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Flashcards in Problem 1 Deck (51)
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1
Q

Which components does creativity consist of ?

A
  • Expertise
  • Creative thinking skills
  • Motivation ( mainly intrinsic )
2
Q

Expertise

A

Expertise encompasses everything that a person knows and can do in the broad domain of his or her work / knowledge

3
Q

Creative thinking skills

A

capacity to put existing ideas together in new combinations

4
Q

Why do creative thinking skills also depend on personality ?

A
  1. If one is more confident / has higher self esteem, one might feel more comfortable disagreeing with other or turning problems upside down
  2. Perseverance and incubation is of importance
5
Q

Incubation

A

The ability to set aside difficult problems temporarily, work on something else, return with a fresh perspective

6
Q

Motivation

A
  • most important component
  • determines how people will actually go about the task

–> if there is no motivation the other two components will go untapped

7
Q

Extrinsic Motivation

A

doing something in order to get something desirable or avoid something painful

8
Q

Why doesn’t Extrinsic Motivation necessarily enhance creativity ?

A

One is only motivated do the task because you feel bribed or controlled

but: Extrinsic Motivation doesn’t stop creativity

9
Q

Intrinsic Motivation

A

Reflects a persons internal desire to do something out of passion and interest

–> enhances creativity, because one is more invested

10
Q

Challenge

Managerial practice that can affect creativity

A

matching people with the right assignments (those that play to their expertise) so that they are more challenged

11
Q

What problems can occur with ‘Challenge’ ?

A

This requires the manager to know detailed information about their employees which is time consuming

–> failing to do so meaning matching an employee with the most urgent tasks consequently kills creativity (shotgun wedding)

12
Q

Freedom

Managerial practice that can affect creativity

A

Giving the employee the freedom to choose the way to approach the problem

–> heightens intrinsic motivation + sense of ownership

13
Q

Which problems occur with ‘Freedom’ ?

A
  • Changing the goals frequently / Failing to define the goal clearly
  • granting autonomy in name only but in fact proscribing the process
14
Q

Ressources

Managerial practice that can affect creativity

A

Time, money and space can either support or kill creativity

15
Q

Which problems can occur with ‘Resources’ ?

A
  • DEADLINES might have a more negative effect seen as creativity usually takes time
  • keeping RESSOURCES (here: money) tight might push people to channel their creativity
16
Q

Work-Group features

Managerial practice that can affect creativity

A

Manager must create a mutually supportive group with a diversity of perspectives (different expertise + creative thinking skills) and backgrounds

Members must:

  1. Share excitement over group goal
  2. Be willing to help teammates
  3. Recognize unique knowledge + perspective each member brings to the table
17
Q

Which problems can occur with ‘Work group features’ ?

A

Usually managers assemble homogenous groups which kills creativity because these groups do little to enhance expertise + creative thinking skills

18
Q

Homogenous teams

A

members have similar mindsets

–> their work usually lacks in creativity

19
Q

Supervisory encouragement

Managerial practice that can affect creativity

A

Praising employees for their good work or encouraging them to do better when they fail from time to time

–> sustains the passion needed for intrinsic motivation

20
Q

Which problems can occur with ‘Supervisory encouragement’ ?

A

Failing to acknowledge innovative efforts or greeting them with skepticism / critique / evaluation kills creativity

–> negativity bias

21
Q

Organizational support

Managerial practice that can affect creativity

A
  • Support from the entire organization

- mandating information / sharing / collaborating / ensuring political problems do not foster

22
Q

Why is a good management of great importance when it comes to creativity ?

A
  • Fostering creativity is in the hands of the manager

–> when creativity is killed one loses new ideas + energy and commitment of its people

23
Q

Radical Innovation

A

An innovation that can

  1. change the structure of the market
  2. create new markets
  3. render existing products obsolete

–> important for long term growth

24
Q

Incremental Innovation

A

concerns an existing product whose performance has been enhanced or upgraded

–> helps maximize returns on existing investments

25
Q

Which wrong strategies do big companies usually use to stay competitive ?

A
  1. Monitoring + then acquiring startups

–> this way they are heavily dependent on others + often limited due to the often very high prices of the startup companies

  1. Setting up highly autonomous organizations with little supervision to come up with new ideas ( imitation of a startup )

–> lack of guidance

26
Q

What is the ideal way for managements of big companies to govern in order to stay competitive ?

A
  • stop predicting the course of the projects

- governing the projects to keep losses at an acceptable range

27
Q

How do you make radical innovation work ?

