Argumentative - Operations Management
When it comes to the practices of creativity and innovation within organisations, some managers are of the opinion that one should throw away the textbook. They say that outside the classroom, in the real-world context, there is no place for theory or textbook concepts. That the best results are gained from common sense and through experimentation and learning from mistakes.
Common sense, experimentation and learning from mistakes are indeed important resources. In this course, however, we contend that innovators benefit strongly from so-called textbook and classroom learning that involves the application of concepts, models, theories, processes, and tools. They understand that the integration of theory and practice results in better innovation outcomes.
Write an argumentative essay in which you support this latter, more theoretical perspective. In addition to drawing on scholarly and professional literature, provide examples of your learnings from Modules 1 – 4 inclusive of this course. Your examples should include at least two theories and any number of frameworks or concepts that you found particularly useful to support your argument. Your arguments should demonstrate relevance to, and potential impact on, contemporary creativity and innovation practices. Therefore, do not simply reproduce the theories and concepts. In your argument, explain how practitioners stand to benefit from implementing these theories and concepts e.g. what outcomes could they expect to achieve through their implementation? Where possible and appropriate, support your arguments with real-world corporate examples that have benefited from such implementation.
Creativity, Innovation and Design
Assignment 1: Argumentative academic essay - Individual
Due date: Week 5 - Friday 20th August, 2021 before 11:59 pm Singapore time
Assessment weighting: 30\% of final grade
Word Count: 1,500 words (+/- 10\%), excludes reference list
Feedback mode: Feedback will be provided using Canvas/Turnitins inline marking tool, a Rubric, and general comments.
Format: Professionally presented using Ariel or Calibri 11-point font, justified. The cover page must include a word count.
References: A minimum of 5 references must be from scholarly work, the remainder can be non-scholarly work where real-world corporate examples are used. Use RMIT Harvard style (Links to an external site.) (or Harvard style if using EndNote) to format references.
Turnitin Similarity Percentage: The Turnitin Similarity Percentage is an indicator of the similarity of your paper with other assignments. This link (Links to an external site.) gives you information on how to interpret the similarity report.
Course Learning Outcomes:
1. Explain the relationship between creativity, innovation and corporate entrepreneurship and how it impacts business growth, sustainability and wealth creation
2. Explore factors that inhibit creativity in individuals and innovation within teams and organisations, and develop strategies and tactics to encourage entrepreneurial behaviour
3. Distinguish characteristics of different types of innovation management models and processes and justify their application to specific business contingencies
Assignment Purpose
The purpose of this Assignment is to develop students critical thinking skills and to test their knowledge of relevant theory and course content learned.
Assignment Brief
When it comes to the practices of creativity and innovation within organisations, some managers are of the opinion that one should throw away the textbook. They say that outside the classroom, in the real-world context, there is no place for theory or textbook concepts. That the best results are gained from common sense and through experimentation and learning from mistakes.
Common sense, experimentation and learning from mistakes are indeed important resources. In this course, however, we contend that innovators benefit strongly from so-called textbook and classroom learning that involves the application of concepts, models, theories, processes, and tools. They understand that the integration of theory and practice results in better innovation outcomes.
Write an argumentative essay in which you support this latter, more theoretical perspective. In addition to drawing on scholarly and professional literature, provide examples of your learnings from Modules 1 – 4 inclusive of this course. Your examples should include at least two theories and any number of frameworks or concepts that you found particularly useful to support your argument. Your arguments should demonstrate relevance to, and potential impact on, contemporary creativity and innovation practices. Therefore, do not simply reproduce the theories and concepts. In your argument, explain how practitioners stand to benefit from implementing these theories and concepts e.g. what outcomes could they expect to achieve through their implementation? Where possible and appropriate, support your arguments with real-world corporate examples that have benefited from such implementation.
What is an argumentative academic essay?
An argumentative academic essay (Links to an external site.) is a piece of writing that examines and interprets a given claim or statement and defends or refutes it with the use of theoretical and practical evidence. In such an essay, you are essentially building up and presenting your own argument (Links to an external site.)(s) on the statement while using scholarly (i.e., journal articles, textbooks, theories, etc.) and practical evidence (e.g., corporate stories, news items relating to companies, etc.) to support your arguments. Hence, you are not simply describing or summarizing what others have said about a given statement but introducing and developing your own arguments on it. Your arguments must be backed by evidence if they are to be valid. In summary, in writing an argumentative academic essay, you are using your critical thinking skills.
Structure of the argumentative academic essay
Your argumentative academic essay must have the following components:
1. Introduction: must include
· (a) A general statement to provide context and background information.
· An outline of the scope and organisation of the essay.
· A statement (argument) that identifies your specific topic and your position
1. Body paragraphs: Your argumentative academic essay can include any number of body paragraphs. Give each set of paragraphs that portray a specific topic a descriptive sub-heading. Do NOT use the word body in any of these headings.
Each paragraph should:
· relate back to the thesis (argument) in your introduction
· describe one main idea supported by information and evidence from your research
· follow the TEEL strategy (Links to an external site.) to ensure all elements of a good paragraph are included
In the body paragraphs, you must include in-text references of all scholarly work (i.e., journals, academic textbooks, e-books, etc.) and of non-scholarly work (i.e., company websites, newspaper articles, company videos, etc.) used. Non-scholarly work has to be cited when real-world corporate examples are used to support your arguments.
1. Conclusion:
Your conclusion should:
· restate your position
· summarise how the most important evidence supports this
· show how your position is related to the broader body of knowledge of this field/topic
1. References: List all scholarly and non-scholarly work you have used in the essay in a Reference List. The reference list is not included in the word count. References should be in RMIT Harvard style (or Harvard style if using Endnote). The list should be in alphabetical order by family name. The list should not be listed by numbers or bullet points.
Note – back up all copies of drafts and your final assignment on a separate device (USB or similar) in case it is required as evidence. Computer failure is not allowable grounds for an extension or Special Consideration.
Marking Rubric for Assessment One [Individual] - Argumentative Academic Essay - 30\%
1
Creativity, Innovation & Design
Creativity at the Organisational level
=> 3. Eliminating factors that inhibit entrepreneurial
behavior (including creativity) in organisations
Prepared by Dr Gerrit de Waal
How can organisations eliminate obstacles to creativity
and innovation?
2
Destroy the corporate immune system that
fights off creativity and innovation
Creativity
Innovation
Status-quo
Bureaucracy
Rules
Lack of support
Lack of process
Difficult to manage
(Birkinshaw & Ridderstråle, 1999)
3
Don’t believe this?
Be sure to watch this short animation about the corporate innovation immune system: (Week 3)
4
15 reasons employees might not be motivated
to act entrepreneurial on the job:
1. Employees do not understand what management means by “being
entrepreneurial on the job”
2. Believe it is not possible to accomplish entrepreneurial behavior in this
company no matter how hard one tries
3. Perceive that they are not personally capable of being entrepreneurial,
then he/she is likely to be unmotivated. Alternatively, the employee
may believe that it is possible to be entrepreneurial, but they see no
linkage between doing so and how they are evaluated
4. There is no formal appraisal or assessment of the employee
5. The performance appraisal criteria are unclear
(Morris, Kuratko, & Covin, 2011)
5
15 reasons … (continued)
6. The criteria on which employees are evaluated do not
explicitly include innovativeness, risk-taking and proactive
efforts
7. Other non-entrepreneurial criteria receive much more
emphasis
8. The evaluations are done in an arbitrary or unfair fashion
9. Managers asking for one behavior, but actually rewarding
some quite different behavior
10. The employee believes the reward will be earned regardless
of the evaluation (e.g., everyone around here gets the same
reward)
6
15 reasons … (continued)
11. There are ways to get a good evaluation without actually doing
entrepreneurial things (e.g., politicking).
12. The employee has come to find other ways to earn the reward without
putting effort towards entrepreneurship (e.g., currying favor with the boss).
13. Rewards are being offered that are too small given the effort that is
required to push an entrepreneurial initiative through in the face of lots of
internal resistance
14. The type of reward being offered is not the one to which the employee
currently attaches the most importance
15. The reward is considered inequitable or unfair, possible because of what
the employee knows other people are receiving, especially when he/she
thinks these other employees are performing to a lower standard.
7
References
• Birkinshaw, J., & Ridderstråle, J. (1999). Fighting the corporate immune system: a process study of subsidiary
initiatives in multinational corporations. International Business Review, 8(2), 149-180.
doi:https://doi.org/10.1016/S0969-5931(98)00043-2
• Morris, M. H., Kuratko, D. F., & Covin, J. G. (2011). Corporate Entrepreneurship and Innovation 3e. South Western:
Cengage Learning.
Creativity, Innovation & Design
Destroy the corporate immune system that fights off creativity and innovation
Don’t believe this?
15 reasons employees might not be motivated to act entrepreneurial on the job:
Slide Number 5
Slide Number 6
References
1
Creativity, Innovation & Design
Creativity at the Organisational level
=> 1. Corporate Entrepreneurship
Prepared by Dr Gerrit de Waal
What can organisations do to ensure employees are creative
on the job and innovate?
2
Objectives of week 3
1. Corporate entrepreneurship
2. Creativity enhancing factors
3. Creativity inhibiting factors
4. The role of an innovation manager (BONUS)
5. Open Innovation (BONUS)
6. Managing Innovation (BONUS)
3
“The challenge is relatively straightforward … companies must
tap into the creative power of their members. Ideas come from
[individual] people. Innovation is a capability of the many. That
capability is utilized when people give commitment to the
mission and life of the enterprise and have the power to do
something with their capabilities.”
(Brandt, 1986)
CREATIVITY INNOVATION
How to survive and grow?
4
The Componential Theory of
Individual/Team Creativity (Amabile 1997)
Assumptions:
• everyone has the capacity to do at least moderate creative work
in some domain, some of the time
• the social environment can influence the level and
frequency of creative work
Individual’s expertise
Individual’s creative thinking
Individual’s intrinsic task motivation
Expertise
Creative
Thinking
Intrinsic
task
motivation
Creativity
5
The Componential Theory of Organizational
Creativity and Innovation (Amabile 1997)
Organizational motivation to innovate – the basic orientation of the
organization to innovate and the support for creativity and innovation
throughout the organization
Resources – all resources available within the organization that are used in
creative work and innovations
Management practices – management practices that support and promote
creativity and innovation in the organization
6
7
Corporate entrepreneurship
• Corporate entrepreneurship is a term used to describe
entrepreneurial behaviour inside established mid-sized and large
organisations.
(Morris, Kuratko, & Covin, 2011)
• It results in the development of new businesses, products,
services or processes inside of an existing organisation to create
value and generate new revenue growth.
But what do we mean by ‘entrepreneurial behaviour’?
