brainstorming

What behaviour maximises the chances of thinking of great ideas? What behaviour maximises the ability to nurture ideas until they begin to reveal their potential?

To begin answering the above questions we will briefly explore five areas:

a) Creativity versus innovation. It is correct that the above questions are separated, as they refer to two distinct disciplines - defining problems and generating ideas (creativity) and selecting those ideas, developing and then commercialising them (innovation). It can be seen that the two disciplines require different competencies and that those competencies do not necessarily need to be contained in the one individual. In fact it is unusual that all competencies are contained in the one individual - often people who generate good ideas require the competencies of many other people to successfully bring that product to market. For example, screenwriters begin to lose control at the point that their agent receives and accepts their final draft.

b) Creativity can also be defined as generating a quantity of ideas and a quantity of novel and diverse ideas. It follows then that this is more probable if the individual is used to engaging in a quantity of divergent and novel behaviours. Those individuals with a life long interest and curiosity in many subjects tend to produce the greatest number of ideas and the greatest number of novel and diverse ideas.

c) A tendency to build networks and a propensity for collaboration also increases the probability of generating good ideas. These allow the intellectual cross-pollination that overcomes parochialism and path dependency, allowing frame breaking.

d) Conscious idea generation increases the quantity of good ideas and therefore the probability of good quality ideas. Individuals that set out to consciously produce 5 ideas every half an hour produce 80 at the end of an average day - a quantity that would not normally be produced.

e) Focused creativity increases the chances of good ideas that have commercial possibilities. Franklin (2003) writes that the most successful ideas are the result of conscious solution finding. If you are stuck for a good product, go out and find a problem and search out a solution.

This topic is covered in depth in the MBA dissertation on Managing Creativity & Innovation, which can be purchased (along with a Creativity and Innovation DIY Audit, Good Idea Generator Software and Power Point Presentation) from http://www.managing-creativity.com

Kal Bishop, MBA

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You are free to reproduce this article as long as no changes are made and the author’s name and site URL are retained.

Kal Bishop is a management consultant based in London, UK. He has consulted in the visual media and software industries and for clients such as Toshiba and Transport for London. He has led Improv, creativity and innovation workshops, exhibited artwork in San Francisco, Los Angeles and London and written a number of screenplays. He is a passionate traveller. He can be reached on http://www.managing-creativity.com.

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Creativity can be defined as problem identification and idea generation whilst innovation can be defined as idea selection, development and commercialisation.

There are distinct processes that enhance problem identification and idea generation and, similarly, distinct processes that enhance idea selection, development and commercialisation. Whilst there is no sure fire route to commercial success, these processes improve the probability that good ideas will be generated and selected and that investment in developing and commercialising those ideas will not be wasted.

Idea valuation techniques include:

a) Comparing idea types

b) Analysing fit with the firm

c) Analysing practical impediments

d) Deciding when to issue GO or KILL decisions when ideas are within the idea funnel

However, what is often overlooked is in-depth analysis of user benefits. Ultimately, an idea is valued by user take-up. In a commercial world, it is valued even more severely - by profit margin and shareholder / stakeholder benefits.

Analysis of the buyer experience cycle and the utility layers is a start point.

Along the buyer experience cycle, it is possible to measure benefit along at least six stages. These include:

a) Purchase

b) Delivery

c) Use

d) Supplements

e) Maintenance

f) Disposal

Along the utility level, it is possible to measure user benefit along several more levels, including:

a) (Collective) productivity

b) Simplicity

c) Convenience

d) Risk

e) Fun and Image

f) Environmental

g) Friendliness

These topics are covered in depth in the MBA dissertation on Managing Creativity & Innovation, which can be purchased (along with a Creativity and Innovation DIY Audit, Good Idea Generator Software and Power Point Presentation) from http://www.managing-creativity.com.

You can also receive a regular, free newsletter by entering your email address at this site.

Kal Bishop, MBA

**********************************

You are free to reproduce this article as long as no changes are made and the author’s name and site URL are retained.

Kal Bishop is a management consultant based in London, UK. He has consulted in the visual media and software industries and for clients such as Toshiba and Transport for London. He has led Improv, creativity and innovation workshops, exhibited artwork in San Francisco, Los Angeles and London and written a number of screenplays. He is a passionate traveller. He can be reached on http://www.managing-creativity.com.

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Conservative and staid organisations generally have a harder time implementing creativity and innovation into their day-to-day work processes and people. Leaders may want to capture the benefits of creativity and innovation, yet there may be relevant and almost contradictory issues that they have to deal with, including:

a) It may be that a conservative culture is desirable (may result in a greater fit with the client base, for example).

b) Culture change is time consuming and needs constant monitoring and measurement.

c) Large-scale changes may not be desired.

However, it is possible for leaders to have the best of both worlds. That is, it is possible to combine a conservative culture with a creative one and without large-scale change. Some methods include:

a) Creating teams outside the core organisation whose job it is to manage creativity and innovation, identify problems, generate ideas, select the best ones, and see them through the development and innovation cycle.

b) Allowing the culture of creative teams outside the core organisation to gradually diffuse its way into the core culture.

c) Creating direct links to decision makers. Whenever employees have good ideas, having them addressed by powerful people encourages further good idea generation.

d) Removing layers from idea generators to decision makers. Good ideas often get filtered and diluted when they are passed between management layers. This slows feedback times and reduces the encouragement levels that push idea generation.

e) Visible progression of ideas through to tangible results. Motivation quickly declines if ideas do not progress. People will not see the value of today’s idea generating activity when yesterday’s was fruitless.

In conclusion, creativity and innovation management does not necessarily involve large-scale change. Incremental changes can lead to radical effects. Further creativity and conservatism are not necessarily mutually exclusive.

These topics are covered in depth in the MBA dissertation on Managing Creativity & Innovation, which can be purchased (along with a Creativity and Innovation DIY Audit, Good Idea Generator Software and Power Point Presentation) from http://www.managing-creativity.com. You can also receive a regular, free newsletter by entering your email address at this site.

You are free to reproduce this article as long as no changes are made and the author’s name and site URL are retained.

Kal Bishop MBA is a management consultant based in London, UK. He has consulted in the visual media and software industries and for clients such as Toshiba and Transport for London. He has led Improv, creativity and innovation workshops, exhibited artwork in San Francisco, Los Angeles and London and written a number of screenplays. He is a passionate traveller. He can be reached on http://www.managing-creativity.com

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