A
  1. Access to sufficient RESSOURCES
  2. Detailed NEAR TERM PLAN including anticipated risks
  3. OPENNESS / flexibility / allowing adaption to new information particularly in the face of contradicting data
  4. RESEARCH parallel to development
28
Q

METHODS AND TOOLS for radical innovation

A
  • morphological box
  • avoiding unproductive brainstorming
  • quality function deployment
  • cease tossing solutions that don’t fit within existing plan
29
Q

Morphological box

A

Forcing one to consider alternative solutions

30
Q

What does the STRUCTURE of the ORGANIZATION have to look like for radical innovation ?

A
  • It has to be free of conventional management but integrated enough with the headquarters for a little guidance and funding
  • separate units for incremental and radical innovation
31
Q

How can COLLABORATION AND TEAMING help with radical innovation ?

A

A collaboration with external developers and potential consumers

  1. reduces uncertainty
  2. additional expertise is added
32
Q

KPI

Key performance indicator

A

Evaluates the success of an organization / product / activity in which it engages

33
Q

Gate-Focused Process

A

Consists of a linear management that focuses on a forward momentum

Development > Prototyping > Testing > Commercialisation

–> resists novelty

34
Q

Efficiency oriented Practice

A

Consists of established goals and laid out stages where specific criteria have to be met for the project to be able to continue

35
Q

Componential Theory

A

Creativity consists of 3 components

–> work environments have an impact on these components

36
Q

Interactionist Perspective

A

Creativity is a complex interaction between the individual + his/her work situation at different levels of the organization

(Individual, Team or Organizational Level)

37
Q

At an INDIVIDUAL LEVEL creativity is a result of :

A
  • antedecent conditions
  • way of thinking
  • personality ( ex. self esteem )
38
Q

At a TEAM LEVEL creativity is a result of :

A
  • individual creative behaviour
  • interaction between the group members
  • group characteristics
39
Q

At an ORGANIZATIONAL LEVEL creativity is a result of:

A

Mix of individual and group creativity

40
Q

Model of individual creative action

Ford

A

One either works creatively or habitually

This decision is influenced by 3 factors:

  • -> sensemaking processes
  • -> motivation
  • -> knowledge and skills
41
Q

Theorizing on Cultural differences

A

Eastern cultures:
Foster creativity as paternalistic control is more accepted

Western cultures:
Inhibit intrinsic group motivation thus creativity

42
Q

Four-Factor Theory of Team climate

A

Innovation is enhanced when :

  1. Vision / Goal is understandable
  2. Team members are able to propose new ideas without being judged
  3. There is a stimulating debate of different possible solutions within the group
  4. Team members receive support for innovation
43
Q

Ambidexterity Theory

A

Ability of a complex and adaptive system to manage and meet conflicting demands by engaging in fundamentally different activities

–> exploring new things while sticking to old things

44
Q

Integrating the idea generation (creativity) & idea implementation (innovation) subfields

(Direction for future research)

A

It is necessary to merge these two fields in order to do be more creative

45
Q

Need for theorizing and theory-driven studies

Direction for future research

A
  • The theories now available concerning creativity are not sufficient
  • numerous valuable empirical studies were published in recent years (creativity; innovation), but there is a need for a theoretical frame
46
Q

Organization culture and facet-specific climates for creativity and innovation

(Direction for future research)

A
  • linkages between organization and climate are unexplored

- unexplored how culture and climate act as facilitators and inhibitors of innovation

47
Q

Innovation process research

Direction for future research

A
  • more research is required here in order to fully understand how an organization builds up change in an organizational setting
48
Q

Redress creativity and innovation maximization fallacy

Direction for future research

A
  • there is a myth that all creativity is good and the more the better

–> false, more research required

49
Q

5 Key domains of radical innovation

A

Includes:

  1. Processes
  2. Methods and Tools
  3. KPI’s and decision making
  4. Organization structure
  5. Teaming and collaboration
50
Q

Directions for future Research

A
  1. Integrating the idea generation (creativity) & idea implementation (innovation) subfields
  2. Need for theorizing and theory-driven studies
  3. Organization culture and facet-specific climates for creativity and innovation
  4. Innovation process research
  5. Redress creativity and innovation maximization fallacy
51
Q

What are the managerial practices that can affect creativity ?

A
  1. Challenge
  2. Freedom
  3. Ressources
  4. Work group features
  5. Supervisory encouragement
  6. Organizational support