8
Entrepreneurial behaviour
1. Innovativeness: The extent to which an organisation is doing things that
are novel, unique, or different. Creativity, as we have seen, is integral to this.
2. Risk-taking: It reflects an organisation’s willingness to pursue
opportunities that have a reasonable likelihood of producing losses or
significant performance discrepancies
3. Pro-activeness: It indicates an organisation’s level of action orientation;
its determination to do whatever is necessary to bring an entrepreneurial
concept to fruition. The opposite of reactiveness.
(Morris, Kuratko, & Covin, 2011)
9
Do we really want entrepreneurial employees?
We asked two HR managers in two different
companies how they viewed corporate
entrepreneurship. Check out what they say in
Canvas week 3.
10
How do we motivate employees to act entrepreneurial?
With the expectation that: Importance Rating
EFFORT
SPENT ON
ENTREPRENEURIAL
ACTIVITIES
SUCCESSFUL
PERFORMANCE
EVALUATION
REWARD
Perceived
Equity
will
lead
to
will
lead
to
INDIVIDUAL
MOTIVATION
TO BE
ENTREPRENEURIAL
ON THE JOB
is a
function
of
Porter and Lawler’s Expectancy Model
(see animation in week 3)
(Porter and Lawler, 1968) (Morris, Kuratko, & Covin, 2011)
11
References
• Amabile, T. M. (1997). Motivating creativity in organizations: Doing what you love and loving what you do. California
Management Review, vol. 40, no. 1, pp. 39-58.
• Brandt, S. C. (1986). Entrepreneuring in Established Companies: managing toward the year 2000. Homewood, IL:
Dow Jones-Irwin.
• Morris, M. H., Kuratko, D. F., & Covin, J. G. (2011). Corporate Entrepreneurship and Innovation 3e. South Western:
Cengage Learning.
• Porter, L. W., and Lawler, E. L. III. (1968). Managerial attitudes and Performance. Homewood, IL. Richard D. Irwin.
Creativity, Innovation & Design
Objectives of week 3
How to survive and grow?
The Componential Theory of Individual/Team Creativity (Amabile 1997)
The Componential Theory of Organizational Creativity and Innovation (Amabile 1997)
Slide Number 6
Corporate entrepreneurship
Entrepreneurial behaviour
Do we really want entrepreneurial employees?
How do we motivate employees to act entrepreneurial?
References
1
RMIT Classification: Trusted
Creativity, Innovation & Design
Principles of Innovation
and Design Thinking
Prepared by Dr Gerrit de Waal
2
RMIT Classification: Trusted
Defining innovation
Innovation is the ‘successful implementation of creative ideas within an organization’
(Amabile et al. 1996, p. 1155)
Innovation is the production, adoption, assimilation and exploitation of value-added
novelty in economic and social spheres and is a key factor for competitiveness and
growth (Crossnan and Apaydin, 2010)
Workplace innovation refers to the ‘processes applied when attempting to implement
new ideas. Specifically, innovation involves some combination of problem/opportunity
identification, the introduction, adoption or modification of new ideas germane to
organizational needs, the promotion of these ideas, and the practical implementation of
these ideas’ (Hughes et al. 2018, p. 551)
3
RMIT Classification: Trusted
“Innovation is change that adds value”
It’s that simple!
And it’s this simplicity that is the key to success
Non-academic definition of Innovation
potential
(Imber, 2016)
Slight but important
modification
4
RMIT Classification: Trusted
Innovation’s dual nature
… is the process of creating something new and potentially valuable
outcome
$5 $1 $10 (potentially)+ =
CREATIVITY
INNOVATION
?
School of Management4
1
2
5
RMIT Classification: Trusted
Useless innovations
6
RMIT Classification: Trusted
Invention vs Innovation vs Discovery
• Inventions are first-time innovations
Creating something that has not existed before
• Innovation include inventions and improvements of existing
products/services/processes/concepts
• Discovery is finding something that already exists for the first time
(e.g. a new bird species, America, law of gravity)
7
RMIT Classification: Trusted
• Creativity is thinking up new things
• Innovation is doing those
new things
• Entrepreneurship is obtaining value
from those new things
Making
those
connections
Making them real
Making them count
School of Management7
8
RMIT Classification: Trusted
Defining design thinking
Design thinking is ‘an analytic and creative process that engages
a person in opportunities to experiment, create and prototype
models, gather feedback, and redesign’ (Razzouk & Shute 2012, p. 330)
Detailed discussion follows in Week 5
9
RMIT Classification: Trusted
• Design Thinking is a human-centred design methodology that
provides a solution-based approach to solving problems.
• It’s extremely useful in tackling complex problems that are ill-
defined or unknown, by understanding the human needs involved,
by re-framing the problem in human-centric ways, by creating
many ideas in brainstorming sessions, and by adopting a hands-
on approach in prototyping and testing.
• Understanding these five stages of Design Thinking will empower
anyone to apply the Design Thinking methods in order to solve
complex problems that occur around us — in our companies, in
our countries, and even on the scale of our planet.
10
RMIT Classification: Trusted
References
• Amabile, TM, Conti, R, Coon, H, Lazenby, J & Herron, M 1996, ‘Assessing the work environment
for creativity’, Academy of Management Journal, vol. 39, no. 5, pp. 1154-1184.
• Crossan, M. M., & Apaydin, M. (2009). A Multi-Dimensional Framework of Organizational
Innovation: A Systematic Review of the Literature. Journal of Management Studies, 47(6), 1154-
1191.
• Hughes, DJ, Lee, A, Tian, AW, Newman, A & Legood, A 2018. ‘Leadership, creativity, and
innovation: A critical review and practical recommendations’, The Leadership Quarterly, vol. 29, no.
5, pp.549–569.
• Imber, A. (2016). The Innovation Formula: The 14 Science-Based Keys for Creating a Culture
Where Innovation Thrives: John Wiley & Sons.
• McShane, S, Olekalns, M, Newman, A & Travaglione, T 2017, Organizational Behavior, 5th edn,
McGraw-Hill Education, Australia.
• Razzouk, R & Shute, V 2012, ‘What is design thinking and why is it important?’, Review of
Educational Research, vol. 82, no. 3, pp. 330-348.
Creativity, Innovation & Design
Defining innovation
Slide Number 3
Innovation’s dual nature
Useless innovations
Invention vs Innovation vs Discovery
Slide Number 7
Defining design thinking
Slide Number 9
References
1
Creativity, Innovation & Design
Creativity at the Individual and
Team Levels
Teamwork for Creativity
Prepared by Dr Gerrit de Waal
2
In this lecture we will explore:
What is a team?
Factors that facilitate creativity in teams
Tuckman’s stages of team formation
Team roles for creativity
What is creative conflict (creative abrasion) and why is it
important?
3
What is a team?
A team is a small group of people with
complementary skills, who work together to
accomplish shared goals while holding themselves
mutually accountable for performance results
(Robbins et al. 2015)
4
Factors that facilitate creativity in teams
Team Psychological Safety– ‘shared belief that the team
feels safe for interpersonal risk taking’ (Edmondson, 1999, p. 354).
High team psychological safety results in team members not
afraid to take risks, voice their new ideas and make mistakes
with ideas
Team diversity – the differences between team members in terms of
age, gender, nationality, experience, expertise, personality type, etc.
Deep-level diversity based on varied expertise better facilitates team
creativity
5
Personality types reveal likes/dislikes & preferences
Jung Typology Test™ / MBTI
http://www.humanmetrics.com/cgi-win/jtypes2.asp
(Briggs and Myers, 1980)
Extraverted (E) vs. Introverted (I) Sensing (S) vs. Intuition (N)
Thinking (T) vs. Feeling (F) Judging (J) vs. Perceiving (P)
http://www.humanmetrics.com/cgi-win/jtypes2.asp
6
Caution on use of Myers Briggs Personality
Type Indicator Test (MBTI)
Here is the major issue. By relying strongly on limited binaries, the MBTI gives an
oversimplified view of human personality. But human beings are complicated. We don’t fit
into neat categories, but rather fall along a spectrum. People aren’t exclusively introverts or
extroverts or thinkers or feelers. Data from the Myers-Briggs test itself backs this up, yet in
practice, test-takers are lumped into one category or another.
The MBTI and its results arent exactly reliable. Studies have shown that 50 percent of
people are classified into a different type the second time they take the test, even if
the test-retest period is short (e.g. five weeks). ... All of this is why most psychologists
have abandoned the Myers-Briggs. Jun 29, 2020
https://www.psycom.net/myers-briggs-personality-type
https://www.psycom.net/myers-briggs-personality-type
7
Factors that facilitate creativity in teams
Team climate (culture) – context or environment in which team
members function (Somech and Drach-Zahavy 2013). A team climate that
expects, approves and provides practical support for creativity better
facilitates creativity
Creative leadership – team leadership that supports and promotes
creativity and creative problem solving
Creative task conflict – disagreements among team members in
relation to different ideas and viewpoints on solving a particular problem
8
Creative conflict / abrasion (Leonard and Swap, 2005)
Conflict or disagreements in viewpoints/relationships can occur in any context
where two or more people need to collaborate on a common issue/problem
Creative task conflict: disagreements in ideas/opinions/viewpoints between two
or more members of a team on how the team should perform a task or solve a
problem
Relational conflict: interpersonal disagreements and clashes amongst team
members
9
Collective genius (Hill, 2014)
10
Tuckman’s stages of team formation
Forming: The first stage in which people join the team and then define
the team’s purpose, structure and leadership
Storming: The second stage is characterised by intra-team conflict
Norming: The third stage is characterized by close relationships and
cohesiveness
Performing: The fourth stage where the team is fully functional
Adjourning: The final stage for a temporary team when they start to wrap
up activities.
(Robbins et al. 2015)
11
Team Formation
Roger Von Oech’s 4 Roles of Team Creativity
• The Explorer’s job is to collect the raw material for creativity. He/she is constantly
asking questions, talking to different people, and processing as many inputs as
possible.
• The Artist takes the raw material from the Explorer and combines it in new and
interesting ways. He/she’s playful and imaginative with no concerns about judging the
quality of what he/she’s creating.
• The Judge takes the Artist’s ideas and determines if they’re practical. He/she thinks
critically and realistically about what can actually be done.
• Finally, the Warrior takes an idea the Judge has determined worthy and tenaciously
follows it to completion. The Warrior’s job is to overcome resistance, be courageous,
and ship the idea. https://litemind.com/creativity-roles/
12
References
• Amabile, T. M. (1997), ‘Motivating creativity in organizations: Doing what you love and loving what you do’, California Management
Review, vo. 40, no. 1, pp. 39-58.
