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Generating Creative and Innovative Ideas: A Practical Guide

by Sorin Dumitrascu

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Remember when you were a child and the best toy was a large cardboard box? With a few crayon lines and a wild imagination, that box could become a Roman fort, a family home, a high-rise office, or the vanguard spaceship in an intergalactic fleet. In it, you could go anywhere and be anything. If you were given an empty box to play with today, would you find as many fascinating uses for it as you did back then? Albert Einstein said imagination is more important than knowledge. He knew it's only through creativity that remarkable things are created. Many people get frustrated because they think "I'm just not a creative person." But everyone has creative potential. Being able to identify and develop the characteristics you already possess can boost your creativity and enhance your creative output in the workplace. But what exactly is creativity, and how is it linked to innovation? Creativity is the ability to develop something new. It relates specifically to the art of being creative – seeing things in a new and different way. Innovation is often the end result of being creative. When creative ideas are implemented, this results in innovation. Creativity is evident in the development of original artwork, literature, music, scientific theories, and inventions. In the workplace, brainstorming for new ideas and the development of new products are examples of creativity. Examples of workplace innovation include the introduction of different procedures into a department, using new processes to improve work methods, and the development of new product lines. Organizations are increasingly turning to creativity and innovation because the ability to develop innovative new products gives a company an advantage over its competitors. And generating ideas for new products – creativity – is the first step in that process. A creative imagination – just like a healthy body – needs regular attention and exercise. It's easy to get stuck doing what you've always done, thinking the way you always have, and producing what you've always produced. To break out of the norm, you need to think differently, keep your imagination healthy, and most of all, believe in yourself and your own creativity. In this course, the focus is on enhancing personal creativity so you'll be able to generate creative and innovative ideas. You do this by first assessing your creativity, identifying and overcoming any barriers to creativity, and then by boosting your creativity quotient. This course includes strategies to help you recognize how various personal characteristics foster creative ideas at work. Everyone possesses or can nurture these characteristics, which include open- mindedness, making connections, risk-taking, communicating, and persistence. You'll be introduced to techniques to help you recognize and overcome any barriers that limit your creativity, whether the barriers are organizational or personal. You'll also learn the strategies to enhance creativity, such as thinking outside the confines of the problem or situation, listening to your unconscious mind, using analogies, and drawing ideas from different sources. Think back to a time when you sat around with coworkers and brainstormed to find ways to address an identified problem or opportunity. As you searched for answers, you might have let your rational, judging mind take a break and instead relied on a more creative, open approach. Perhaps some of the ideas were fanciful or overly ambitious? But in your brainstorming session, you knew that it's normal for some ideas to stretch the bounds of reality. You and your colleagues may have abandoned some of these fanciful ideas because they were unsuitable. But some ideas, or parts of them, were undoubtedly kept, or they sparked a more suitable idea. Many of today's most successful businesses are those that have been most creative and therefore innovative. Creativity is a powerful tool for innovation and can drive businesses forward.




















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Generating Creative and Innovative Ideas: A Practical GuideThe principle of critical mass in personnel management is well knownAlthough fantasy, such thinking is not the product of an hallucinating mind; there is clear logic and order imbedded in the fantasyCreativeness of scientists and engineers, as explicitly examined in the study by Pelz and Andrews, was found in those workers who maintained distinctive work styles and strategies(2010) Generating Innovative Ideas, in Innovation in Action: A practical guide for healthcare teams, Wiley-Blackwell, Oxford, UKWe know that creative people are self-directed, self-starting

Sometimes, however, the problem can be overcome by tearing down the barriers that separate the boxes on an organization chart and building dashed-line connections between the boxes so that close interaction can occur among the people with common interests but who are assigned to different organizationsBut Pelz and Andrews found that the most productive workers were those who specialized in more than one technical areaLeaders should openly solicit the ideas of workers-and then LISTEN to what they sayKekule was a pupil of Justus von Liebig, who is the acknowledged "father" of organic chemistry23H

Waterman, Jr., In Search of Excellence (New York: Harper and Row, 1982)Notes DSEARCH Search Scope All contentPublication titlesIn this book Search String Advanced >Saved Searches > CHAPTER TOOLSGet PDF : This Chapter (959K)Get PDF : All ChaptersSave to My ProfileE-mail Link to this ChapterExport Citation for this ChapterRequest Permissions Avoidance of micromanagement is equivalent to providing more autonomy for professionals and their teamsBut it is not clear what caused him to perceive what is now obvious, namely that both are subject to the effect of gravityBut once the team is formed and under way, successful management seems to require that they be left aloneProgressive leaders actively seek ways to increase communication and break down interdepartmental barriers among its workersCreative people think out carefully what they are looking for, and they clarify the reasons for their reactions to emerging ideas 07f867cfac
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