Creativity and team decision making

1. Creativity and team decision making

2. Chapter learning objectives • Define creativity. • Outline the four steps in the creative process. • Describe the characteristics of creative employees. • Discuss the workplace conditions that support creativity. • Identify five problems facing teams when making decisions. • Compare and contrast the five structures for team decision making. • Explain why brainstorming may be more effective than scholars originally believed.  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

3. Supporting creativity at IDEO Employees at Animal Logic, the Sydney-based visual effects company, demonstrate their creative talent in The Matrix, Moulin Rouge and other blockbuster films. Hiring people with diverse backgrounds and living the Aussie culture seems to contribute to the creative process. Courtesy of Animal Logic  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

4. Creativity defined Developing an original product, service or idea that makes a socially recognised contribution • part of the decision-making process  not separate from it • creativity is influenced by both personal competencies and organisational conditions, supported by creativity practices Courtesy of Animal Logic  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

5. Verification Insight Incubation Creative process model Preparation  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

6. Characteristics of creative people • Intellectual abilities • synthetic, general, practical • Relevant knowledge and experience • Motivation and persistence • Inventive thinking style  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

7. Creative work environment • Organisational support • tolerates mistakes • encourages communication • offers job security • Intrinsically motivating work • task significance, autonomy, feedback • self-leadership • flow  align competencies with job • Sufficient time and resources  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

8. Redefinethe problem Associative play Cross-pollination • Jamming • Review past projects • Tell me, stranger • Chain story • Artistic activities • Metaphors • Morphological analysis • Diverse teams • In-house presentations • Displayed thinking Creative practices  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

9. Team decision making constraints • Time constraints • process loss • production blocking • Evaluation apprehension • belief that others are silently evaluating you • Conformity to peer pressure • suppressing opinions that oppose team norms © Photodisc. With permission.  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

10. Team constraints: groupthink • Tendency for highly cohesive teams to value consensus at the price of decision quality • More common when the team • is highly cohesive • is isolated from outsiders • faces external threat • has recent failures • leader tries to influence decision © Photodisc. With permission.  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

11. Team constraints: group polarisation • Tendency for teams to make more extreme decisions than individuals • Riskier options usually taken because of gambler’s fallacy  believe luck is on their side © Photodisc. With permission.  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

12. Decision process Team decision Individual opinions Team decision Group polarisation process High risk Social support Persuasion Shifting responsibility Low risk  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

13. General guidelines for team decisions • Ensure neither leader nor any member dominates • Maintain optimal team size • Team norms encourage critical thinking • Introduce effective team structures  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

14. Generating constructive controversy • Form heterogeneous decision making team • Ensure team meets often to face contentious issues • Members should take on different discussion roles • Team thinks about the decision under different scenarios  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

15. Brainstorming at IDEO IDEO, a leading industrial design firm, relies on brainstorming sessions that generate ideas, usually about designing products. A typical session lasts between one and two hours and is attended by the design team as well as other IDEO engineers with relevant skills. © E. Luse/San Francisco Chronicle  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

16. Features of brainstorming • No criticism • Encourage many ideas • Speak freely • Build on others’ ideas © E. Luse/San Francisco Chronicle  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

17. Effectiveness of brainstorming • Early scholars criticised brainstorming • evaluation apprehension and production blocking still exist • More favourable view now • less dysfunctional conflict • more task focus • more decision acceptance • more enthusiasm and customer commitment • evaluation apprehension not a problem in high trust teams © E. Luse/San Francisco Chronicle  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

18. Evaluating electronic brainstorming • Benefits • less production blocking • less evaluation apprehension • more creative synergy • more decision efficiency • Problems • too structured • may be costly • lacks interpersonal dynamics • candid feedback is threatening Courtesy of IBM  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

19. Individualactivity Individualactivity Teamactivity Write down possible solutions Possible solutions described to others Vote on solutions presented Nominal group technique Describe problem  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

20. Overview of the next chapter • The communication process • Benefits and problems with electronic mail • Contingencies of media richness • Communication strategies in organisational hierarchies • Characteristics of the organisational grapevine • Gender and cross-cultural communication • Improving active listening  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

21. Solutions to creativity brainbusters

22. Double circle problem  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

23. Nine dot problem  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

24. Nine dot problem revisited  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

25. Five letters problem FCIRVEEALTETITVEERS FCIRVEEALTETITVEERS  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

26. Burning rope problem After first rope burned ie 30 min. One hour to burn completely  2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

27. Creativity and team decision making