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Creativity Management and Behaviour

Creativity Management and Behaviour

a) Creativity versus innovation. It is correct that the above questions are separated, as they refer to two distinct disciplines – defining problems and generating ideas (creativity) and selecting those ideas, developing and then commercialising them (innovation). It can be seen that the two disciplines require different competencies and that those competencies do not necessarily need to be contained in the one individual. In fact it is unusual that all competencies are contained in the one individual – often people who generate good ideas require the competencies of many other people to successfully bring that product to market. For example, screenwriters begin to lose control at the point that their agent receives and accepts their final draft.
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b) Creativity can also be defined as generating a quantity of ideas and a quantity of novel and diverse ideas. It follows then that this is more probable if the individual is used to engaging in a quantity of divergent and novel behaviours. Those individuals with a life long interest and curiosity in many subjects tend to produce the greatest number of ideas and the greatest number of novel and diverse ideas.

c) A tendency to build networks and a propensity for collaboration also increases the probability of generating good ideas. These allow the intellectual cross-pollination that overcomes parochialism and path dependency, allowing frame breaking.

d) Conscious idea generation increases the quantity of good ideas and therefore the probability of good quality ideas. Individuals that set out to consciously produce 5 ideas every half an hour produce 80 at the end of an average day – a quantity that would not normally be produced.

e) Focused creativity increases the chances of g