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Creativity and Innovation Management - Psychological Reward
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.
Psychological rewards and recognition are major factors in the motivation equation.
Status theory argues that every action, movement and inflexion of human beings is in some way related to status. There are compelling arguments that human behaviour is based on status seeking. In the animal kingdom, higher status individuals have more sex, more access to food and resources, more space and so forth.
The present day occupation with celebrities is a testament to the power of status. Big Brother and reality TV show how far people will go to get it.
Status is addressed in the corporate world in expressions such as "give the dog a bone." Consequently, there is a tendency to give people high-sounding names without considering the other motivational factors. People either resent this or are happy for only short periods.
Psychological rewards include an environment of psychological safety and freedom - accepting an individual as unconditioned worth; recognising that the individual is capable of producing but that their value is not based on producing; understanding empathetically; understanding the individual from their point of feeling and view (Vernon, 1970).
These and other topics are covered in depth in the MBA dissertation on Managing Creativity & Innovation, which can be purchased (along with an Innovation Management Bible, a Creativity and Innovation DIY Audit, Good Idea Generator Software and Power Point Presentation) from http://www.managing-creativity.com/
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Kal Bishop, MBA
You are free to reproduce this article as long as no changes are made and the author's name and site URL are retained.
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/
How To Conduct Effective Meetings
Before you call your next meeting, the FIRST step is to decide if it is really essential. To determine that, ask yourself the following:· Is this meeting essential? · Can we do without it? · Can we accomplish the task without a meeting? · Can it wait another week? · Can we get things done with few meetings?Then, if you have decided a meeting is the best way to accomplish your objective, the following tips can help you conduct more effective meetings:1.
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I have a sign on my office door. It pretty much summarizes my philosophy of life.
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As an experienced manager, I can announce without a doubt that the primary reason for lack of effectiveness in the contemporary business world is that people don't follow the rules for running a meeting. Thousands meetings are conducted each day and most of the meeting chairmen have not even heard of the rules for running a meeting.
The Truth About Performance Reviews
Now that it is January, many of you are putting together, or have just finished putting together your annual Performance Appraisals for your staff. Feedback on performance is certainly one of the most critical aspects of personnel development and one that deserves to be taken very seriously.
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How to Reject a Job Applicant
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Communication in Business
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Delegation: When to Delegate, Who to Delegate to
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How to Get the Best from Outsourcing
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Five Steps to Successful Business Succession
The great majority of family businesses in North America are still owned and operated by descendants of the founder. The business acumen that these first, second, third, and sometimes fourth generation managers possess largely determines how much longer the business will remain under family control.
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