Chapter 2 Blocks to Creativity

2. Chapter 2Blocks to Creativity Henry Ford said: ‘We’ll give the customer any color he wants as long as it is black.’ Blocks : Inappropriate perceptions Blocks: negative mindset.

3. Understanding Blocks

4. Be ready for change • As Morgan (1989) states • Many organizations and their managers drive toward the future while looking through the rear-view mirror. They manage in relation to events that have already occurred, rather than anticipate and confront the challenges of the future. Block!

5. Processing information (Conceptualizing Problem) • Recognizing the task environment • Perceives the events, interprets these events and recognizes the nature of the task • Transformation into the person’s problem space • You view the task in a specific way • You have established the goal • Processing the data and moving towards the goal. • From conceived problem space • Uses various kinds of information to process the data • given with the problem • drawn from memory • move towards the problem solution Disquiet in Office Figure 2.1 Problem solving according to Newell and Simon (1972)

8. What about Problem Space • Problem solving involves the search for the most successful program • Problem Space • Minsky (1974) argues, successful problem solving may not so much be a search for a successful program as a search for the best problem space.

9. Individual Level Blocks- • Mindset • Personal blocks to creativity • Organizational blocks to creativity

10. Blocks according to Newell and Simon model • Incorrect perception of the task environment • Negative mindset • Incorrect specification of the problem space • Creative problem solving techniques may help to alleviate this problem. • Lack of relevant information or information overload • More or better information-gathering procedures or the use of creative problem solving methods may assist in this case.

11. We have always done it this way, why change? There can only be one way to do it properly. It’s experience that counts, it’s the only way to learn. I learned to to it this way and it never lets me down. Televisions are for receiving information – not for two way communication MINDSET EXAMPLES

12. Mindset is a condition in which an individual becomes over-sensitized to some part of the information available at the expense of other parts. It is characterized by one-right-answer thinking, looking for reasons why something will not work, and misplaced emphasis on logical thinking. MINDSET BLOCKS CREATIVITY

13. Mindsets can be useful • Learning from experience • Mindset sensitizes us to patterns that remind us of ways which have enabled us to solve past problems. We do not have to reinvent the wheel each time we encounter the same problem. For example, if when dealing with an irate customer we have found an approach that seems to be satisfactory from the point of view of dealing with the situation, when we subsequently encounter another irate customer we can deal with the situation using our acquired knowledge • Red lights act as warnings and alert us to impending danger.

14. When mindset blocks us • Fixation and stereotyping in PS • initially functions well in solving certain tasks but later blocks the realization of new and simpler solutions to similar problems • Why reinvent the wheel? • Typical managerial search is seen as simple-minded and as over-emphasizing previous experience by selectively searching in areas close to where previous solutions have been found. • Fixation • Steam engine used for pumping water out of mines for 100 years before locomotive power • Computer as calculators Mindset Vs. New Problem!

15. “Yes, but” Versus “Yes, and” • Negative thinking • Good management practice advocates that executives should consider what may go wrong and make contingency plans. • Ensure that a project will be successful • Every suggestion is therefore questioned and critiqued in order to make sure that the risk of failure is minimized. • Negative criticism stifles creativity • by inducing a negative mindset • Constructive criticism Introducing Redundancy Program

16. Hunch way! • Take steps based upon hunch or intuition • into the dark! • Cannot be justified traditionally logical way • Successful Hunch • logical justification only becomes apparent post facto • We cannot perceive beforehand the logical justification – we have a perceptual block.

17. Environmental Blocks • Emanate from the environment in which people operate. • Perceptual blocks, which prevent a person receiving a true, relevant picture of the outside world • Cultural blocks, which result from influences of society • Emotional blocks, such as fear, anxiety and jealousy • Intellectual and expressive blocks.

18. Limit an individual’s creative output and are related to the people themselves Strategic – inflexible thinking Value – rigid personal values Perceptual – narrow focus Self-image – fear of failure PERSONAL BLOCKS TO CREATIVITY

19. Strategic blocks creative problem solving training • Inflexibility in thinking • ‘one-right-answer approaches’ • Associated Issues • Rely heavily on past experience or particular techniques • without challenging their appropriateness • Focusing on a narrow range of options for either problem definition or problem solving; • Adapting an over serious approach to problems which prevents the emergence of a playful, imaginative and humorous climate.

