Yo Man....

1. Creativity and Innovation
Management

2. Don’t Believe the Experts !
“Television won’t be able to hold
into any market it captures after
the first six months. People will
soon get tired of staring into a
box every night.”
Don’t Believe the Experts !
(Darryl F. Zanuck, Head of 20th Century Fox, 1946)
FAKTANYA!!!!

3. Don’t Believe the Experts !
“That’s an amazing invention,
but who would ever want to use
one of them?”
(US President Rutherford B. Hayes, after participating in a trial telephone
conversation between Washington and Philadelphia in 1876).
FAKTANYA!!!!

4. Don’t Believe the Experts !
“I think there is a world market
for about five computers”
Don’t Believe the Experts !
Don’t Believe the Experts !
(Thomas J. Watson Sr., Chairman of IBM, 1943)
FAKTANYA!!!!

5. The Need of Creative Thinking in the Pursuit of
Quality
Five factors driving the need of creative and
innovation if organizations to day:
• Superior long-term financial perfomance is
associated with innovation;
• Customer are increasingly demanding
innovation;
• Competitor are getting increasingly better at
copying past innovations;
• New technology enable innovation;
• What used to work, doesn’t anymore.
Resources: Ryan and Oestrich (1991); Plsek (1997).

6. Challenges on the Road
Innovations
Having established the need for organizational
creativity, there is two challenges:
• The challenges of succes: succesful organization are
likely to have become that way thorugh some past
innovation of their own. The experience of many
companies shows that succes raises the barriers to
innovation. Innovation can be done in succesful
companies, but, paradoxically, it is hardwork.
• The challenge of know-how: the challenge of figuring
out exactly what to do. The brainstorming is
overwhelmingly the most frequent response.
Resources: Ryan and Oestrich (1991); Plsek (1997).

7. The Reason Practitioner of Quality Management
should be Interested in Creativity and Innovation
Besides two challenges, there is five reasons for the
practitioner of quality management:
• The fundamental goal is organizational succes;
• The customers want innovation;
• The traditional quality management maxim of “listening the voice of
the customer”;
• The traditional analytical techniques of quality management may not
be adequate for all situations.
• It will bring more joy in work.
Resources: Ryan and Oestrich (1991); Plsek (1997).

8. Definitions and Theory of
the Mechanics of Mind
It seems appropriate to begin our exploration of theory by
defining what we mean by creativity and innovation.
Creativity is the connecting and rearranging of knowledge in the minds of
people who will allow themselves to think flexibly, to generate new often
surprising ideas that others judge to be useful (Plsek, 1997: 28).
Creativity is relating a concept to a particular body of knowledge. The
existing body of knowledge is as vital as the novel idea and really
creative people spend years and years acquiring and refining their
knowledge base—be it music, mathematics, arts, sculpture or design
(John Hunt, 2000; von Stamm, 2003).

9. Definitions and Theory of
the Mechanics of Mind
The definition of creativity that technological innovation involves the solution
of problems. It is obvious that this kind of problem-solving is usually far from
being solved in a purely logical and routinized manner (Dosi, 1988;
Riederer, Baier, and Graefe, 2005).
The creative process is often hindered by
psychological and sociological barriers.
Psychological barriers comprise internal and
mental barriers; or internal censors and rigid
thought patterns. It have been identified as a
blocker of creative thought. The sociological
barriers to creativity that are possibly the most
prevalent in organizations are tradition and
criticism. Traditions, taboos and sacred cows are
creativity killers (Schlicksupp 2004).

10. Definitions and Theory of
the Mechanics of Mind
The creativity is process of becoming sensitive to problems, deficiencies,
gaps in knowledge, missing elements, disharmonies, and so on; identifying
the difficulty; searching for solutions, making guesses or formulating
hypotheses about the deficiencies;testing and retesting them;and finally
communicating the results (Torrance, 1965; in Proctor, 1999).
The creativity as ‘the personal discovery
process, partially unconscious, which leads to
new and relevant insights. The creativity as a
universal human process resulting in the
escape from assumptions and the discovery of
new and meaningful perspectives,or as an
‘escape from mental stuckness’ (Rickards,
1985: 5; in Proctor, 1999).

11. Theory of the Mechanics of
Mind
Resources: Oshershon and Smith’s (1990); Plsek (1997).
The world;
reality
Memory
—Storing;
—Retrieving;
—Associating;
Judgement/Choice
—Preference;
—Beliefs;
—Satisfying;
—Action taking;
Perception
—Registering;
—Recognizing;
—Encoding;
Higher-order thinking
—Alghoritms —Heuristic —Expertise

12. Higher-Order Mental
Processes
A heuristic is a rule of thumb that often helps in solving a certain class of
problems, but makes no guarantess. Thinking heuristic is a relational
way of thinking among the components that make up a problem. An
example of heuristic in quality management: “look for the vital few”
(Perkins, 1981: 192; Plsek, 1997: 28).
An algorithm is an exact procedure that guarantees a solution. If we follow
the steps of long division, we will always the get correct answer (Plsek, 1997:
28). In other words, a way of thinking that is carried out with structured steps
to solve a problem or find a solution to the problems faced.
The expertise is given area do more effective higher-order thinking
primarily because they have better heuristic than novices (Plsek,
1997: 28)

