Pumping your Mind

• Idea Quota (Set Targets)

• Getting Tone (Get over Prejudices' & Assumptions)
• Tiny Truths (Reflection & Inspiration from an Image)
• Get over Habits (Deliberately program changes into your daily life)
• Feeding Your Head (Read, Read, Read)
• Content Analysis (Keep Notes)
• Brain Banks (Store Ideas)
• Travel (George Smith – Lollypop)
• Capturing Idea Birds (Short-term Memory/ Long Term Memory)
• Think Right (Fluent: number of ideas and Flexible: creativity)
• Idea Log
"The brain that doesn't feed itself, eats itself." Gore Vidal
 The Emotive Roots of Creativity: Basic and
Applied Issues on Affect and Motivation
• Do positive moods stimulate creativity more than
negative moods?
• Does intrinsic motivation (enjoying the task for its own
sake) promote creativity to a greater extent than
extrinsic motivation?
• Does setting high goals and aspirations help or hinder
creative performance?
• How does the motivational orientation towards gain
and pleasure (approach), as contrasted to away from
pain and losses (avoidance) relate to creativity?
• How is open versus closed mindedness related to
creativity?

Source: Dreul, C.K.W., Baas, M., and Nijstad, B.A., (2012), Handbook of Organizational Creativity, Elsevier , pg. 217-240
 DUAL PATHWAY TO CREATIVITY MODEL

Source: Dreul, C.K.W., Baas, M., and Nijstad, B.A., (2012), Handbook of Organizational Creativity, Elsevier , pg. 217-240
 REVERSE ASSUMPTIONS
Suppose you want to start a new restaurant and are
having difficulty coming up with ideas. To initiate ideas:
1. List all your assumptions about your subject.
Example: Some common assumptions about restaurants are:
a) Restaurants have menus, either written, verbal, or implied.
b) Restaurants charge money for food.
c) Restaurants serve food.
2. Reverse each assumption. What is its opposite?
Example: The reverse assumptions would be:
a) Restaurants have no menus of any kind.
b) Restaurants give food away for free.
c) Restaurants do not serve food of any kind.
3. Ask yourself how to accomplish each reversal.
 Team Creativity and Innovation: The Effect of Group
Composition, Social Processes, and Cognition
Reasons for the emergence of interest in team creativity and innovation:
• Changes in technology, increased globalizations and competition, and a
knowledge-based economy
• The problems facing organizations are so complex that a single individual does not
possess all the knowledge necessary to solve these problems
• Teams provide additional performance benefits, such as access to diverse
information, diverse perspectives, and the ability to capitalize on the varied skills
of the team members
• Team adaptation has been viewed as being “at the heart of team effectiveness”
• Team creativity may be a very different phenomenon from that of the individual
Input–Process–Output (I-P-O) model of team effectiveness
• Team composition in terms of individual characteristics of team members as input.
• Processes are the activities that team members engage in to solve the problem or
carry out the task. Two major classes of team processes; team social processes
and team cognition.
• Team output is defined as team creativity and innovation.

Source: Reiter-Palmon, R., Wigert, B., and Vreede, T., (2012), Handbook of Organizational Creativity, Elsevier , pg. 295-326
 TEAM COMPOSITION
Team composition covers a wide breadth of variables
including demographics, job-relevant characteristics such as
education or relevant knowledge, skills and abilities, and
personality characteristics.
• Demographic Diversity
• Functional Diversity
• Cognitive Style and Personality
• Team Membership Change
 SOCIAL PROCESSES
Teamwork reflects processes associated with the social interaction of team
members that ensure adaptive behavior and successful collective action to
complete team task work.
• Team Collaboration
• Communication
• Trust and Psychological Safety
• Backup and Support
• Team Conflict
• Cohesion
• Team Efficacy/Potency
 COGNITIVE PROCESSES
• Idea Generation and Brainstorming
• Creative Problem Solving Processes or Problem identification
and construction
• Shared Mental Models
• Team Reflexivity
 Encouraging Creative Thinking
• Brainstorming
• Mind Mapping
• Morphological Matrix
• S.C.A.M.P.E.R. Techniques
• Value Grid
• R.A.F.T. Strategy
S Substitute place of another to have another person or thing act or
serve in the place of another

C Combine to bring together, to unite

A Adapt to adjust for the purpose of suiting a condition

M Modify to alter, to change the form or quality

Magnify to enlarge, to make greater in form or quality

Minify to make smaller, lighter, slower, less frequent

P Put to other to be used for purposes other than originally intended

uses

E Eliminate to remove, omit or get rid of quality, part or whole

R Reverse to place opposite or contrary, to turn it around to

Rearrange change order or adjust, different plan, layout or
scheme
 Goldilocks and the Three Bears
S: Substitute (a person, place, time or situation)
What do you think would have happened if there had been a Crazy Scientist
Bear instead of Father Bear?
C: Combine (bring together assorted ideas and situations)
What would have happened if the three bears were returning from a reunion
with relatives who had escaped from a zoo where they had been badly treated
by the zookeepers?
A: Adapt (or adjust to suit a purpose)
How might the story have changed if Goldilocks had had a leg in plaster and
was using crutches?
M: Modify (for example, by changing the physical size or personality
traits of some characters or changing the setting)
What would have happened if the bears had been cubs and much smaller than
Goldilocks?
P: Put to other uses (for example, put a different slant on the plot)
What if Goldilocks was only pretending to be lost and was really looking for an
excuse to break into other people’s houses?
E: Eliminate a feature of the story
How might the story change if there were no Father Bear?
R: Rearrange or reverse the sequence of the story
What if Baby Bear had returned home before the others?
 Underlying Drivers in Growth Markets
Technology Adoption Strategies

Pragmatists: Conservatives:
Stick with the herd! Stick with what’s proven!

Visionaries:
Get ahead of the herd! Skeptics:
Just say No!

Techies:
Just try it!

Geoffrey Moore’s category maturity life cycle, which he presents in his book (1991), ‘Crossing the Chasm ‘and
(2005), ‘Dealing with Darwin: How Great Companies Innovate at Every Phase of Their Evolution’
The Category Maturity Life Cycle
 Innovation Zones

• Product Leadership corresponds to disruptive innovation. This is innovation based on

product (or service) differentiation.
• Customer Intimacy refers to improving the value of the product/service to customers so
as to enhance the customers’ experience of the product or service, and concentrates on
the demand side of the market. Adds value at the Surface.
• Operational Excellence is about improving operational efficiency to gain cost advantage
over competitors hence focusing on innovation on the production or supply side. Extracts
resources from the substrate.
• Category Renewal: This type of innovation occurs when future value creation becomes
difficult, and the firm needs to resort to other methods to renew its innovativeness.