Cr eat i vi t y and

I nnovat i on
Over c omi ng t he f ear of f ai l i ng
I COM5047
J . Fer nando Vega Ri ver os, Ph.D.
What i deas do you
assoc i at e w i t h c r eat i vi t y?
Pr oduc e somet hi ng
Or i gi nal i dea
I ngenui t y
I magi nat i on
Thi nk i ng out -of -t he-box
Cr azi ness
Ex t r aor di nar y
I nnovat i on
Eur ek a
Myt hs about c r eat i vi t y
Ac c i dent al di sc over y (t he aha or eur ek a
ex per i enc e)
Few c ases ar e f ound i n c r eat i vi t y r esear c h
Geni us vi ew , gr eat l eaps of i magi nat i on
Wei sber gs vi ew i s t hat c r eat i vi t y i s t he r esul t of
or di nar y t hought pr oc esses by or di nar y peopl e
Pl at os vi ew : w hat appear as a new i dea i s a
r ec ogni t i on of an ol d one or t he new appl i c at i on of a
c onc ept ; t he c onnec t i on may al r eady ex i st i n nat ur e
Lar ge number of pat ent s f r om a l ar ge number of
peopl e
Moment of I nspi r at i on, t he Muse ex per i enc e
Har d w or k i n ar t s
What i s c r eat i vi t y?
To be c r eat i ve, a sol ut i on must sat i sf y one or mor e of t he
f ol l ow i ng c ondi t i ons:
1. The pr oduc t of t he t hi nk i ng has novel t y or val ue (ei t her
f or t he t hi nk er of f or hi s c ul t ur e)
2. The t hi nk i ng i s unc onvent i onal i n t he sense t hat i t
r equi r es modi f i c at i on of r ej ec t i on of pr evi ousl y
ac c ept ed i deas
3. The t hi nk i ng r equi r es hi gh mot i vat i on and per si st enc e,
t ak i ng pl ac e ei t her over a c onsi der abl e span of t i me
(c ont i nuousl y or i nt er mi t t ent l y) or at hi gh i nt ensi t y
4. The pr obl em as i ni t i al l y posed w as vague and i l l -
def i ned, so t hat par t of t he t ask w as t o f or mul at e t he
pr obl em i t sel f .
New el l , Si mon and Shaw
What i s c r eat i vi t y?
To be c l assi f i ed as c r eat i ve, an
i mpr ovement must :
1.Be new or uni que
2.Have ut i l i t y or val ue
Met at heor y of c r eat i vi t y
Cor e of c r eat i vi t y:
c onsc i ous;
Unc onsc i ous and
Cogni t i ve at t r i but es
Met at heor y of c r eat i vi t y
Sum t ot al of subj ec t i ve
ex per i enc es assoc i at ed w i t h
c r eat i ng: buf f er zone bet w een
st i mul at i on f r om w i t hi n and
f r om w i t hout
Out si de i s per c ei ved, or gani zed
and i nt egr at ed w i t hi n t he
i ndi vi dual
Met at heor y of c r eat i vi t y
Phases
Pr epar at i on
I nc ubat i on
Di sc over y
El abor at i on
Val i dat i on
Cr eat i ve Pr obl em
sol vi ng
Opportunity
Delineation,
Problem
Definition
Compiling
Relevant
Information
Generating
Ideas
Evaluating,
Prioritizing
Ideas
Developing
Implementation
Plan
S
t
i
m
u
l
u
s
A
c
t
i
o
n
Unst r uc t ur ed vs.