• Briggs, K. and Myers, I. (1980, 1995) Gifts Differing: Understanding Personality Type
• Edmondson, A 1999, ‘Psychological safety and learning behavior in work teams’, Administrative Science Quarterly, vol. 44, no. 2, pp.
350–383.
• Fredrickson BL 2001, ‘The role of positive emotions in positive psychology: The broaden-and-build
• theory of positive emotions’, American Psychologist, vol. 56, no.3, pp. 218–226.
• Hennessey, BA & Amabile, TM 2010, ‘Creativity’, Annual Review of Psychology, vol. 61, pp. 569-598.
• Hill, L. A., Brandeau, G., Truelove, E., & Lineback, K. (2014). Collective Genius. Harvard Business Review(June).
• Hughes, D. J., Lee, A., Tian, A. W., Newman, A. & Legood, A. (2018). “Leadership, creativity, and innovation: A critical review and
practical recommendations”, The Leadership Quarterly, vol. 29, no. 5, pp.549–569.
• Interaction Design Foundation n.d, Brainstorming, Interaction Design Foundation, viewed 17 July 2020, https://www.interaction-
design.org/literature/topics/brainstorming
• Jung, C. G. (1971). Psychological types (Collected works of C. G. Jung, volume 6, Chapter X)
• Leonard, D. A., & Swap, W. (2005). Creative Abrasion - When Sparks Fly: Harnessing the Power of Group Creativity. Cambridge,
MA: Harvard Business School Press.
• Robbins, S, Bergman, R, Stagg, I & Coulter, M 2015, Management, Pearson, Australia.
• Somech, A & Drach-Zahavy, A 2013, ‘Translating team creativity to innovation implementation: The role of team composition and
climate for innovation’, Journal of Management, vol. 39, no. 3, pp. 684-708.
https://www.interaction-design.org/literature/topics/brainstorming
Creativity, Innovation & Design
In this lecture we will explore:
What is a team?�
Factors that facilitate creativity in teams
Slide Number 5
Caution on use of Myers Briggs Personality Type Indicator Test (MBTI)
Factors that facilitate creativity in teams
Creative conflict / abrasion (Leonard and Swap, 2005)
Collective genius
Tuckman’s stages of team formation
Team Formation�Roger Von Oech’s 4 Roles of Team Creativity
References
1
Creativity, Innovation & Design
Creativity at the Individual and Team Levels
=> Creativity Tools
Prepared by Dr Gerrit de Waal
2
About tools…
ADOPT and ADAPT as required
Innovation tools are
structured aids to help
manage the innovation
process
Source: de Waal, G.A., Knott, P. (2013).
Innovation tool adoption and adaptation in
small technology-based firms. Special Issue,
International Journal of Innovation
Management, 17(3) (June 2013), 1-19
3
Creativity Tools
Creativity techniques are methods that encourage creative actions, whether in the arts or sciences.
They focus on a variety of aspects of creativity, including techniques for idea generation and divergent
thinking, methods of re-framing problems, changes in the affective environment and so on.
https://www.fsb.unizg.hr/brodogradnja/UZIR-Essay-Sremec-Mario.pdf
https://www.fsb.unizg.hr/brodogradnja/UZIR-Essay-Sremec-Mario.pdf
4
Techniques for generating ideas
Brainstorming: The process of
generating new and unusual
ideas/solutions by engaging in
freewheeling group discussion
Set a time limit
Refrain from judgment/criticism
Encourage weird and wacky ideas
Aim for quantity
Build on others’ ideas
Stay visual
Allow one conversation at a time
Image source: https://www.shopify.com/partners/blog/brainstorming-process
New thinking
Set certain constraints / rules
Provide a ‘new box’
5
Techniques for generating ideas
Mind mapping: A graphical representation of ideas and concepts
https://www.mindmapping.com/mind-map.php
Brainstorming With Mind
Maps in a Group
https://www.youtube.com/wat
ch?v=O0lEj2d-ipE
https://www.youtube.com/watch?v=O0lEj2d-ipE
6
Techniques for generating ideas
Reframing problems: 5 + 5 = ? vs ? + ? = 10
Challenge assumptions: Taking our ingrained assumptions about
life/work and consciously challenging them to come up with new
ways of thinking
Combine and Connect: Taking dissimilar ideas/products and
combining/connecting them in new and meaningful ways
7
Brand new 2020
release
Available online in
our library
https://rmit.primo.exlibrisgroup
.com/view/action/uresolver.do?
operation=resolveService&pac
kage_service_id=269919743000
01341&institutionId=1341&cust
omerId=1330
https://rmit.primo.exlibrisgroup.com/view/action/uresolver.do?operation=resolveService&package_service_id=26991974300001341&institutionId=1341&customerId=1330
Creativity, Innovation & Design
About tools…
Creativity Tools
Techniques for generating ideas
Techniques for generating ideas
Techniques for generating ideas
Brand new 2020 release��Available online in our library��https://rmit.primo.exlibrisgroup.com/view/action/uresolver.do?operation=resolveService&package_service_id=26991974300001341&institutionId=1341&customerId=1330 �
1
Creativity, Innovation & Design
Creativity at the Individual and Team Levels
=> Types of thinking
Prepared by Dr Gerrit de Waal
2
A need or an
opportunity defined
Trigger point
divergent thinking convergent thinking
Idea generation
Creative thinking
Open mode
Two modes of thinking
Idea evaluation
Critical thinking
Closed mode
3
Critical thinking
• The ability to discern the best possible choice based on
the information available
• In essence it allows a situation, concept or object to be
perceived, judged and evaluated in order to discover
the best possible outcome
• Critical thinking is about making sense of the
world; assimilating the overload of information;
moving forward in the most sensible way
4
The difference between creative
thinking and critical thinking
• Creative thinking involves creating something new or original. It involves the
skills of flexibility, originality, fluency, elaboration, brainstorming, modification,
imagery, associative thinking, attribute listing, metaphorical thinking, and forced
relationships. The aim of creative thinking is to stimulate curiosity and promote
divergence.
• Critical thinking involves logical thinking and reasoning, including skills such as
comparison, classification, sequencing, cause/effect, patterning, webbing,
analogies, deductive and inductive reasoning, forecasting, planning,
hypothesizing, and critiquing.
https://courseware.e-education.psu.edu/courses/bootcamp/lo09/06.html
5
Linear / vertical thinking
• A process of thought following known cycles or step-by-
step progression where a response to a step must be
elicited before another step is taken.
• Great for processes.
6
Lateral Thinking
The term “lateral thinking” originated in 1970 – from Edward de Bono – to overcome
the limitations of “traditional” vertical thinking, which is called this due to its “one step
at a time in logical sequence” focus. Hence it is “continuous” whereas lateral
thinking deliberately seeks a “discontinuity”
Thinking outside of our usual frame of reference
7
Lateral Thinking Examples
Exit
Start
A
B
8
Open Water 2: Adrift
What would you do?
https://www.youtube.com/watch?v=SItuuvHmZdk&feature=emb_logo
Lateral think as if your
life depends on it!
https://www.youtube.com/watch?v=SItuuvHmZdk&feature=emb_logo
9
Programmed Thinking
Programmed thinking the process of using structured methodologies and/or
logical algorithmic processes to solve problems, make decisions and/or create
new product offerings. Examples of this approach are Morphological Analysis,
the La Salle Innovation Matrix and Root-cause analysis.
Creativity, Innovation & Design
Two modes of thinking
Critical thinking
The difference between creative thinking and critical thinking
Linear / vertical thinking
Lateral Thinking
Lateral Thinking Examples
Open Water 2: Adrift�What would you do?
Programmed Thinking
1
RMIT Classification: Trusted
Creativity, Innovation & Design
Creativity Principles
Prepared by Dr Gerrit de Waal
2
RMIT Classification: Trusted
Are creatives born or made?
3
RMIT Classification: Trusted
Creativity in the animal kingdom
School of Management3
https://www.youtube.com/watch?v=jqlv-ZVIhu8
Black-crowned night heron
https://www.youtube.com/watch?v=Uc7Ahp5--eE
Sea Otter Using a Rock to Open Clams
SO WHAT?
https://www.youtube.com/watch?v=jqlv-ZVIhu8
https://www.youtube.com/watch?v=Uc7Ahp5--eE
4
RMIT Classification: Trusted
Left-Right Brain Thinking
School of Management
What is your predominant mode of thinking?
Not scientifically correct, but a useful metaphor
• uses logic
• detail oriented
• facts rule
• words and language
• present and past
• math and science
• can comprehend
• knowing
• acknowledges
• order/pattern
perception
• knows object name
• reality based
• forms strategies
• practical
• safe
• uses feeling
• big picture oriented
• imagination rules
• symbols and images
• present and future
• philosophy & religion
• can get it (i.e. meaning)
• believes
• appreciates
• spatial perception
• knows object function
• fantasy based
• presents possibilities
• Impetuous
• risk taking
Left Right
Left Brain Right Brain is a MYTH: https://www.youtube.com/watch?v=_BxJKrw4TAc
https://www.youtube.com/watch?v=_BxJKrw4TAc
5
RMIT Classification: Trusted
THE Right Brain vs Left Brain
test ... do you see the dancer
turning clockwise or anti-
clockwise?
If clockwise, then you use more of
the right side of the brain and vice
versa.
Most of us would see the dancer
turning anti-clockwise though you
can try to focus and change the
direction; see if you can do it.
School of Management5
Disclaimer: Not scientifically proven. Only for
demonstration purposes
6
RMIT Classification: Trusted
Importance of creativity, innovation and
design thinking
Creativity as one of the top three skills employees need to have – World
Economic Forum, 2019 (https://www.weforum.org/agenda/2016/01/the-10-skills-you-need-to-
thrive-in-the-fourth-industrial-revolution/)
The complex and evolving nature of today’s problems
The need to stay ahead of the competition
The need to provide user-focused products and services
7
RMIT Classification: Trusted
Why are Creativity and Innovation important?
An entrepreneur is a person who habitually
creates and innovates to build something of
recognised value around perceived
opportunities
(Bolton & Thompson, 2002)
School of Management7
8
RMIT Classification: Trusted
Why are Creativity and Innovation important?
Back in 1960 the composition of the Fortune 500
was so stable that it took 20 years for a third of the
constituent companies to change. Now it takes only
four years.
The Economist’s special report on entrepreneurship
August 4, 2009
School of Management8
https://region2000sbdc.wordpress.com/2009/08/04/the-economists-special-report-on-entrepreneurship/
Fortune 500 firms 1955 v. 2017: Only 60 remain, thanks to
the creative destruction that fuels economic prosperity
https://www.aei.org/carpe-diem/fortune-500-firms-1955-v-2017-only-12-remain-thanks-to-the-creative-
destruction-that-fuels-economic-prosperity/
https://region2000sbdc.wordpress.com/2009/08/04/the-economists-special-report-on-entrepreneurship/
https://www.aei.org/carpe-diem/fortune-500-firms-1955-v-2017-only-12-remain-thanks-to-the-creative-destruction-that-fuels-economic-prosperity/
9
RMIT Classification: Trusted
Creative Destruction
• Creative destruction refers to the incessant product and
process innovation mechanism by which new production units replace
outdated ones. It was coined by Joseph Schumpeter (1942), who
considered it the essential fact about capitalism’.