13. Higher-Order Mental
Processes: Algorithmic
Example algorithmic process: call
activity, running car engine, etc.
• Systematic thinking process, step by
step,
• Linear,
• Convergent,
• Straight towards a specific goal targets
• Thinking formal or use scientific thinking

14. Higher-Order Mental
Processes: Heuristic
• Heuristic thinking it is divergent, and headed to several targets at the
same destination.
• Heuristics was science related to the process of invention.
• Heuristics is related to solving problems through thought someone in the
process of solving.
Example: geometry attribute selection
operation, the discovery of ways of solving
problems.
• Heuristics demanding relational thinking
among the components that make up the
interpolation.
• Heuristics can reduce the time needed in
problem solving.

15. Model of the
Creative Process
1. Preparation: the recognition, analysis, and understanding the
interdependencies of the problems components.
2. Incubation: The preparation phase worked with the problem in the
conscious mind and prepared the subconscious to produce new
ideas.
3. Illumination: This phase has also been referred to as the
enlightenment, the lightning strike, the mind blitz, creative insight, a
sudden idea, or a vision.
4. Verification: The verification also known as validation. Ideas are
looked over to determine if they make sense, and then analyzed to
determine if the workable ideas are practical.
Resource: Riederer, Baier, and Graefe, 2005; Poincaré, 1921; Schlicksupp 2004

16. Environmental Elements that Affect
Creativity
Resource: Riederer, Baier, and Graefe, 2005; (Amabile et al., 1996.
• Encouragement: Organizational, supervisory and work group encouragement are
foster creativity as for example a risk-taking mentality, goal clarity and diversity in
team member background encourage employees to generate and appreciate new
ideas.
• Autonomy: the freedom to organize the work and responsibility to make decisions
foster intrinsic motivation and thus creativity.
• Resources: extreme resource restrictions impede creativity, because they give the
impression that the project is less valuable.
• Pressure: to a certain degree it is perceived as challenging. It turns out to be
negative when it is perceived as excessive work load pressure.
• Organizational barriers: Conservative thinking and rigid management structures
impede creativity. It is argued that these factors are perceived as controlling and
thus intrinsic motivation necessary for creativity decreases.
Empirical evidence for the factors that promote or hamper creativity was provided by
the research. The research was described as the first study of “creativity in the wild”.

17. The Importance Given To Creativity In
Business
This new knowledge is merely an extension of what we know already, rather than being
truly new. The need for creative problem solving has arisen as a result of the
inadequacies of logical thinking. It is a method of using imagination along with
techniques which use analogies, associations and other mechanisms to help produce
insights into problems which might not otherwise be obtained through conventional,
traditional methods of problem solving.
Organisations face a large number of problems of about equal importance,but only a
few solutions.Thus the chance of finding a solution to a particular problem is small
(James March, 1988; at in Proctor, 1999).
An increasing number of problems have few or no
precedents, hence there are fewer tried and tested
ways of approaching them with the anticipation of
reaching a successful outcome. Creativity is
considered to be a vital asset for any person who
is in a leadership role (Proctor, 1999).

18. How Creative Thinking May be Used In
Management
• How to make more effective use of a manager’s time?
• How to improve a product’s appeal to customers?
• How to improve motivation amongst staff?
• How to appeal to customer’s wants and needs?
• How to cut costs through more efficient/effective production methods?
• How to identify new and
profitable product-market
opportunities?
• How to get skilled and
experience staff to stay with the
company without paying them
excessively high salaries

19. Characteristics of Creative Thinking and
Creative Thinkers
• Challenge the status quo
• Confront assumptions
• Exhibit curiosity
• Like to investigate new possibilities
• Tend to take the initiative in most matters
• Are highly imaginative
• Are future-orientated
• Tend to think visually
• See possibilities within the seemingly impossible
• Are not afraid of taking risks
Measures of intelligence do not explain creative ability. Highly productive creative
thinkers form more novel combinations than the merely talented. If one particular style of
thought stands out about highly productive creative thinking, it is the ability to make
juxtapositions between dissimilar subjects. It is a facility to see things to which others are
blind.

20. Characteristics of Creative Thinking and
Creative Thinkers
Measures of intelligence do not explain creative ability. Highly productive creative
thinkers form more novel combinations than the merely talented. If one particular style of
thought stands out about highly productive creative thinking, it is the ability to make
juxtapositions between dissimilar subjects. It is a facility to see things to which others are
blind.
• are prepared to make mistakes
• are adaptable to different work environments
• are adaptable to changing circumstances
• see relationships between seemingly
disconnected elements
• distil unusual ideas down to their underlying
principles
• synthesise diverse elements
• are able to spot underlying patterns in events
• are able to cope with paradoxes
• look beyond the first ‘right idea’

21. “Always learn new things so
that you get something new
and useful”
Nadella, CEO Microsoft