Creativity can be defined as problem identification and idea generation whilst innovation can be defined as idea selection, development and commercialisation.
There are other useful definitions in this field, for example, creativity can be defined as consisting of a number of ideas, a number of diverse ideas and a number of novel ideas.
There are distinct processes that enhance problem identification and idea generation and, similarly, distinct processes that enhance idea selection, development and commercialisation. Whilst there is no sure fire route to commercial success, these processes improve the probability that good ideas will be generated and selected and that investment in developing and commercialising those ideas will not be wasted.
Good Thinking
Leaders should be wary that good thinking remains at the top of the agenda. Good thinking helps focus problem identification, idea generation and the following drive through the innovation process. Some factors that inhibit good thinking include:
a) Leadership battles. Often the competitive urge for leadership causes some participants to prioritise their position in the hierarchy rather than focus on the best outcome.
b) Ineffectual group dynamics such as core and peripheral groups stop the exchange of information and enhance parochialism, path dependency and competency traps, resulting in inferior outcomes.
c) An emphasis of competition over collaboration. Again, this restricts information flow as opposed to encouraging intellectual cross pollination.
These and other topics are covered in depth in the MBA dissertation on Managing Creativity & Innovation, which can be purchased (along with a Creativity and Innovation DIY Audit, Good Idea Generator Software and Power Point Presentation) from
http://www.managing-creativity.com/You can also receive a regular, free newsletter by entering your email address at this site.
Kal Bishop, MBA
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Kal Bishop is a management consultant based in London, UK. He has consulted in the visual media and software industries and for clients such as Toshiba and Transport for London. He has led Improv, creativity and innovation workshops, exhibited artwork in San Francisco, Los Angeles and London and written a number of screenplays. He is a passionate traveller. He can be reached on
http://www.managing-creativity.com/Article Source:
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