St r uc t ur ed c r eat i vi t y
Spont anei t y
I nspi r at i on
Ac c i dent
Ser endi pi t y
Cr eat i ve t r anc e
Dr eam
Wr i t e i deas and
f i l e t hem aw ay
Tr ai ni ng
Pr epar at i on
Pr ac t i c e
Tec hni que
Cr eat i vi t y Tec hni ques
Pr ogr essi ve abst r ac t i on
Shor t age of Ent r y Level
Pr of essi onal Empl oyees
Shor t age of
Pr of essi onal Empl oyees
Shor t age of Human Capac i t y
at Pr of essi onal Level
I nt er r ogat or i es (5Ws/H)
Why
How
When
Wher e
Who
What
For c e Fi el d Anal ysi s
Wr i t e a br i ef st at ement of t he pr obl em t o be sol ved
Desc r i be w hat t he si t uat i on w oul d be l i k e i f
ever yt hi ng f el l apar t absol ut e c at ast r ophe
Desc r i be w hat t he si t uat i on w oul d be l i k e i f
ever yt hi ng w er e i deal
Wi t h c at ast r ophi c at t he l ef t and i deal at t he r i ght ,
dr aw a c ent er l i ne
On t he c ont i nuum, l i st t he f or c es t hat ar e
c ont r i but i ng t o mak e t he si t uat i on mor e i deal and
t hose c ont r i but i ng t o mak e i t mor e c at ast r ophi c
St r engt hen an al r eady posi t i ve f or c e
Weak en an al r eady negat i ve f or c e
Add a new posi t i ve f or c e
Assoc i at i ons/I mages
Tec hni que
1. Leader assi st s gr oup i n i dent i f yi ng t he pr obl em or oppor t uni t y
t o be ex panded
2. Leader ask s par t i c i pant s t o sel ec t a sol ut i on t o t he pr obl em,
phr ased i n t he f or m of a goal or w i sh
3. Leader pi c k s a k ey c onc ept t o t he goal /w i sh st at ement s
4. Leader ask s t he gr oup t o t hi nk of a w or l d t hat i s r emot e f r om
t he w or l d of t he pr obl em (l eader c hooses t he r emot e w or l d)
5. Leader r equest t o set asi de t he pr obl em and goal /w i sh
devel oped and t o l i st s assoc i at i ons and i mages t hat
c har ac t er i ze t he r emot e w or l d
6. Leader di r ec t s t he gr oup t o r el at e t he l i st of assoc i at i ons and
i mages of t he r emot e w or l d t o t he w or l d of t he pr obl em
7. Leader di r ec t s gr oup t o devel op sec ond-gener at i on
assoc i at i ons and i mages f r om any one of t hose l i st ed i n st ep
6, ex t r ac t i ng k ey pr i nc i pl es and appl yi ng t hem i n a mor e
r eal i st i c w ay w i t hout di l ut i ng t he i nnovat i on
8. Gr oup sel ec t s and i mpl ement s appeal i ng i deas devel oped i n
st ep 7
Wi shf ul t hi nk i ng
1. Devel op a pr obl em st at ement
2. Open sol ut i on spac e t o al l possi bi l i t i es,
i .e. anyt hi ng i s possi bl e
3. St at e al t er nat i ve i n t er ms of a w i sh or
f ant asy
4. Conver t eac h w i shf ul st at ement t o a
mor e pr ac t i c al one
5. Move on t o t he nor mal anal yt i c al pr obl em
sol vi ng appr oac h t o devel op a sol ut i on
Anal ogy/Met aphor
t ec hni que
1. Wi t hhol di ng eval uat i on, gener at e a l i st of
obj ec t s, per sons, si t uat i ons or ac t i ons
t hat ar e si mi l ar but unr el at ed t o pr obl em
2. Sel ec t one of t he anal ogi es and desc r i be
i t i n det ai l (avoi d any r ef er enc e t o
or i gi nal pr obl em)
3. Ex ami ne i t ems and t r ansl at e t hem i nt o
st at ement s t hat appl y t o t he pr obl em
4. Ex ami ne eac h st at ement and di sc uss i t s
appl i c at i on t o t he pr obl em
Rel easi ng c r eat i vi t y
Cr eat i vi t y and i nnovat i on
i nvol ve r i sk
Tak i ng r i sk s may l ead t o f ai l ur e
Soc i et y and Educ at i on has
penal i zed f ai l ur e
Fai l ur e i s oppor t uni t y t o l ear n
Par t i al t r ut hs
Ri sk t ak i ng i nvol ves unc er t ai nt y
but
Suc c ess c an onl y c ome f r om new
i deas w hi c h c an be i mpl ement ed
Fai l ur e and suc c ess ar e t i ght l y
bound i n t he ex pl or at i on of new
i deas
Par t i al t r ut hs ex t r ac t ed f r om eac h
f ai l ur e, i f r ec ogni zed and
i nc or por at ed i nt o subsequent
ac t i ons, hel p us at t ai n our goal s
Thr ee r ul es of
i nnovat i on
STRAFE: Suc c ess Thr ough
Rapi d Ac c el er at ed Fai l ur e and
Ent r epr eneur i ng
GI N: Gener at e I deas i n Number s
Fast Hi st or y: Any suc c essf ul
desi gn i s t r ansi ent and so ar e
i deas, t hus, di ver si f y i deas and
c onc ept s
On good i deas
The best w ay t o get a good i dea i s t o
get a l ot of good i deas
Li nus Paul i ng
Wher e c an I f i nd
i nnovat i on
I nnovat i on i s ever yw her e; t he
di f f i c ul t y i s l ear ni ng f r om i t
J ohn Seel ey Br ow n