTICE AND DEVELOP BOTH

HEMISPHERE SKILLS
 WAYS TO DEVELOP LEFT AND RIGHT HEMISPHERE SKILLS
LEFT HEMISPHERE SKILLS
Step by step planning of your work and
life activities.
Reading ancient, medieval, and scholastic
philosophy , legal cases and books on
logic.
Establishing timetables for all of your
activities.
Using and working with a computer
program.
RIGHT-HEMISPHERE SKILLS
Using metaphors and analogies to
describe things and people in your
conversation.
Recording your hunches, feelings,
and intuition and calculating their
accuracy.
Detailed fantasizing and visualizing
things and situations in future.
Drawing faces,caricatures, and
landscapes.
Six Thinking Hats
Looking at a Decision From All Points of View

'Six Thinking Hats' is an important and powerful

technique. It is used to look at decisions from a number
of important perspectives.
This forces you to move outside your habitual thinking
style, and helps you to get a more rounded view of a
situation.
Six Thinking Hats
Looking at a Decision From All Points of View

This tool was created by Edward de Bono.

Many successful people think from a very rational, positive viewpoint. This is
part of the reason that they are successful. Often, though, they may fail to
look at a problem from an emotional, intuitive, creative or negative
viewpoint.
This can mean that they underestimate resistance to plans, fail to make
creative leaps and do not make essential contingency plans.
Six Thinking Hats
Looking at a Decision From All Points of View

Similarly, pessimists may be excessively defensive. Emotional people

may fail to look at decisions calmly and rationally.

If you look at a problem with the 'Six Thinking Hats' technique, then
you will solve it using all approaches. Your decisions and plans will
mix ambition, skill in execution, public sensitivity, creativity and good
contingency planning
How to Use the Tool

You can use Six Thinking Hats in generating new ideas or while
resolving complicated issues.
In meetings it has the benefit of blocking the confrontations that happen
when people with different thinking styles discuss the same problem .
 Each 'Thinking Hat' is a different style of thinking

These are explained in the following slides -

White Hat

With this thinking hat you focus on the data

available. Look at the information you have, and see
what you can learn from it. Look for gaps in your
knowledge, and either try to fill them or take
account of them.

This is where you analyze past trends, and try to

extrapolate from historical data.
Red Hat

'Wearing' the red hat, you look at problems using

intuition, gut reaction, and emotion. Also try to think
how other people will react emotionally. Try to
understand the responses of people who do not fully
know your reasoning
 Black Hat

Using black hat thinking, look at all the bad points of the
decision. Look at it cautiously and defensively. Try to see why
it might not work. This is important because it highlights the
weak points in a plan. It allows you to eliminate them, alter
them, or prepare contingency plans to counter them.
Black Hat thinking helps to make your plans 'tougher' and
more resilient. It can also help you to spot fatal flaws and
risks before you embark on a course of action.
Yellow Hat

The yellow hat helps you to think positively. It is the

optimistic viewpoint that helps you to see all the
benefits of the decision and the value in it. Yellow Hat
thinking helps you to keep going when everything looks
gloomy and difficult
Green Hat

The Green Hat stands for creativity. This is where you

can develop creative solutions to a problem. It is a
freewheeling way of thinking, in which there is little
criticism of ideas.
Blue Hat

'Blue Hat Thinking' stands for process control. This is

the hat worn by people chairing meetings. When
running into difficulties because ideas are running
dry, they may direct activity into Green Hat thinking.
When contingency plans are needed, they will ask for
Black Hat thinking, etc..
In a Nutshell