Brainstorming

Semi-structured creative group activity, used most often in

ad-hoc business meetings to come up with new ideas for
innovation or improvement.
Members of the group are encouraged to put forward
ideas about a problem and how it may be solved, in order to
generate as many ideas as possible, even if they are not always
usable alternatives. The idea behind it is that a group of
people can achieve a higher (synergy) level of creativity than
the sum of the participants separately.

Three main rules for a successful brainstorm session are:
1. Participants should be encouraged to come up with a much
ideas as possible, however wild they are (there are no bad
ideas),

2. No judgment should be passed on any idea until the end
of the session (whether negative or positive), and

3. Participants should be encouraged to build on each
others ideas, creating unlikely combinations and taking each
one in unexpected directions.



Six Thinking Hats
Simple and effective system that increases productivity.
There are six metaphorical hats and each defines a certain
type of thinking.
You can put on or take off one of these hats to indicate
the type of thinking you are using.
The principle behind the 'Six Thinking Hats' is parallel
thinking which ensures that all the people in a meeting are
focused on and thinking about the same subject at the same
time.
In this system, thinking is divided into six categories
with each category identified with its own colored
metaphorical 'thinking hat'.
Managers that use the 'Six Thinking Hats' system report
that their teams are more productive and in general
"happier and healthier".







Rogers Adoption / Innovation Curve


Brave people, pulling the change. Innovators are very important
communication Innovators

Respectable people, opinion leaders, try out new ideas, but in a
careful way Early Adopters

Thoughtful people, careful but accepting change more quickly
than the average Early Majority

Skeptic people, will use new ideas or products only when the
majority is using it Late Majority

Traditional people, caring for the old ways, are critical
towards new ideas and will only accept if the new idea has
become mainstream or even tradition. Laggards













A creativity oriented managers responsibilities:


Managing the "creative" assets in the organization:

1. Apply creativity techniques (e.g brainstorming)
2. Knowledge management
3. Resource Allocation
a. Job assignments
b. Team building
c. Time allocation
4. Allowing freedom
5. Incentives




A creative & innovative manager of an organization
focuses on:
Competing on quality not prices
Domination of a market niche
Competing in an area of strength
Having tight financial, and operating controls
Frequent product or service innovation


Creativity
Oriented
Manager
Enhancing
Creativity
Managing
Creative Risks
Enhancing
Process
Performance
Allcating
Resources
Allowing
Creative
Freedom
Organizational advantages of having creative &
Innovative managers:
A person does not necessarily need to be an expert with
many years of experience to be creative, yet may be working
on a highly complex and creative designation such as a
manager.

Creativity is not only the prerequisite for innovation and,
thus, a core competitive factor in contemporary
organizations.

Creativity influences business processes and the way we
conduct business process management.

Companies who innovate in a fast yet relevant manner
remains in competition in todays market and be the game
changers and that also allows them to remain competitive in
the future.