• Netflix is one of the modern examples of creative destruction, having
overthrown disc rental and traditional media industries—now being known
as the “Netflix effect” and being “Netflixed.”
10
RMIT Classification: Trusted
Creativity – academic definitions
• Creativity is the tendency [or ability] to generate or recognize ideas,
alternatives, or possibilities that may be useful in solving problems,
communicating with others, and entertaining ourselves and others.
(Franken, 1993, p. 396)
• Creativity refers to ‘novel work that is accepted as tenable or useful or
satisfying by a group in some point in time’ (Stein, 1953 cited in Runco &
Jaeger 2012, p. 94)
• Creativity is ‘the production of novel and useful ideas in any domain’
(Amabile et al. 1996, p. 1155)
• Creativity is ‘the development of original ideas that make a socially
recognized contribution’ (McShane et al, 2017, p. 226)
School of Management10
11
RMIT Classification: Trusted
A non-academic definition of creativity
… is connecting two or more separate
ideas in a way that creates new meaning
School of Management11
https://www.youtube.com/watch?v=U5AZed69Iy4
Brunos company took
two things people love
beer/wine/cheese
and casino and
combined it into one
fun activity for
companies.
https://www.youtube.com/watch?v=U5AZed69Iy4
12
RMIT Classification: Trusted
School of Management12
13
RMIT Classification: Trusted
Do you agree with this statement?
• Creativity involves both
new and useful work in
a given domain that is
socially accepted
14
RMIT Classification: Trusted
No, because one seemingly crazy idea leads to
another… leads to another.. and so on until…
Demetri Martin
Stand-up Comedian
While being creative, don’t
criticise your creative ideas.
This is part and parcel of what
we refer to as divergent
thinking
15
RMIT Classification: Trusted
Creativity in action:
Divergent & Convergent thinking
Divergent thinking: The process of thinking that explores
multiple possible solutions in order to generate creative
ideas
Convergent thinking: The process of figuring out a
concrete solution to any problem
https://www.extension.harvard.edu/professional-
development/blog/divergent-vs-convergent-thinking-how-strike-balance
Image source: https://cucumber.io/blog/bdd/the-two-modes-of-
thought-you-need-for-bdd/
https://www.extension.harvard.edu/professional-development/blog/divergent-vs-convergent-thinking-how-strike-balance
16
RMIT Classification: Trusted
The Creative Process Model
(Wallas, 1926)
PREPARATION
• Understand the
problem/
opportunity
• Investigate
information that
seems relevant
to the issue
INCUBATION
• Period of
reflective
thought
• Non-conscious
or low-level
awareness, not
direct attention
to the issue
• Active
divergent
thinking
process
• Sudden
awareness of a
novel, although
vague and
incomplete,
idea entering
one’s
consciousness
• May include an
initial period of
‘fringe’
awareness
VERIFICATION
• Detailed logical
and
experimental
evaluation of the
illuminated idea
• Further creative
thinking
ILLUMINATION
Source: McShane et al. 2017, p. 228
17
RMIT Classification: Trusted
Self study: 15 video slides on Canvas
https://rmit.instructure.com/courses/77197/pages/slide-1-introduction?module_item_id=3000433
https://rmit.instructure.com/courses/77197/pages/slide-1-introduction?module_item_id=3000433
18
RMIT Classification: Trusted
• Creativity is thinking up new things
• Innovation is doing those
new things
• Entrepreneurship is obtaining value
from those new things
Making
those
connections
Making them real
Making them count
School of Management18
19
RMIT Classification: Trusted
References
• Bolton, B. K., & Thompson, J. L. (2002). The Entrepreneur in Focus: Achieve Your Potential. United Kingdom:
Thomson Learning.
• Byron, K. (2009). The Creative Researcher. In. Retrieved from https://www.scribd.com/document/135659128/The-
Creative-Researcher-Dec09
• Franken, R. E. (1993). Human Motivation: Cengage Learning, Inc.
• Manning, A 2018, Divergent vs. convergent thinking: How to strike a balance, Harvard Extension School, viewed 20
February 2019 , https://www.extension.harvard.edu/professional-development/blog/divergent-vs-convergent-
thinking-how-strike-balance
• McShane, S, Olekalns, M, Newman, A & Travaglione, T 2017, Organizational Behavior, 5th edn, McGraw-Hill
Education, Australia.
• Razumnikova, OM 2017, ‘Divergent versus convergent thinking’, in E Carayannis (ed.), Encyclopedia of Creativity,
Invention, Innovation and Entrepreneurship. Springer, New York, NY.
• Runco, MA & Jaeger, GJ 2012, ‘The Standard Definition of Creativity’, Creativity Research Journal, vol. 24, no. 1,
pp. 92-96.
Creativity, Innovation & Design
Are creatives born or made?
Creativity in the animal kingdom
Left-Right Brain Thinking
Slide Number 5
Importance of creativity, innovation and design thinking
Why are Creativity and Innovation important?
Why are Creativity and Innovation important?
Creative Destruction
Creativity – academic definitions
A non-academic definition of creativity
Slide Number 12
Do you agree with this statement?
No, because one seemingly crazy idea leads to another… leads to another.. and so on until…
Creativity in action: �Divergent & Convergent thinking
The Creative Process Model�(Wallas, 1926)
Self study: 15 video slides on Canvas
Slide Number 18
References
1
Creativity, Innovation & Design
Prepared by Dr Gerrit de Waal
INNOVATION TYPOLOGIES
2
Innovation Types for Mature
Markets
The Operational Excellence Zone
Integration
Innovation
Process
Innovation
Value Migration
Innovation
Value Engineering
Innovation
Operational Excellence
Zone
2
3
1. Value-Engineering Innovation
Extracting cost from the materials and manufacturing of an
established offer without changing its external properties.
4
2. Integration Innovation
Reducing the customer’s cost of maintaining a complex operation by integrating
its many disparate elements into a single centrally managed system.
5
3. Process Innovation
Improving profit margins by extracting waste not from the offer itself but from
the enabling process that produce it. But it can also involve adding better
technology to the work flow to improve efficiencies and effectiveness.
6
4. Value Migration Innovation
Value migration is the shifting of value-creating forces.
Example of desktop printers that are almost provided free of charge,
but customers pay for ink cartridges.
PRODUCT
CONSUMABLE
Creativity, Innovation & Design
Innovation Types for Mature Markets�The Operational Excellence Zone
1. Value-Engineering Innovation
2. Integration Innovation
3. Process Innovation
4. Value Migration Innovation
1
Creativity, Innovation & Design
Prepared by Dr Gerrit de Waal
INNOVATION TYPOLOGIES
2
Sustaining innovation
• Refers to the type of innovations that exist in the current market and
improves and grows the existing market.
• For example, nearly all modern cars can be considered to be sustaining
innovations. If we look at for example Toyota Prius (first launched in 1997),
the basic functionalities of the car have stayed pretty much the same. It only
continues getting slightly better with every iteration, continuing to cater the
needs of a typical Prius customer.
• SI is how established companies move along established improvement
trajectories – improvements along dimensions historically valued by
customers.
3
Disruptive Innovation –
Clayton M Christensen
• A disruptive innovation is an innovation that creates a new
market and value network and eventually disrupts an existing
market and value network, displacing established market leading
firms, products and alliances.
• It describes a process by which a product or service takes root
initially in simple applications at the bottom of a market and then
relentlessly moves up market, eventually displacing established
competitors.
4
Sustaining versus Disruptive Innovations
Disruptive innovations
usually entail a change
in a business model
They introduce a new
value proposition and
either create new
markets or shape
existing ones
5
There are three important qualities of disruptive innovation to
note:
1. The new product or service enters at the bottom of an
established market.
2. It begins as a substandard product that is not seen as a
threat by established market leaders.
3. Adopters are non-consumers who couldn’t use the product
or service previously because of cost or accessibility
issues.
6
(Hutton, Wong, & Gagnon, 2018)
7
Disruptive innovation example
Digital telephony entered at the bottom of the market and, over time,
moved up and displace established market leaders.
8
Disruptive Innovation example
9
Who is disrupting who?
10
The cross-over of innovation
INCREMENTAL RADICAL
DISRUPTIVE
SUSTAINING
Computer chips
Cars
Fax machine
Digital camera
Light-lens to
Digital photocopier
Supermarkets
continuum
Electronic cash
register
Self-checkouts
11
References
Hutton, K., Wong, E., & Gagnon, R. (2018). Thinking Outside-the-Box for Cyber Defense: Introducing an Innovation
Framework for the 21st Century. The Cyber Defense Review.
Creativity, Innovation & Design
Sustaining innovation
Disruptive Innovation – �Clayton M Christensen
Sustaining versus Disruptive Innovations
Slide Number 5
Slide Number 6
Disruptive innovation example
Disruptive Innovation example
Who is disrupting who?
The cross-over of innovation
References
1
Creativity, Innovation & Design
BONUS TOPIC
Managing Innovation
Prepared by Dr Gerrit de Waal
2
Managers appreciate the importance of innovation…
Competitive
advantage
Sustained
growth
Survival
But believe it is very
difficult to manage
Innovation is complex, uncertain and almost impossible
to manage (Tidd, Bessant and Pavitt, 2005, p. 571)
3
Managing innovation
going back to the basics…
• Planning
• Organising
• Controlling
• Leading
The four functions of
management
4
Source: (de Waal et al., 2010)
5
LEADING - Providing Innovative Leadership
• Being the innovation role model
• Formulating a clear innovation vision
• Destroying the corporate immune
system
• Recruiting innovators and
entrepreneurs
• Accepting the risk of spotting and
backing new ideas
• Building an innovation climate and
culture
6
PLANNING - Devising an Innovation Strategy
Where?
Portfolio approach
Innovation
Goals
Strategic fit
Business Strategy
Allocate resources
Provide capability
7
ORGANISING - Creating an Innovation supportive organisation
Innovative Culture
Strong customer focus
Intrapreneurship is encouraged
An openness to new ideas
Submission and sharing of new
ideas by all employees
Risk-taking and acceptance of
failures without punishment
Innovative Climate
Learning organization
Knowledge management
Cross-functional teams
Reward systems
Free time and sufficient resources for
undertaking creative activities
Pleasant work environment
8
ORGANISING - Establishing effective External Linkages
Collaboration
Networking
Open Innovation
9
CONTROLLING - Defining and measuring
appropriate Innovation Metrics
• Innovation Audits
• If you don’t measure it, you can’t manage it!
