1. McGraw-Hill/Irwin 2010 Modified by Jackie Kroening 2011 CREATIVITY AND HUMAN RELATIONS Chapter 12

2. Parts taken from Human Relations 4ed Modified by Jackie Kroening 2011 The Creativity Connection Creativity * Ability to produce ideas or problems to solutions that are unique, appropriate, and valuable. Related to self-esteem and relationships. Business factors (the number and quality of products) are affected by the creativity of employees. ** Many companies and some countries have started taking creativity seriously but most companies don’t.

3. Parts taken from Human Relations 4ed Modified by Jackie Kroening 2011 What is Creativity Creative people have flexibility and fluency in ideas. Distinction between creativity with a big “C” and with a small “c.” Big “C” sees creativity as a new concept valued by society, and produced to fulfill that role. Small “c” is related more to one’s personal experience.

4. Parts taken from Human Relations 4ed Modified by Jackie Kroening 2011 What is Creativity (Idealization Creation) Creative people Usually average/above average in intelligence. Although smart, are also often naive. Should be able to engage in “divergent thinking.” Being a genius does not make someone creative.

5. Parts taken from Human Relations 4ed Modified by Jackie Kroening 2011 Perception and Creativity ** Groups have their own beliefs about what should be done and how it should be done; this is called collective habits of thought. Perception is the way in which a person views the world. Sometimes people’s perceptions are blocked or distorted by rules that they think they need to follow.

6. Parts taken from Human Relations 4ed Modified by Jackie Kroening 2011 Perception and Creativity Characteristics of creative people Expert knowledge. Openness to new experiences. Independent spirit. Internal motivation. Persistence. ** Intuition

7. Parts taken from Human Relations 4ed Modified by Jackie Kroening 2011 Inside the Creative Process Graham Wallas described four basic steps in the creative process: 1. Perception and Preparation 2. Incubation 3. Inspiration 4. Verification

8. Parts taken from Human Relations 4ed Modified by Jackie Kroening 2011 Inside the Creative Process Step One: Perception and Preparation * Perception is the beginning point. ** Make sure that you perceive the problem accurately Make sure the idea is useful and real. Step Two: ** Incubation Might take minutes, hours, months or even years. May involve research and experimentation. Step Three: Inspiration Also called “illumination.” Incubation and struggle come together to form a real concept. Wallas called this step the ‘happy idea(s).’ Step Four: Verification This is an important step. The newly created concept/product/service is proven to be worthwhile.

9. Parts taken from Human Relations 4ed Modified by Jackie Kroening 2011 Creativity in the Workplace An effective manager must encourage creativity among employees by creating a climate of deferred judgment. They may use a formal method for receiving suggestions, with all employees knowing the procedure. Companies are beginning to use reward systems to encourage creative suggestions.

10. Parts taken from Human Relations 4ed Modified by Jackie Kroening 2011 Creative Methods for Groups Brainstorming ** Spontaneous group discussion to find multiple solutions for problems. Devised by Alex Osborne in 1934. Consists of two sessions. Works best for solving simple, well-defined problems; can also be used in any context.

11. Parts taken from Human Relations 4ed Modified by Jackie Kroening 2011 Creative Methods for Groups Brainstorming - First session: 1. Participants speak in phrases. 2. Hitchhiking on others’ ideas is encouraged. 3. Criticism is forbidden. 4. Silliness is encouraged. 5. Climate is relaxed. 6. All ideas are recorded. 7. A large quantity of ideas is encouraged.

12. Parts taken from Human Relations 4ed Modified by Jackie Kroening 2011 Creative Methods for Groups Brainstorming - Second session: 1. Return to rational mode. 2. All ideas are analyzed and prioritized. 3. Idea duplications are eliminated. 4. Ideas are ranked in order of importance. 5. Everyone gives evaluative input.

13. Parts taken from Human Relations 4ed Modified by Jackie Kroening 2011 Creative Methods for Groups The Nominal Group method Encourages creativity in a group by allowing everyone to offer individual, anonymous ideas. ** Effective when used with shy/unassertive people. Involves six steps.

14. Parts taken from Human Relations 4ed Modified by Jackie Kroening 2011 Creative Problem Solving Intrinsic motivation is more powerful than extrinsic motivation in encouraging creativity. Companies focus more on extrinsic than on intrinsic rewards for creativity. Intrinsic rewards drive employee self-esteem. Creative problem solving is a useful skill that all employees will need to develop.

15. Parts taken from Human Relations 4ed Modified by Jackie Kroening 2011 Strategies for Success 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.

16. Parts taken from Human Relations 4ed Modified by Jackie Kroening 2011 Strategies for Success Increase your creativity (cont.): 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 time with creative people. 10. Capture creative ideas when they happen.

17. Parts taken from Human Relations 4ed Modified by Jackie Kroening 2011 Strategies for Success “Ten Mental Locks”: 1. Look for the one right answer. 2. That is not logical. 3. Follow the rules. 4. Be practical. 5. Play is frivolous. 6. That isn’t my area. 7. Don’t be foolish. 8. Avoid ambiguity. 9. To err is wrong. 10. I’m not creative.

18. Parts taken from Human Relations 4ed Modified by Jackie Kroening 2011 Strategies for Success Use Bob Eberle’s SCAMPER to solve problems Substitute - Is there a person, place, or object that might work better? Combine - Are there ideas, goals, or purposes that could be combined? Adapt - Are there parts of the plan or the process I can reshape or fit to this issue? Modify - How and what can I alter, revise, enlarge, or shrink to resolve this issue?

19. Parts taken from Human Relations 4ed Modified by Jackie Kroening 2011 Strategies for Success Use Bob Eberle’s SCAMPER to solve problems (cont.): Put to another use - What can I put to different or new uses to resolve the problem? Eliminate - What can be omitted, simplified, or removed? Rearrange - Can I change the order of events, the plan itself, or the desired outcome?