1. Group 3 – Transformers

2.  Creativity
 Innovation
 Need of innovation
 Factors affecting creativity
 Creative problem solving process
 Integrating creativity into decision process
 Rules to facilitate creativity
 Creativity measurement tools
 Greatest innovator
 Queries

3.  Think out of the box
 Break established patterns
 Experimenting
 Making mistakes
 Risk taking ability
 Contagious
 Motivation
 Improves by practice

4.  Innovation is the spark that makes
good companies great
 Innovation is the creativity that adds
value
 Corporate behavior that’s comfortable
with new ideas, risk, change and even
failure
 Innovation is doing new things
 Creativity is thinking up new things

5.  Exhaustive downsizing
 Saturated reengineering
 Fierce competition
 Shorter life cycle of products
 Enhanced dynamics of market
 Diminishing returns
 Scarcity of resources
 High expectation of consumers

6.  The answer is NO
The challenge is to create an environment that will
bring out the creativity of everyone.
Ex- 3M corporation 15% rule

7.  Amabile’s research identified some factors which
stimulates creativity
1. Freedom
2. Positive challenge
3. Supervisory encouragement
4. Work group supports
5. Organizational encouragement
6. Sufficient resources
7. Facilitation and sharing of ideas

8.  Synectics corporation identified some factors which
inhibits creative process
1. Competition rather than cooperation
2. Lack of cross functional support
3. Unwillingness to change
4. Excessive workload
5. Power centralization
6. Newtonian Mechanical model
7. Past education

9.  Stresses on conformity rather than creativity
 Apathy for creative subjects
 Competitive grading system
 Outdated textbooks
 Teacher’s method of changing student behavior were:
Pain, Fear, Anxiety, Humiliation, Embarrassment and
Physical discomfort
Ex- Stanley Mason

10.  Intrinsic motivation
Highly innovative individuals are driven by inner
curiosity, a need to know. It is affected by social
environment.
 Extrinsic motivation
Source must be chosen carefully to recognize creative
ideas, clearly defined goals and should provide
constructive feedback.

12.  Vision
 Goals
 Situation analysis
◦ Macro
◦ Micro
 Opportunities, Problems
 Alternative solutions
 Resources required
 Evaluation of alternatives
 Selection
 Action plan
 Implementation
 Measure Results
Identify goal, wish or challenge
Gather Data
Clarify Problem
Generate Ideas
Select & Strengthen
solution
Plan for action

14. Osborn Parnes model stresses critical rules for each divergent
stage:
 Withholding judgment
Judging shuts down idea generation. It requires understanding
of the functions performed by 3 section of brain.
1. Outer layer: Neo-cortex
2. Middle layer: Limbic system
3. Inner-most layer: Reptilian or brain stem
The neo-cortex controls thinking, speaking, and problem
solving. Creativity occurs at this outer level. Because judging is
a threat, the brain shifts from the neo-cortex, through the
limbic, to the brain stem to assure social-psychological
survival. This shift shuts down the creative process

15.  Freewheeling
The process should be freewheeling to take the participants past
the mental conformity blocks that they have learned in school
or prior experience. Freewheeling means it's all right to be off
the wall
 High quantity of ideas
The significance of high quantity of ideas is like mining for gold:
you need to dig a lot of dirt to find a nugget. Experiments have
shown that the last ideas, the ones beyond the mental blocks
and into the subconscious, are the highest quality ideas
 Hitchhiking
Hitchhiking creates ideas that combine the best ideas of
everyone in the team. It can also help during implementation if
all members see a piece of their idea in the final solution

16.  Allow mistakes
Mistakes are acceptable if they are based on solid
thinking, enhance learning of what will not work, and are
caught early before the damage is severe
 Teamwork
Creative problem solving sessions require teamwork
among individuals who have different thinking styles
because of their training and experiences. Effective
teaming requires that each member understand his or her
style and the styles of others on the team

17.  Myers-Briggs Type Indicator (MBTI)
It places individuals along four dimensions:
Extroversion-Introversion, Sensing-Intuition, Thinking-
Feeling, and Judging-Perceptive.
 Kirton Adaptor-Innovator (KAI) Inventory
It measures preferred styles for problem solving. The
Adaptor prefers to be creative within the present system.
The Innovator wants to create new definitions of the
problem and new systems.

19.  Creativity facilitates positive relationships in
organization to produce profitable growth through
innovation
 Creativity can be developed, given the proper
environment
 Creative problem solving process wide applicability in
decision making process
 Creativity abolishes Newtonian mechanistic model that
stresses cause and effects