Product Innovation example metrics:
• Percentage of sales from new products
• Number of patents registered
• Number of NPD projects
Entrepreneurship
and Innovation
Health Audit
10
CONTROLLING - Implementing effective and
efficient innovation processes
11
CONTROLLING - Using Innovation tools
Morphological analysis
Voice-of-
the-
customer
Brainstorming
QFD
Rapid prototyping
Mindmaps
In-market-testing
DFM TRIZ
12
References
de Waal, A., Maritz, P.A., Shieh, C.J. (2010). Managing Innovation: A typology of theories and practice-based
implications for New Zealand firms. The International Journal of Organizational Innovation, 3(2), 35-57.
Tidd, J., Bessant, J., and Pavitt, K. (2005). Managing Innovation - Integrating technological, market and organizational
change (3rd ed.). Australia: John Wiley and Sons.
Creativity, Innovation & Design
Managers appreciate the importance of innovation…
Managing innovation�going back to the basics…
Slide Number 4
LEADING - Providing Innovative Leadership
PLANNING - Devising an Innovation Strategy
Slide Number 7
ORGANISING - Establishing effective External Linkages
CONTROLLING - Defining and measuring � appropriate Innovation Metrics
CONTROLLING - Implementing effective and� efficient innovation processes
CONTROLLING - Using Innovation tools
References
1
Creativity, Innovation & Design
Creativity at the Organisational level
=> 2. Enhancing entrepreneurial behavior
(including creativity) in organisations
Prepared by Dr Gerrit de Waal
What can organisations do to ensure employees are creative
on the job and innovate?
2
Chapter 13 presents 19 ways to establish a
climate for innovation
http://www.pinchot.com/intrapreneuring/(Pinchot, 1985)
3
1. Transmitting Vision and Strategic Intent
Hierarchy of Strategic Intent
4
2. Tolerance of Risk, Mistakes and Failure
Managers struggle with the concept of failure
• There is a tendency within companies to develop “zero error cultures” as
companies strive to meet ever-higher performance standards in a
hypercompetitive marketplace
• This results in innovation incompetence, where bold initiatives are avoided and
initiatives are pursued only when there is an apparent guarantee of outcomes
5
A culture of “successful failures”
• Nokia: “this is a place where you are allowed to have a bit of fun, to think
unlike the norm, where you are allowed to make a mistake”
• BMW: “flop of the month award”
6
3. Support for corporate entrepreneurs (intrapreneurs)
Creating a Work Environment conducive to creativity and innovation
7
4. Managers who sponsor innovation
8
5. Empowered cross-functional teams
9
6. Decision-making by the doers
10
7. Discretionary time
11
8. Attention on the future
Exploitation (focus
on today’s core
business)
versus
Exploration
(focus on
tomorrow’s new
business)
Firm
ambidexterity
(firms that can do
both well)
(Oreilly & Tushman,
2013)
12
9. Self-selection
Corporate entrepreneurs cannot be assigned or appointed; they must
be volunteers who bring a clear vision of what they want to create.”
(Morris, Kuratko, & Covin, 2011)
13
10. No hand-offs
14
11. Boundary crossing
15
12. Strong organisational community
16
13. Focus on customers
17
14. Choice of internal suppliers
18
15. Measurement of innovation
• Innovation Audits
• If you don’t measure it, you can’t manage it! (Drucker)
Product Innovation example metrics:
• Percentage of sales from new
products
• Number of patents registered
• Number of NPD projects
Entrepreneurship
and Innovation
Health Audit
19
16. Transparency and Truth
20
17. Good treatment of people
21
18. Social, Environmental, and Ethical
Responsibility
22
19. Avoiding the home-run philosophy
23
The role of leadership in promoting
creativity
• Transformational leaders promote creativity
in followers by developing an environment
or climate where creative ideas are likely
to emerge.
• But they also develop an organizational
culture that facilitates creativity and
innovation
24
Summary
Innovative Culture
Strong customer focus
Intrapreneurship is encouraged
An openness to new ideas
Submission and sharing of new
ideas by all employees
Risk-taking and acceptance of
failures without punishment
Innovative Climate
Learning organization
Knowledge management
Cross-functional teams
Reward systems
Free time and sufficient resources
for undertaking creative
activities
Pleasant work environment
25
References
• OReilly, C. A., & Tushman, M. L. (2013). Organizational Ambidexterity: Past, Present, and Future. Academy of
Management Perspectives, 27(4). doi:https://doi.org/10.5465/amp.2013.0025
• Pinchot, G. (1985). Intrapreneuring: Why You Dont Have to Leave the Corporation to Become an Entrepreneur.
New York: Harper & Row.
Creativity, Innovation & Design
Chapter 13 presents 19 ways to establish a climate for innovation
1. Transmitting Vision and Strategic Intent
2. Tolerance of Risk, Mistakes and Failure
A culture of “successful failures”
3. Support for corporate entrepreneurs (intrapreneurs)
4. Managers who sponsor innovation
5. Empowered cross-functional teams
6. Decision-making by the doers
7. Discretionary time
8. Attention on the future
9. Self-selection
10. No hand-offs
11. Boundary crossing
12. Strong organisational community
13. Focus on customers
14. Choice of internal suppliers
15. Measurement of innovation
16. Transparency and Truth
17. Good treatment of people
18. Social, Environmental, and Ethical Responsibility
19. Avoiding the home-run philosophy
The role of leadership in promoting creativity
Summary
References
Creativity, Innovation & Design
Week 1: Welcome and introduction to the course
Prepared by Dr Gerrit de Waal
‹#›
RMIT Classification: Trusted
A warm welcome to everyone to the first Creativity, Innovation and Design class!
‹#›
RMIT Classification: Trusted
BUSM4550: Creativity, Innovation and Design is ……
Primarily focused on creativity, innovation and design thinking processes within business environments
Geared towards providing knowledge and skills on creativity, innovation and design thinking necessary for employees, entrepreneurs, managers and team leaders etc. aspiring to work in organizations
The course does NOT:
Contain elements of art, music or other aesthetic subjects
Teach designing or crafting methods
‹#›
RMIT Classification: Trusted
Course Learning Outcomes
1. Explain the relationship between creativity, design and innovation and how it impacts business growth, sustainability and wealth creation
2. Explore factors that stimulate and inhibit innovation and creativity in individuals and evaluate these factors in teams and organisations
3. Distinguish characteristics of different types of innovation processes and justify your choice of application to specific business contingencies
4. Identify and critique organisational models of innovation management
5. Evaluate the characteristics that make innovative organisations successful and discuss how a business might emulate these traits
6. Demonstrate learning through presentation and communication skills in a variety of business and professional contexts
‹#›
RMIT Classification: Trusted
Course Structure
‹#›
RMIT Classification: Trusted
Nature of the Flipped Class
The course is offered as a ‘Flipped Class’
What does this mean:
Before class: students engage in self study to gain necessary knowledge
During class: students practice applying that knowledge
After class: students check their understanding and extend their learning
Source: https://facultyinnovate.utexas.edu/flipped-classroom
Flipping the classroom: Explained
https://www.youtube.com/watch?v=iQWvc6qhTds
‹#›
RMIT Classification: Trusted
Your role in a Flipped Class
Emphasis on “self-learning” by students
Students must:
Prepare and familiarises themselves with the content placed on canvas
Actively and interactively take part in discussions and application of knowledge during class
Image source: https://www.pinterest.com.au/itslearningusa/flipping-the-classroom/
‹#›
RMIT Classification: Trusted
Course Learning Material
Available on canvas
Lecture videos (available under each Week’s Overview Tab)
Recommended readings (available under Reading List Tab)
Tutorial activities (available under each Week’s Learning Materials)
There is no textbook for this course
‹#›
RMIT Classification: Trusted
1
Creativity, Innovation & Design
INNOVATION TYPOLOGIES
Prepared by Dr Gerrit de Waal
2
Three regions: Low, medium, high
(Menguc, Auh, & Yannopoulos, 2013)
This typology is also
useful for portfolio
management
Horizon 1
Horizon 2
Horizon 3
3
The Three Horizons of Growth
Initiatives related to the core business
Development of new opportunities in existing and
emerging markets
Creation of new,
transformational businesses
(Anonymous, 2009)
70\%
25\%
5\%
4
Another categorisation
(Barbosa & Vilntis, 2017)
5
Yet another perspective…
(Tidd et al., 2005)
degree
5
6
Incremental innovations
aka improvements
A series of small improvements or upgrades made to a companys existing
products, services, processes or methods. The changes implemented
through incremental innovation are usually focused on improving an existing
products development efficiency, productivity and competitive differentiation.
7
Incremental innovations
more examples
Cost reduction, Repositioning or Improvement of current
product/service
8
Substantial innovation
Substantial innovation is one that provides a substantial degree of added value
and/or newness to a company. It’s an innovation that has the potential to
create brand new business opportunities for the company (and perhaps even
for other companies, e.g., advertising), grants the company a new competitive
advantage and perhaps even places that company as one of the leaders in its
field (if it wasn’t already).
https://blog.hootsuite.com/facebook-algorithm/
9
Another example of substantial innovation
(New to the Firm, Addition to or Major Revision of existing lines)
10
Radical Innovation
• Radical innovation, concerned with the exploration of new
technology, is fundamentally different from incremental
innovation that is concerned with exploitation of existing
technology.
• Radical innovation is a product, process, or service with either
unprecedented performance features or familiar features that
offer potential for significant improvements in performance and
cost.
• It creates such a dramatic change in processes, products, or
services that they can potentially transform existing markets or
industries, or create new ones.
(Leifer, Mcdermott, OConnor, Peters, Rice, & Veryzer, 2000)
10
Only 10\% of
innovations are radical
11
Radical innovation
Mregen: Rapid ACL Recovery
Recovering from knee surgery can be
slow and painful. The Mregen reduces
recuperation time by using a magnetic
field to stimulate muscle recovery,
reducing the healing process, typically
four months, by a month.
https://thehealthcaretechnologyreport.com/mregens-breakthrough-technology-for-rapid-acl-recovery/
12
Radical innovation
Martin Jetpack
13
References
Anonymous. (2009). Enduring Ideas: The three horizons of growth. Retrieved from McKinsey & Company - Strategy &
Corporate Finance website: https://www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-
insights/enduring-ideas-the-three-horizons-of-growth
Barbosa, A. A. R., & Vilntis, M. (2017). Innovation and construction management in Brazil: Challenges of companies in
times of quality and productivity. Paper presented at the Conference Series Materials Science and Engineering.