20. Diagnosis • Inability to come up with insights, • Coming up with ideas that cannot be implemented • Individuals may be aware of such blocks themselves, but this may not always be the case. Negative mindset may also be a tell-tale sign that someone has a blockage. In particular the use of ‘yes, but’ responses and ‘only-one-right-answer thinking’.

21. Value blocks • ‘over-generalized rigidity influenced by personal values’. • These occur when personal beliefs and values restrict the range of ideas generated. • Values co-exist, and failure to reconcile them contributes to difficult personal and organizational dilemmas. creating an awareness of personal values

22. Diagnosis • One is looking for cues in terms of what people say. • Argue that they have always done something in one particular way and that has always worked, it suggests that they are not open to new ideas and that their own particular values dominate the way in which they tackle problems.

23. Perceptual blocks • ‘over-narrow focus of attention and interest’ • These arise from a lack of sensory awareness at a physical level and therefore contribute to lack of awareness of implications of situations Increasing Observation

26. Diagnosis • Having several people who are familiar with a problem take a view on it. There should be some consensus of views such that the views of the individuals who have perceptual blocks should stand out.

27. Self-image blocks • Poor effectiveness through fear of failure, timidity in expressing ideas, etc. • Reduce effectiveness in advancing ideas assertively • Arise from • a lack of self-confidence (value of one’s ideas) • reluctant to seek help and open up (personal level) Assertiveness training

28. Diagnosis • This may be difficult to ascertain unless the individuals concerned confess to having it. • Reluctance to make decisions with respect to the problem in hand. • People who demonstrate a (dis-typo)like to low risk-taking with respect to solving a problem may well have a self-confidence block.

29. Another schools of blocks 

32. Creativity is a fragile business • It is stimulated by the right environment, self-image and co-workers; it is inhibited by limiting beliefs, work situations and stresses. Awareness of the obstacles to creativity can help us push through our creative blocks.

33. Most destructive blocks

34. The broken clock problem • A clock face has roman numerals painted on its glass surface. One day the clock falls on the floor, and an observer is about to pick up the four pieces of glass when she notices that on each piece the sum of the roman numerals comes to the same total. Can you work out what she saw? Swiss Watch Makers (P 32) Clockwork Movement & Precision Engineering Vs. Quartz technology

35. Techniques help to overcome blocks • New Ideas and insights will be created • Act as a stimulus to thinking and help evoke, construct and reconstruct the knowledge and information • Group creative problem solving sessions (e.g.) brainstorming, sharing experiences • Help build confidence • Lessen the risk of making mistakes as individuals • Overcome our value prejudices • Compensate for the perceptual blocks and biases

36. Organizational issues to creativity • 1 Identifying the wrong problem • 2 Judging ideas too quickly • 3 Stopping with the first good idea • 4 Failing to get the support of key personnel in the organization • 5 Failing to challenge assumptions

37. Organizational blocks to creativity • Emphasis on managerial control • Compare with autonomy & freedom • Short range thinking • Measurable in the next quarter • Analysis paralysis • Rigid hierarchical structures • Responding to changes • Expected payoffs (Large projects!) • Marketing over-emphasis versus technology • Pressure to achieve more with less- R&D Cuts • Lack of creative understanding • Approaches, Trainings, Some people are creative!

38. How to improve! • Encouraging prudent risk-taking • Freedom of thought – some degree of autonomy • Linking rewards with specific performance • Encouraging different viewpoints on problems • Positive involvement of top management • Continual flow of ideas • Responding positively to new ideas

40. Creativity in a Organizational Level 4Ps They are interdependent Organization should provide … and more

41. Assignemnts HW-Ch2 Due 22nd Feb P-36: 3 P 37: 10- Choose 5 of all listed GW-Ch2 Due +7 days Case: Ulyssis Shipping Ltd (p 39): Answer the question

42. Quiz 1: 20th FebChapter 1& 2OnlineUsername: your NSU IDPassword: creativity