12-1 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.

Chapter 12 Creativity and Human Relations

12-3 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. The Creativity Connection McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  Creativity—the ability to produce ideas or problems to solutions that are unique, appropriate, and valuable—is linked with self-esteem and, in turn, your relationships with other people.

12-4 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. What is Creativity? McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  Research has shown that creativity has little to do with:  personality type  materials used in creating  products produced  particular environment continued

12-5 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. What is Creativity? continued McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  Creative people have flexibility and fluency in ideas, with the ability to know a good idea from a bad one.  Intuition has been shown to be much more important to creativity than scholastic ability.

12-6 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Perception and Creativity McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  Most of the researchers who have studied creativity agree that creative people are somehow able to get away from the ordinary, everyday way of seeing things. continued

12-7 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Perception and Creativity continued McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  Collective habits of thoughts are important in the creative process. Both individuals and groups need to get past the old, established ways of seeing things if they are going to increase their creativity. continued

12-8 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Perception and Creativity continued McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  Perception is also important in the creative process.  Being able to looks at the world from different angles makes a great difference in how creatively you deal with the world and solve problems. continued

12-9 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Perception and Creativity continued McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  The nine-dot puzzle is often used as an example of people’s respect for rules that don’t exist: ● ● ● continued

12-10 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Perception and Creativity continued McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Additional characteristics of creative people include: 1. Expert knowledge 2. Openness to new experiences 3. Independent spirit 4. Internal motivation 5. Persistence

12-11 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Creativity and Intelligence— or Creative Intelligence McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  For many years, people assumed that intelligence was a one- dimensional concept of just reasoning ability, measured by standardized tests.  Lately there is more agreement among experts that intelligence comes in many forms.

12-12 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. The Eight Dimensions of Creative Intelligence McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Naturalist Music Intrapersonalintelligence Interpersonalintelligence Movement Language Math/logic Spatialreasoning

12-13 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Creativity in the Workplace McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  Most workplaces ignore or even discourage creativity.  Managers are often notorious creativity killers.  An effective manager encourages creativity among employees by creating a climate of deferred judgment. continued

12-14 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Creativity in the Workplace continued McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  For a creative spirit to emerge from a company or a department, the environment must encourage enthusiasm and commitment from the employee.  Classroom experiments have shown that positive reinforcement improves both the quality of creative work and the number of projects attempted.

12-15 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Creative Methods for Groups McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Brainstorming Nominal Group Method A type of spontaneous group discussion to help find multiple solutions for problems. Encourages creativity within a group framework by allowing everyone to offer ideas individually. continued

12-16 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Strategy for Success 12.1: The Creative Process: Hatching a New Idea 1. Preparation 2. Incubation 3. Illumination 4. Translation/verification

12-17 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Strategy for Success 12.2: Increase Your Creativity 1. Get into the open mode. 2. Think of yourself as a creative person. 3. Learn to see problems as opportunities. 4. Look for more than one or two solutions to a problem. 5. Learn to play the violin. continued

12-18 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Strategy for Success 12.2: Increase Your Creativity continued 6. Turn your ideas into action. 7. Don’t be afraid to break some rules. 8. Don’t be afraid to make mistakes. 9. Spend some time with creative people. 10. Capture creative ideas when they happen.

Chapter 12 End of Chapter 12