Leifer, R., McDermott, C. M., OConnor, G. C., Peters, L. S., Rice, M., & Veryzer, R. W. (2000). Radical Innovation:
How Mature Companies Can Outsmart Upstarts. Boston, Massachusetts: Harvard Business School Press.
Menguc, B., Auh, S., & Yannopoulos, P. (2013). Customer and Supplier Involvement in Design: The Moderating Role
of Incremental and Radical Innovation Capability. Journal of Product Innovation Management, 31(2), 313-328.
doi:https://doi.org/10.1111/jpim.12097
Tidd, J., Bessant, J., and Pavitt, K. (2005). Managing Innovation - Integrating technological, market and organizational
change (3rd ed.). Australia: John Wiley and Sons.
Creativity, Innovation & Design
Three regions: Low, medium, high
The Three Horizons of Growth
Another categorisation
Yet another perspective…
Incremental innovations�aka improvements
Incremental innovations�more examples
Substantial innovation
Slide Number 9
Radical Innovation
Radical innovation
Radical innovation
References
1
Creativity, Innovation & Design
Prepared by Dr Gerrit de Waal
INNOVATION TYPOLOGIES
2
A Broad Universe of Innovation Types
The categorisation of innovation types used in this
presentation was derived from Moore (2005).
Examples of innovations in each category is provided by the
presentation author
Reference
Moore, G. A. (2005). Dealing with Darwin: How Great
Companies Innovate at Every Phase of Their Evolution. New
York: Penguin Publishing Group
3
Disruptive
Innovation
Application
Innovation
Product
Innovation
Platform
Innovation
Enhancement
Innovation
Integration
Innovation
Experiential
Innovation
Process
Innovation
Marketing
Innovation
A Broad Universe of Innovation
Types
Value Migration
Innovation
Line Extension
Innovation
Value Engineering
Innovation
Harvest
& Exit
Renewal Innovation
Organic
Renewal
Acquisition
Renewal
3
4
Four Innovation Zones
Disruptive
Innovation
Application
Innovation
Product
Innovation
Platform
Innovation
Enhancement
Innovation
Integration
Innovation
Experiential
Innovation
Process
Innovation
Marketing
Innovation
Business Model
Innovation
Line Extension
Innovation
Value Engineering
Innovation
Harvest
& Exit
Renewal Innovation
Product
Leadership
Zone
Operational
Excellence
Zone
Customer
Intimacy
Zone
Category
Renewal
Zone
GROWTH MARKETS
MATURE MARKETS
DECLINING MARKETS
New Customer Focus Existing Customers
Optimising flavour
Demand side
Supply side
4
5
Experiential
Innovation
Marketing
Innovation
Innovation Types for Mature
Markets
The Customer Intimacy Zone
Customer Intimacy Zone
Enhancement
Innovation
Line Extension
Innovation
5
6
1. Line extension innovation
A product line extension is the use of an established product
brand name for a new item in the same product category. Line
Extensions occur when a company introduces additional items in
the same product category under the same brand name such as
new flavours, forms, colours, added ingredients, package sizes.
7
2. Enhancement innovation
Improving existing offers in existing markets by modifying a single dimension,
thereby reawakening customer interest in what was becoming an increasingly
commoditised category.
8
3. Marketing Innovation
Introducing new or creative ways in which
the company can market itself to potential
or existing customers
Guerrilla marketing – on the cheap
9
4. Experiential Innovation
Creation of value which is based not on differentiating the functionality
but rather the experience of the offering.
Extend the three dimensions of your offering.
P
R
O
D
U
C
T
SERVICE
Creativity, Innovation & Design
A Broad Universe of Innovation Types
A Broad Universe of Innovation Types
Four Innovation Zones
Innovation Types for Mature Markets�The Customer Intimacy Zone
1. Line extension innovation
2. Enhancement innovation
3. Marketing Innovation
4. Experiential Innovation
1
Creativity, Innovation & Design
Prepared by Dr Gerrit de Waal
INNOVATION TYPOLOGIES
2
A Broad Universe of Innovation Types
The categorisation of innovation types used in this
presentation was derived from Moore (2005).
Examples of innovations in each category is provided by the
presentation author
Reference
Moore, G. A. (2005). Dealing with Darwin: How Great
Companies Innovate at Every Phase of Their Evolution. New
York: Penguin Publishing Group
3
Innovation Types for Declining Markets
Leveraging Category Renewal
Harvest
& Exit
Category Renewal
Organic
Acquisition
3
4
1. Business model innovation (organic innovation)
• New business model
• New revenue streams
• Redesigning the value chain
• Strategic use of supply chain
Developing new or
improved business
models for creating,
delivering and capturing
value. Repositioning
towards growth
categories.
5
2. Organisational Innovation
Creating a work environment that supports and fosters creativity and innovation
6
3. Acquisition Innovation
7
4. Harvest and Exit
Creativity, Innovation & Design
A Broad Universe of Innovation Types
Innovation Types for Declining Markets�Leveraging Category Renewal
1. Business model innovation (organic innovation)
2. Organisational Innovation
3. Acquisition Innovation
4. Harvest and Exit
1
Creativity, Innovation & Design
Prepared by Dr Gerrit de Waal
INNOVATION TYPOLOGIES
2
A Broad Universe of Innovation Types
The categorisation of innovation types used in this
presentation was derived from Moore (2005).
Examples of innovations in each category is provided by the
presentation author
Reference
Moore, G. A. (2005). Dealing with Darwin: How Great
Companies Innovate at Every Phase of Their Evolution. New
York: Penguin Publishing Group
3
Disruptive
Innovation
Application
Innovation
Product
Innovation
Platform
Innovation
Enhancement
Innovation
Integration
Innovation
Experiential
Innovation
Process
Innovation
Marketing
Innovation
A Broad Universe of Innovation
Types
Value Migration
Innovation
Line Extension
Innovation
Value Engineering
Innovation
Harvest
& Exit
Renewal Innovation
Organic
Renewal
Acquisition
Renewal
3
4
Four Innovation Zones
Disruptive
Innovation
Application
Innovation
Product
Innovation
Platform
Innovation
Enhancement
Innovation
Integration
Innovation
Experiential
Innovation
Process
Innovation
Marketing
Innovation
Business Model
Innovation
Line Extension
Innovation
Value Engineering
Innovation
Harvest
& Exit
Renewal Innovation
Product
Leadership
Zone
Operational
Excellence
Zone
Customer
Intimacy
Zone
Category
Renewal
Zone
GROWTH MARKETS
MATURE MARKETS
DECLINING MARKETS
New Customer Focus Existing Customers
Optimising flavour
Demand side
Supply side
4
5
Disruptive
Innovation
Application
Innovation
Product
Innovation
Platform
Innovation
Innovation Types for Growth
Markets
The Product Leadership Zone
5
6
Product Innovation – From Incremental to Radical Innovations
(From Improvements to New to the Firm to New to the World)
Floppy disks CD/DVD Storage card USB stick Smart device
7
Service innovation
Developing and implementing a newly
or significantly improved customer
service component or method
8
Application Innovation (New Markets)
• Application-engineered solution for new markets in Western world
• Existing technology
• New application
• Different industry
• Huge ROI
(potentially)
• Potentially disruptive
• Knowledge transfer
(de Waal, 2016)
9
Application innovation – another example
Virgin Galactic uses Boeing 737 to launch satellites into space
10
Technology Platform Innovation (TPI)
A platform is a group of technologies that are used as a base upon which other
applications, products, processes or technologies are developed. TPI is developing and
applying new scientific knowledge for generating new generation platforms. Example:
MSDOS -> Windows
Creativity, Innovation & Design
A Broad Universe of Innovation Types
A Broad Universe of Innovation Types
Four Innovation Zones
Innovation Types for Growth Markets�The Product Leadership Zone
Slide Number 6
Service innovation
Application Innovation (New Markets)
Application innovation – another example
Technology Platform Innovation (TPI)
1
Creativity, Innovation & Design
Creativity at the Individual and Team Levels
=> How to unleash your individual creativity
Prepared by Dr Gerrit de Waal
2
Can creativity be taught?
Although creativity can’t be taught directly, it can be absorbed and
‘the skills for accessing it acquired by osmosis’, through immersion
in creative activity with other people. It can also be nurtured through
experiential training, through the acquisition and application of tools
and techniques, and the practice of attitudes conducive to creative
behaviour.
(Byron, 2009)
3
The Creative Process Model
(Wallas, 1926)
PREPARATION
• Understand the
problem/
opportunity
• Investigate
information that
seems relevant
to the issue
INCUBATION
• Period of
reflective
thought
• Non-conscious
or low-level
awareness, not
direct attention
to the issue
• Active
divergent
thinking
process
• Sudden
awareness of a
novel, although
vague and
incomplete,
idea entering
one’s
consciousness
• May include an
initial period of
‘fringe’
awareness
VERIFICATION
• Detailed logical
and
experimental
evaluation of the
illuminated idea
• Further creative
thinking
ILLUMINATION
Source: McShane et al. 2017, p. 228
Should we view creativity as a process?
4
Arguably, a more useful approach to enhance your own creativity is to
systematically condition yourself for creative behaviour
Which side do you want to operate? The choice is yours
5
Aim to add creative ingredients into
your Creativity Melting Pot each day
Discover your ‘way of operating’ John Cleese
6
Ingredient : Imagination
Equivalent to a firm’s
VISION
• Imagination conceptualises new ideas and
approaches within the human brain; giving
mental form to thoughts and ideas
• It shapes the outcome, and from there you
can work backwards to find the solution
“Imagination is more important
than knowledge. For
knowledge is limited to all we
now know and understand,
while imagination embraces
the entire world, and all there
will ever be to know and
understand.” Albert Eistein
1
7
Be sure to watch the animation about the role
of imagination in fostering creativity on Canvas
It’s the story of a farmer whose
goat fell into a dry well. How did
he use his imagination to come
up with a creative solution to
save his goat?
https://rmit.instructure.com/courses/77197/p
ages/conditioning-yourself-for-
creativity?module_item_id=3036529
8
Ingredient Awareness
You first become aware of a field of study, or a
particular topic or situation. For some reason it
grabbed your attention
Use all of your senses
Be ‘awake’
2
9
Ingredient Interest
Read about it
Read around it
Spend time on it
3
10
Ingredient The happiness factor
http://science.howstuffworks.com/life/neurochemistry-of-happiness.htm
Brain releases chemical Dopamine in
frontal lobe which controls the flow of
information to other parts of brain,
thus opening up connections between
concepts
People are more likely to come up with
creative ideas when they feel happy.
