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ARE YOU A 'VALUE-ADDED' EMPLOYEE?
What is your focus when you go to work? Are you thinking "What can I give today?" or "What can I get?" Both questions are important, however, the former will get you further faster. It's that simple. Often, when I am consulting with a company or...
Choosing the Right Corporate Training
According to a Gallup Poll, 80 percent of employees said the availability of company-sponsored training programs was a factor in deciding whether to accept a new job or stick with a current one. And yet the Bureau of Labor Statistics says that...
Employee Motivation is a Psychological Process
To understand employee motivation, we first need to know exactly
what it means. The most common definition of motivation states
that motivation is the psychological process that gives behavior
purpose and direction. It has also been defined as...
The Key to High Productivity is Energy Management
One of the issues most often raised by my clients is better time management. People have tried prioritizing tasks, blocking out parts of their day for certain tasks, implementing new systems and getting better at delegation. While all of those...
Three Factors Of Leadership Motivation`T
PERMISSION TO REPUBLISH: This article may be republished in newsletters and on web sites provided attribution is provided to the author, and it appears with the included copyright, resource box and live web site link. Email notice of intent to...
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Creativity Myths
Sustained myths about Creativity and Innovation lead to confusion, bad practice and bad decision-making. Some of them include:
1. Creativity requires Creative Types
While some theorists assert that there are creativity traits such as tolerance for ambiguity and intolerance to conformity, these assertions are countered by the fact that traits are hard to identify and are not stable nor transferable across situations. Further, motivation is a critical factor. Additionally, creativity is a cognitive process and thus measurements like “she looks creative” are poor benchmarks. All the research shows that everyone can produce novel, useful, varied, diverse ideas and looking for certain types to come up with them reduces total valuable output.
2. Money is the best Motivator
Material reward is a synergistic extrinsic motivator. That means that it is a factor that enhances intrinsic motivation but may not in itself cause maximum creative effort and output – there are at least six other motivators that are as valuable. Additionally, the exact level of material reward very positively correlates to that received by peer groups.
3. Time Pressure drives Creativity
Yes and no. There are at least three conflicting forces:
a)Time pressure increases creative output. By forcing idea production, setting goals and incremental deadlines, a greater number of ideas are produced than if a “do your best” approach is taken. This action benefits from the positives of prolific production and other processes.
b)Time pressure may be a non-synergistic extrinsic motivator. It reduces the level of engagement in the endeavour and inhibits intrinsic motivation.
c)Short-term time pressure does not allow the mind to engage in the endeavour at various cognitive levels. It does not allow rich ideas to formulate through the process of incubation.
4. Competition outperforms Collaboration
Competition
causes many people to shut down and introduces many negatives such as core and peripheral groups, politicking and restriction of information. Collaboration, on the other hand, allows the intellectual cross pollination that is the raw material for good idea generation.
5. Creativity and Innovation can be used interchangeably.
The terms Creativity and Innovation are often used interchangeably but they are, in fact, separate and distinct. Creation can be described as problem identification and idea generation whilst innovation is idea selection, development and commercialisation. The distinctions alone lead to numerous conclusions. Among them is the fact that:
a)Creativity and Innovation leaders require at least six different competencies (including one holistic) to even begin Managing Creativity and Innovation (actually, many more are needed).
b) Both Creativity and Innovation require different structures, processes and skill sets.
c)Workshop facilitators should split sessions into distinct parts and formulate frameworks and processes to maximise output at each level.
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These and other topics are covered in depth in the MBA dissertation on Managing Creativity & Innovation, which can be purchased at http://www.managing-creativity.com
Kal Bishop, MBA, http://www.managing-creativity.com
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You are free to reproduce this article as long as the author's name, web address and link to MBA dissertation is retained.
About the Author
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.
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