Managing creativity and innovation, Part 1 of 2

Leaders, advisors and administrators must be qualified in at least thirteen domains to even understand understanding and creativity. Part 1 of creation and innovation covers the first seven of these domains.

a) The difference between creativity and innovation. Often used steadily, two must be as separate and distinct. One definition of creativity is that it is problem-solving and conceptualization, but innovation is best described as ideology, development and marketing. These definitions alone include at least six talents (including one holistic). At least, the difference means that in each level different skills, processes and structures are necessary.

b) Size and riches of ideas. Initially creative thinking is used to create an idea of ​​thought and then an important thought is drawn from these ideas. To maximize the amount and quality of the concept, we must apply a cognitive application of process and technology. Some of these include:

1) Use a variety of stimuli and frames to open routes.

2) Do not stop when a good idea seems to show itself.

3) Consciously motivate changes in policy.

4) Definition of the number of ideas produced, their novelty, variety and frequency of production.

c) Creative Types. It is a common belief that some people are just creative and certain scholars argue for creativity like indifference and intolerance to consistency. However, trains are a little difficult to detect and not stable or transferable over conditions. It is also believed that motivation is more important than hits – this is similar to having high intelligence – it must be encouraged to improve and apply.

d) Learning against Talent. Can you learn and develop creativity or is it a natural talent or gift? The best way to answer this question is to check if your creativity is added to your workout. The experiential course, automation, curriculum and experience of doctors suggest that people can better create more, better, diverse and novel ideas – but there are hypotheses, such as an increase in road cuts and peaks and troughs in encouragement.

e) Motivation. Someone with natural ability or in a proper environment can not take advantage of it without worrying about it. Actually motivating individuals tend to spend more effort and create greater output and synergistic extrinsic motivation that will make it easier for individuals to complete their efforts. On the other hand, non-psychological external motivation leads to a person who feels administrator and treated and incompatible on his own initiative. Specific motivations, such as substantive improvements, self-improvement, self-determination, self-assessment, feedback, satisfaction, ability to enhance fitness, recognition and efficiency can all be measured and monitored.

f) Planning issues. We can all be more creative, so what stops us? Often people complain about some kind of dietary idea – this is evident in many ways, but the two most common are the fear of showing false or unwise. Some cultures are more risky than others, others do not control competition well and others still create friction with abusive resources.

g) Organization. Many theories suggest that certain structures, such as hierarchy and mechanical, hinder creativity and innovation. While these theories are generally prone to credibility, there are many reasons why companies have a specific planning, history, transport, marketing, product line, policy, etc. Therefore, it is unrealistic to ask companies to change it. Finally, managers need to know the features of administrative features so that they can integrate those elements into their current.

This field delivers very interesting data. For example, many respondents thought that all structures, even the so-called residential images, are actually incremental.

Some very simple changes can be implemented. These include:

1) Direct communication relationship with decisions.

2) Interdisciplinary information flow.

3) Possible advancement of ideas.

Part 2 of management of creativity and innovation will cover structure, knowledge, networking and collaboration, realism and increased creativity and innovation, structure and goals, processes and food.


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