Teresa Amabile
Humour is fastest way to get you from
closed to open mode
John Cleese
4
11
More
ingredients…
Desire is the wish
for something
positive to happen
(setting goals)
Passion is having
a powerful
emotion or feeling
for something
Motivation
- those
factors that
stimulate
desire and
drive
creative
outcomes
5
6
7
8 9
12
Creativity tools
&
Hard Work
(persistence / sweat)
10
11
13
Toolbox
Tools are any structured aids, managerial or technical in nature, used for
influencing the management and effective execution of the innovation
process and associated activities
(de Waal and Knott, 2012)
14
Ingredient Creativity playmates
Can trust each other
Can share ideas
Encourage each other
Inspire one another
Build on each others ideas
12
15
Ingredient Space-time oasis
HIGHLY RECOMMENDED
https://speakola.com/arts/john-
cleese-creativity-lecture-1991
You have to create
some space for yourself
away from those demands.
And that means sealing
yourself off. You must make
a quiet space for yourself
where you will be undisturbed
for some time – John Cleese
13
16
Ingredient Incubation
The easy part…
Trust your unconscious to do
its job
14
17
Ingredient New experiences
taking you out of your comfort zone
Break established
cognitive patterns
New or unexpected
experiences can
enhance your creativity
School of Management 17
15
18
Constantly put yourself in the
“place of most potential”
Dewitt Jones
Conditioning for creative behaviourThe place of most potential
Ponder this: How can we make the
workplace “the place of most potential”?
Dewitt Jones
HIGHLY RECOMMENDED WATCHING
https://www.media-partners.com/motivation/everyday_creativity.htm
19
References
• Amabile, T. M. (1997), ‘Motivating creativity in organizations: Doing what you love and loving what you do’, California Management
Review, vo. 40, no. 1, pp. 39-58.
• Byron, K. (2009). The Creative Researcher. In. Retrieved from https://www.scribd.com/document/135659128/The-Creative-
Researcher-Dec09
• de Waal, G.A., Knott, P. (2012). Product innovation tool adoption behaviour in technology-based new ventures. Special Issue,
International Journal of Innovation Management, 16(3) 1240001-12400026.
• Hennessey, BA & Amabile, TM 2010, ‘Creativity’, Annual Review of Psychology, vol. 61, pp. 569-598.
• Hughes, DJ, Lee, A, Tian, AW, Newman, A & Legood, A 2018. “Leadership, creativity, and innovation: A critical review and practical
recommendations”, The Leadership Quarterly, vol. 29, no. 5, pp.549–569.
• Interaction Design Foundation n.d, Brainstorming, Interaction Design Foundation, viewed 17 July 2020, https://www.interaction-
design.org/literature/topics/brainstorming
• McShane, S, Olekalns, M, Newman, A & Travaglione, T 2017, Organizational Behavior, 5th edn, McGraw-Hill Education, Australia.
• Wallas, G. (1926). The Art of Thought. New York: Harcourt.
Although individual and collaborative roles of creativity, innovation, and design
thinking do not show significant differences from an educational perspective, there are
concerns of such differences in management. From a managerial perspective, the concepts of
creativity, innovation, and design thinking become the intellectual capital of a business
organization with special benefits for the creator, innovator, and designer. Several
organizations honor, reward, and protect the achievements of these concepts with
business certificates, financial awards, and legal patents and copyrights for excellent
individuals or groups. Besides, creativity, innovation, and design thinking are also amongst
the most valuable factors that improve employee development, research and development, and
human resource management. Thus, the ownership of specific creations, innovations, and
designs occasionally becomes a controversy between individual employees and organizational
groups. In certain controversial business situations, the organization has to identify the legality
of the ownership to acknowledge the right contribution of the right individual/ group to
the companys products.
Student Name
Student Id
Professor Name
Coarse No
Date
Word Count
1500
Introduction
Even if there are no major distinctions between creativity, innovation, and design in terms of individual and collaborative responsibilities, there are issues in the management of such variances. The concepts of design, invention and managerial ideas create the intellectual capital of a business which gives the creator, inventor and designer special benefits. Several organizations, with their business, financial certifications, legal and copyright awards, and patents, honor, reward and protect the successful accomplishments of such notions. (Maher, 2018)
In addition, Creativity, innovation and design are the most essential factors promoting employee growth and R&D and human resources management. Therefore, a particular ideas and inventions and designs may generate a dispute between the different employees and organizational groups. The organization needs to identify the legality of ownership to recognize in various litigating circumstances the right of individual/group contribution to company products (Maher, 2018)
Although the job of individual workers is a matter of effective creativity, innovation, and thought-out labor from a personal standpoint, there is a partial agreement. Thence, the scale of the argument is based on Theresa Amabiles componential creative theory, the theory of person-fitness, the interchange of leading members, and the management theory which provides instances of real-world affairs from Google LLC and Tesla Inc. The essays structure is divided into 2 paragraphs in each portion into different parts. The first paragraph offers related definitions and literary backgrounds of creativity, innovation, and design thinking, whilst the second paragraph utilizes particular theories to examine individual and corporate responsibilities (Menon, 2018)
Creativity
Creativity is a reference for meaningful programs and procedures. To contribute to corporate development, the individual activity is the activity of an individual employee. For instance, an individual worker can develop successful personal creativity if he or she establishes personal rules for achieving business achievement. These are not the conditions, but rather the establishment in relation to his strengths and weaknesses of a specific employee. The creativity of the organization, on the other hand, is concerned with business resources, strategies and tools utilized for working together by the group members. (Gibson, 2019)
The effective organizational creativity of Google LLC is acquired, for example, by allowing not only to enhance a wonderful job, but to live in an extraordinary work atmosphere in a rich and comfortable way. (Gibson, 2019)
The individual employee gains high levels of work motivation, appropriate domain skills, and creativity-related processes according to the notion of the creative component. Consequently, effective creative activities depend increasingly on the labour of individual employees. This hypothesis may be applied to Sony Corporation, Californias American power and car firm. When considering a virtual reality project, the firm encourages individual workers to develop unique rules and borders for various social roles by looking at the world as a major game. (Taggar, 2019)
Consequently, effective creative activities depend increasingly on the labor of individual employees. This theoretical approach may apply to Tesla Inc., a U.S. energy and automobile company located in California. In light of a project of virtual reality, the company encourages individual workers to build personal and social norms by considering the globe a gigantic game. Thus, each individual employee can utilize his/her genius to modify standards and boundaries as long as they conform to the unique picture of the individual of a perfect world. (Janssen, 2019)
However, the preference for personal creativity does not match the results of previous study that shows that the meaning of creativity depends on the companys rules. So, but instead eighty-four percent of businesses that emphasize innovation employ a reward strategy for individuals, sixty percent of organizations that highlight organizational creativity use a rewards policy based on teams. Therefore, a business must employ creative people to improve performance while stressing management methods to improve organizational creativity. (Janssen, 2019)
Innovation
Innovation is a complicated process that designs a new idea to solve numerous economic or social challenges. Innovation also refers to produces, promotes and realizes a person or organizations new ideas to achieve good personal or collective achievements. While the process of innovation is competitive, controversial, and unexpected, in company management there are generally numerous hazards. Innovation depends, on the one hand, on the following factors: a persons inherent need to explore and control the world in a creative and threatening manner and the urge to obtain A psychological safety sensation. (Carroll, 2020)
On the other hand, corporate innovation is an occurrence whereby produced socially to conceptualize new ideas through encounters and dialogues. While the psychological and environmental consequences of the individual invention primarily depend on individuals and groups, successful innovations are dependent. Based on the notion of fitness for the person to the environment, an individual can adjust his/her environment by altering working goals, techniques, approaches, design, and interpersonal communication among other alternatives, replacing his/her expectations, skills, and behaviors. (Carroll, 2020)
This paper described Tesla, based on four perspectives of innovation successful innovation efforts. The companys co-founder, managing director and product architect, Elon Reeve Musk, has become a remarkable innovator questioning orthodoxy, embracing trends, utilizing resources, and recognizing requirements. In reality, in 2003, Musk utilized his unique method to develop a new notion of a technological firm that manufactures electric automobiles. In addition, the exchange theory of the leading Member also states that innovativeness determines the quality the relationship between supervisors and subordinates (Gibson, 2019)
This notion describes Google LLC in Google data minings successful business innovation. The Google data mining technology not only records employee engagement on a daily basis but also ensures that managers welcome all new workers on the first day of the business. This enhances corporate innovations by increasing the quality of the interaction between management and employee. (Carroll, 2020)
Thinking design
Therefore, concepts, methods and progress are developed in the innovation process to provide insights and measurements. (Bruce, 2019) From an educational point of view design thinking has a wicked nature. In particular, students can become truly designers, but they do not entirely comprehend theories if the teacher teaches design thinking concepts. Design is from a management perspective simply the best way of creativity and innovation. The way an individual design designer works on the resolution of problems, on the one hand, is a cognitive method. (Bruce, 2019)
On the other side, corporate thinking is an organizational resource for innovation-intensive firms. In Googles example, design thinking depends on a persons aesthetic beliefs. David Radcliffe is therefore receiving a complaint against the purple room, Vice-Chair of Googles Immobilize & Workplace Services. Those unfavorable responses he doesnt understand, but by demolishing linseeds in the firm he decides to minimize the effects of paint colors. (Bruce, 2019)
In addition, the Vice President will hear just one complaint concerning Violet space in the organization before removal of any additional violet regions. The aesthetic assessment by each employee is in this respect stronger than that of the Vice-President and others (Bruce, 2019)
Management theory argues that design thinking is more dependent on group cooperation since it is a process of working with less discreet but more cognitive characteristics. This idea is congruent with cognitive design concerns which indicate the connective environment that produces the process of collaborative design at the same time. (Bruce, 2019)
Some synergies are the flow of the complete team instead of any single person even in the event of dissent among the team members. For example, Tesla Inc. The usage of aluminium in Teslas Model S creates excellent personal and corporate design thinking. Every manufacturer reacts differently to innovation, whereas Musk and the Tesla engineers both know that aluminium is stronger than steel. Musk emphasizes expertise in using resources to think about individual design. The Aluminum Body was used by Tesla engineers for organizational design in the designs of Teslas automotive from the Musk Space X Falcon rocket. Thus, good design thinking is a problem for people and corporate groups alike. (Bruce, 2019)
Conclusion
Creativity, innovation, and design thinking are hard concepts that operate from a management perspective as an intellectual capital of a firm. Yet every concept has a particular value that helps both individuals and businesses flourish. The success of these principles might depend upon the individual employees in a scenario concerning the commercial conditions of Google LLC and Tesla, while connected in a different setting to the organization. (Altink, 2019)
The intellectual characteristics of both individual individuals and corporate groupings are creativity, invention, and thinking in particular business settings. Instead of agreement or rejection, the choice of individual employees is just partial. Moreover, multiple theories are used in every idea. The componential creativity hypothesis underlines the significance of individual labor in creativity. Although the notion of person-fitness refers to individual innovations environmental sensitivity, the leading exchange theory indicates that favorably mutual business relationships improve corporate innovation. (Altink, 2019)
Instead of stylistically speaking, the management theory addresses the cognitive quality. Through these principles, creativity, innovation and design functions from an educational and managerial perspective may be built. Despite the contradiction between individual and company benefits, the company assessment ideas should guarantee that the interaction between managers, employees, and groups is civilized in the long run. (Altink, 2019)
References
a) Altink (2019). ‘Innovation at work: individual, group, organizational, and socio-historical perspectives, European Journal of Work and Organizational Psychology.
b) Bruce, S. (2019). Determinants of innovative behavior: a path model of individual innovation in the workplace, Academy of Management Journal,. .
c) Carroll, K. (2020). Student teams in search of design thinking, Design Thinking Research,. .
d) Gibson (2019). How Tesla Became One of the World’s Great Innovators. .
e) Janssen, V. de V. (2019). The bright and dark sides of individual and group innovation: a special issue introduction.
f) Maher, M. (2018). “Collective intelligence and design thinking”, DTRS’10: Design Thinking Research Symposium.
g) Menon, B. (2018). Making innovation happen in organizations: Individual creativity mechanisms, organizational creativity mechanisms or both? Journal of Product Innovation Management.
h) Taggar (2019). ‘Individual creativity and group ability to utilize individual creative resources: a multilevel model.
i) Woodilla, J. (2019). “Design thinking: past, present, and possible futures”, Creativity and Innovation Management.
