GROUP NAME:

TREND SETTER.
MEMBERS NAME:
• YASIR
• ASIF
• HUMAYUN
• ADNAN
• SAMRA
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CREATIVITY AND
INNOVATION

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 OVERVIEW OF THE TOPICS

 DEFINE CREATIVITY & INNOVATION.

 STIMULATING INNOVATION.

 CREATIVITY V/S INNOVATION.

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 DEFINITIONS OF CREATIVITY

The ability or power to create to bring into existence,

to invest with a new form, to produce through
imaginative skill. to make or bring into existence
something new. 

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EXAMPLE OF CREATIVITY.

•
WHAT IS THIS ?
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 INFLUENCES ON CREATIVITY
Discussion Point

A: What helps you

personally to be more
creative? B: What stops you
personally being more
creative?

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 THE CREATIVE INDIVIDUAL

Individual creativity investigated using various methods:

• Psychometric (direct tests of creativity and its
correlates)
• Experimental (lab studies)
• Historiometric (analysis of historical documentation)
• Case studies (of creators using qualitative methods)

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 CREATIVE THINKING ABILITY
A range of skills identified by researchers as key to creative
thinking.
• Problem or opportunity finding

• Seeing problems in new ways

• Generating a wide range of ideas (divergent thinking)

• Recognising which of one’s ideas are worth pursuing

(convergent thinking)

• Persuading others of the value of your ideas

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 FACTORS INFLUENCING CREATIVITY

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
• Access to resources
• Time to experiment

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 CREATIVITY PROCESS
TEAM WORK
IMAGINATION
INDIVIDUAL
THOUGHTS
ORGANIZATION

PEOPLE PROCESS

CREATIVITY

RESULTS NEW IDEAS

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NOW@

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SIMPLE MEANING:
IMPLEMENTING ON NEW IDEAS.

DEFINITIONS OF INNOVATION

“Introduction of a new idea into the

marketplace in the form of a new
product or service, or an
improvement in organization or
process”

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WORLD BUSINESS STARTEGEY.

• INVENTION.
• IMPROVEMENT.
• INNOVATION
• EITHER QUIT THE MARKET.

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A FRAMEWORK
OF INNOVATION
INFLUENCES*
COMPETITORS

CONSEQUENCES PROCESSES
PORFIT. Individual
TQM Team
HRM Organisational

OUTPUTS
Formalised ideas
Products
Services
Systems

Birdi/Leach/Totterdell (1999) © Institute of Work Psychology 2004

 THE INNOVATIVE TEAM

Group Composition
• Size
I
• Group Tenure Group Processes N
• Team member abilities • Clarity of and N
• Task complexity commitment to O
objectives
V
• Participation A
• Task orientation T
Organizational context • Support for I
• Climate for innovation innovation O
• Support for teamwork N
• Resources
• Size West and Anderson (1996)
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 INNOVATION PROCESSES

STAGE MODELS OF ORGANISATIONAL INNOVATION

How and why innovations emerge, develop, grow and terminate.
1. GAIN OF AN OPPURTUNITY OR A
PROBLEM

2. LINE UP POWER FULL SPONSORS

3. DEVELOP AND COMMUNICATE A 8. MONITER AND INSITUTIONALIZE THE

VISION CHANGES

4. EMPOWER OTHER TO ACT OUT THE 7 CONSOLIDATE IMPROVEMENT

VISION AND FACILITATE FURTHER
CHANGE

5. PREPARE TO OVER COME RESISTANCE

6. PLAN FOR AND REWARD VISIBLE

PROGRESS
Wolfe (1994)
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 INNOVATION OUTPUTS

Formalised ideas
• Verbal communications, written suggestions,

New products or services

• Post-Its, Dyson vacuums, clockwork radios, e-mail

New work systems

• Technology (e.g. new machinery, communication systems)
• HRM practices (e.g. 360o appraisals, reward schemes)
• Work design (e.g. Total Quality Management, empowerment)
• Organisational restructuring (e.g. mergers, expansions)
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 INNOVATION CONSEQUENCES
Individual
• Self-esteem, job satisfaction, promotion, financial rewards etc.

Team or group
• Team morale, achievement of team goals, shared mental models etc.

Organisational
• Performance, investment, customer/client satisfaction etc.

Societal
• Quality of life of general public, natural environment etc.

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BY WHAT METHODS CAN EMPLOYEE
INNOVATION BE ENCOURAGED?

Possible options investigated through research:

1. Recruitment of more innovative employees

2. Creativity training

3. Introducing empowerment initiatives

4. Establishing Idea Capture Schemes

5. Improving management support for innovation

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THREE TYPES OF VARIABLES WHICH
INFLUNCE INNOVATION

• STRURAL VARIABLE.
• CULTURAL VARIABLE.
• HUMAN RESOURSE VARIABLE.

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Structural Variables:
•Organic Structural
•Abundant Resources
•High Interunit Communication

Cultural Variables:
•Acceptance of Ambiguity
•Tolerance of the impractical
•Low External Control Stimulate
•Tolerance of risk
•Tolerance of conflict Innovation
•Focus on ends
•Open system focus

Human Resource Variable:

•High Commitment to training &
Development
•High job security
•Creative people

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CREATIVITY V/S INNOVATION
CREATIVITY INNOVATION.
1. DEFINITION. 1. DEFINITION.
2. IMMEGINATION. 2. IMPLEMENTION.
3. PROCESS. 3. PRODUCT.
4. GENERATING. 4. DEVELOPING.
5. NOVELTY. 5. USEFEULLNESS.
6. SOFT. 6. HARD.

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