1
CATEGORIES
Economics
Nursing
Applied Sciences
Psychology
Science
Management
Computer Science
Human Resource Management
Accounting
Information Systems
English
Anatomy
Operations Management
Sociology
Literature
Education
Business & Finance
Marketing
Engineering
Statistics
Biology
Political Science
Reading
History
Financial markets
Philosophy
Mathematics
Law
Criminal
Architecture and Design
Government
Social Science
World history
Chemistry
Humanities
Business Finance
Writing
Programming
Telecommunications Engineering
Geography
Physics
Spanish
ach
e. Embedded Entrepreneurship
f. Three Social Entrepreneurship Models
g. Social-Founder Identity
h. Micros-enterprise Development
Outcomes
Subset 2. Indigenous Entrepreneurship Approaches (Outside of Canada)
a. Indigenous Australian Entrepreneurs Exami
Calculus
(people influence of
others) processes that you perceived occurs in this specific Institution Select one of the forms of stratification highlighted (focus on inter the intersectionalities
of these three) to reflect and analyze the potential ways these (
American history
Pharmacology
Ancient history
. Also
Numerical analysis
Environmental science
Electrical Engineering
Precalculus
Physiology
Civil Engineering
Electronic Engineering
ness Horizons
Algebra
Geology
Physical chemistry
nt
When considering both O
lassrooms
Civil
Probability
ions
Identify a specific consumer product that you or your family have used for quite some time. This might be a branded smartphone (if you have used several versions over the years)
or the court to consider in its deliberations. Locard’s exchange principle argues that during the commission of a crime
Chemical Engineering
Ecology
aragraphs (meaning 25 sentences or more). Your assignment may be more than 5 paragraphs but not less.
INSTRUCTIONS:
To access the FNU Online Library for journals and articles you can go the FNU library link here:
https://www.fnu.edu/library/
In order to
n that draws upon the theoretical reading to explain and contextualize the design choices. Be sure to directly quote or paraphrase the reading
ce to the vaccine. Your campaign must educate and inform the audience on the benefits but also create for safe and open dialogue. A key metric of your campaign will be the direct increase in numbers.
Key outcomes: The approach that you take must be clear
Mechanical Engineering
Organic chemistry
Geometry
nment
Topic
You will need to pick one topic for your project (5 pts)
Literature search
You will need to perform a literature search for your topic
Geophysics
you been involved with a company doing a redesign of business processes
Communication on Customer Relations. Discuss how two-way communication on social media channels impacts businesses both positively and negatively. Provide any personal examples from your experience
od pressure and hypertension via a community-wide intervention that targets the problem across the lifespan (i.e. includes all ages).
Develop a community-wide intervention to reduce elevated blood pressure and hypertension in the State of Alabama that in
in body of the report
Conclusions
References (8 References Minimum)
*** Words count = 2000 words.
*** In-Text Citations and References using Harvard style.
*** In Task section I’ve chose (Economic issues in overseas contracting)"
Electromagnetism
w or quality improvement; it was just all part of good nursing care. The goal for quality improvement is to monitor patient outcomes using statistics for comparison to standards of care for different diseases
e a 1 to 2 slide Microsoft PowerPoint presentation on the different models of case management. Include speaker notes... .....Describe three different models of case management.
visual representations of information. They can include numbers
SSAY
ame workbook for all 3 milestones. You do not need to download a new copy for Milestones 2 or 3. When you submit Milestone 3
pages):
Provide a description of an existing intervention in Canada
making the appropriate buying decisions in an ethical and professional manner.
Topic: Purchasing and Technology
You read about blockchain ledger technology. Now do some additional research out on the Internet and share your URL with the rest of the class
be aware of which features their competitors are opting to include so the product development teams can design similar or enhanced features to attract more of the market. The more unique
low (The Top Health Industry Trends to Watch in 2015) to assist you with this discussion.
https://youtu.be/fRym_jyuBc0
Next year the $2.8 trillion U.S. healthcare industry will finally begin to look and feel more like the rest of the business wo
evidence-based primary care curriculum. Throughout your nurse practitioner program
Vignette
Understanding Gender Fluidity
Providing Inclusive Quality Care
Affirming Clinical Encounters
Conclusion
References
Nurse Practitioner Knowledge
Mechanics
and word limit is unit as a guide only.
The assessment may be re-attempted on two further occasions (maximum three attempts in total). All assessments must be resubmitted 3 days within receiving your unsatisfactory grade. You must clearly indicate “Re-su
Trigonometry
Article writing
Other
5. June 29
After the components sending to the manufacturing house
1. In 1972 the Furman v. Georgia case resulted in a decision that would put action into motion. Furman was originally sentenced to death because of a murder he committed in Georgia but the court debated whether or not this was a violation of his 8th amend
One of the first conflicts that would need to be investigated would be whether the human service professional followed the responsibility to client ethical standard. While developing a relationship with client it is important to clarify that if danger or
Ethical behavior is a critical topic in the workplace because the impact of it can make or break a business
No matter which type of health care organization
With a direct sale
During the pandemic
Computers are being used to monitor the spread of outbreaks in different areas of the world and with this record
3. Furman v. Georgia is a U.S Supreme Court case that resolves around the Eighth Amendments ban on cruel and unsual punishment in death penalty cases. The Furman v. Georgia case was based on Furman being convicted of murder in Georgia. Furman was caught i
One major ethical conflict that may arise in my investigation is the Responsibility to Client in both Standard 3 and Standard 4 of the Ethical Standards for Human Service Professionals (2015). Making sure we do not disclose information without consent ev
4. Identify two examples of real world problems that you have observed in your personal
Summary & Evaluation: Reference & 188. Academic Search Ultimate
Ethics
We can mention at least one example of how the violation of ethical standards can be prevented. Many organizations promote ethical self-regulation by creating moral codes to help direct their business activities
*DDB is used for the first three years
For example
The inbound logistics for William Instrument refer to purchase components from various electronic firms. During the purchase process William need to consider the quality and price of the components. In this case
4. A U.S. Supreme Court case known as Furman v. Georgia (1972) is a landmark case that involved Eighth Amendment’s ban of unusual and cruel punishment in death penalty cases (Furman v. Georgia (1972)
With covid coming into place
In my opinion
with
Not necessarily all home buyers are the same! When you choose to work with we buy ugly houses Baltimore & nationwide USA
The ability to view ourselves from an unbiased perspective allows us to critically assess our personal strengths and weaknesses. This is an important step in the process of finding the right resources for our personal learning style. Ego and pride can be
· By Day 1 of this week
While you must form your answers to the questions below from our assigned reading material
CliftonLarsonAllen LLP (2013)
5 The family dynamic is awkward at first since the most outgoing and straight forward person in the family in Linda
Urien
The most important benefit of my statistical analysis would be the accuracy with which I interpret the data. The greatest obstacle
From a similar but larger point of view
4 In order to get the entire family to come back for another session I would suggest coming in on a day the restaurant is not open
When seeking to identify a patient’s health condition
After viewing the you tube videos on prayer
Your paper must be at least two pages in length (not counting the title and reference pages)
The word assimilate is negative to me. I believe everyone should learn about a country that they are going to live in. It doesnt mean that they have to believe that everything in America is better than where they came from. It means that they care enough
Data collection
Single Subject Chris is a social worker in a geriatric case management program located in a midsize Northeastern town. She has an MSW and is part of a team of case managers that likes to continuously improve on its practice. The team is currently using an
I would start off with Linda on repeating her options for the child and going over what she is feeling with each option. I would want to find out what she is afraid of. I would avoid asking her any “why” questions because I want her to be in the here an
Summarize the advantages and disadvantages of using an Internet site as means of collecting data for psychological research (Comp 2.1) 25.0\% Summarization of the advantages and disadvantages of using an Internet site as means of collecting data for psych
Identify the type of research used in a chosen study
Compose a 1
Optics
effect relationship becomes more difficult—as the researcher cannot enact total control of another person even in an experimental environment. Social workers serve clients in highly complex real-world environments. Clients often implement recommended inte
I think knowing more about you will allow you to be able to choose the right resources
Be 4 pages in length
soft MB-920 dumps review and documentation and high-quality listing pdf MB-920 braindumps also recommended and approved by Microsoft experts. The practical test
g
One thing you will need to do in college is learn how to find and use references. References support your ideas. College-level work must be supported by research. You are expected to do that for this paper. You will research
Elaborate on any potential confounds or ethical concerns while participating in the psychological study 20.0\% Elaboration on any potential confounds or ethical concerns while participating in the psychological study is missing. Elaboration on any potenti
3 The first thing I would do in the family’s first session is develop a genogram of the family to get an idea of all the individuals who play a major role in Linda’s life. After establishing where each member is in relation to the family
A Health in All Policies approach
Note: The requirements outlined below correspond to the grading criteria in the scoring guide. At a minimum
Chen
Read Connecting Communities and Complexity: A Case Study in Creating the Conditions for Transformational Change
Read Reflections on Cultural Humility
Read A Basic Guide to ABCD Community Organizing
Use the bolded black section and sub-section titles below to organize your paper. For each section
Losinski forwarded the article on a priority basis to Mary Scott
Losinksi wanted details on use of the ED at CGH. He asked the administrative resident