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“A product or response will be judged as creative to the extent that (a) it is both a novel and appropriate, useful, correct or valuable response to the task at hand and (b) the task is heuristic rather than algorithmic”

Heuristic tasks: no clear goal or no obvious path to solution

additions:

• production of ideas that are both novel and useful
• key precursor to innovation
• creative ideas can relate to work procedures, products, services and organizing structures

"… a man willing to put himself on the line for an idea of
doubtful success. He is willing to fail. But he is capable of using any and every means of informal sales and pressure in order to succeed."

“Champions are defined as individuals who informally emerge in an organization and make a decisive contribution to the innovation
by actively and enthusiastically promoting its progress through the critical organizational stages.”

(1) Expresses Enthusiasm and Confidence
(2) Persists under Adversity
(3) Gets the Right People Involved

Barriers of Will
> Investment
> Acceptance

Barriers of Capability
> Development
> Implementation

Main task Bridging Boundaries

A person

• who actively and intensively
• advances inter-organizational exchange processes
• through good personal relationships to key actors  who dispose of critical resources

Power sources

• Social competences
• Knowledge of networks
• A portfolio of relationships

• No knowledge of appropriate partners > matching prob
• No will to cooperate  > trust & commitment prob
• No ability to cooperate > understanding prob
• No permission to cooperate > third-party prob

>> Relationship Promotors help to surmount these inter-organizational barriers

Dimensions: Time, Quality, Budget
Haupteinfluss von RP, PoP und ProP werden geringer



Interaktionseffekte nehmen bei RP, PoP und ProP ab und beim Rest deutlich zu

inward-looking roles of expert-, process- and relationship-promotor show growing negative effects

The negative effects of the power promotor are explained by the highly innovative projects that could not be improved by increasing resources. Because of that, the common reason for positive effects of TMTs does not apply.

The higher the degree of innovation – the more heavily the top
management will be overstrained  – the more it should count on
lower and middle management, whose professional task it is to
deal with challenging projects. 

outward-looking roles of technological gatekeeper, relationship-
promotor and project leader show growing positive effects.

Explaination:
With a new technology not only the technological knowledge of the
innovating company changes, but also of their competitors, customers, suppliers and research partners. 

That is why the company also has to keep up with this newly arising
external knowledge and its new applications.

1) problem or task presentation
external stimulus or internal stimulus

2) preparation
Building up and/or reactivating store of relevant information and response algorithms

3) response generation
Search memory and immediate environment to generate response possibility

4) response validation
test response possibility against factual knowledge and other criteria

5) outcome
complete attainment of goal (success) or no reasonable response possibilities generated (failure) or some progress towards goal.

Intrinsic motivation is conducive to creativity

controlling (=nonsynergistic) extrinsic motivation is detrimental to creativity

informational/enabling (=synergistic) extrinsic motivation can be conducive to creativity

1. Organizational encouragement (encouragement of creativity)
An organizational culture that encourages creativity through the fair,
constructive judgment of ideas, reward and recognition for creative
work, mechanisms for developing new ideas, an active flow of ideas and a shared vision of what the organization is trying to do

2. Supervisory encouragement (encouragement of creativity)
A supervisor who serves as a good work model, sets goals appropriately, supports the work group, values individual contributions, and shows confidence in the work group

3. work group supports (encouragement of creativity)
A diversely skilled work group in which people communicate well, are open to new ideas, constructively challenge each other‘s work, trust and help each other, and feel committed to the work they do

4. Sufficient resources (resources)
Access to appropriate resources, including funds, materials, facilities, and information

5. Challenging work (pressures)
A sense of having to work hard on challenging tasks and important projects

6. Freedom (autonomy or freedom)
Freedom in deciding what work to do or how to do it; a sense of
control over one‘s work

7. Organizational impediments (Organizational impediments to creativity)
An organizational culture that impedes creativity through internal
political problems, harsh criticism of new ideas, destructive internal
competition, an avoidance of risk, and an overemphasis on the status quo

8. Workload pressure (pressures)
Extreme time pressures, unrealistic expectations for productivity, and distractions from creative work

Impact of employee personality measured by

• CPS
• Personality trait "openness to experience
• Innovative cognitive style

Impact of employee affect (mood/emotions) on creativity:
main hypothesis: Positive affect will enhance creativity by facilitating cognitive variation, e.g. it increases the breadth of material availablefor association by inducing a defocused scope of attention

A team can be defined as a social system of three or more people, which is embedded in an organization (context), whose members have a common identity, and who collaborate on a common task (teamwork).

für Gemünden gilt team=group

1. forming orientation stage
> get to know each other

2. storming differentiation stage
> stage of power and coalition games

3. norming integration stage
> looking for harmony

4. Performing
> concentration on the goal

1. small number of people

2. complementary team members' skills

3. specific goals and meaningful purpose
> goals are defined
> goals are output-oriented and "SMART"

4. common approach

5. mutual and individual accountability

Viel zu einfach sagt Gemünden!
Input

• individual-level factors - skills, attitudes, personalities
• group-level factors - structure, level of cohesiveness, size
• environment-level factors - task characteristics, reward structure, level of stress

GROUP INTERACTION PROCESS

Output

• Performance outcome - quality, speed to solution, number of errors
• other outcomes - satisfaction, cohesiveness, attitude change--

Organizational context
a context that supports and reinforces competent task work (reward, education, information)

group design
design that prompts and facilitates competent work on the task
(Structure of the task, Composition of the group, Group norms about performance processes)

group synergy mediator
assistance to the group by interacting to minimize losses and create synergies

process criteria of effectiveness
level of effort, knowledge and skill, appropriateness of task performance strategies

material resources mediator

group effectiveness
task out acceptable to those who receive or review it
capability of member to work together is strengthened
Members' needs are more satisfied than frustrated

Team design

• Team Composition
• Team Leadership

Process
Teamwork Quality

Outcomes

• Team Performance
• Personal Success

(1) Communication
(2) Coordination
(3) Balance of Member Contributions
(4) Mutual Support
(5) Effort
(6) Cohesion

Actively manage collaboration within and between teams to achieve high overall performance

Increase TWQ by appropriate team design (social skills) and
participative leadership style

Foster BTC by encouraging horizontal information flow, clarifying
interfaces between teams, setting integrative goals

Innovation encompasses the two major stages

(1) creativity (development of new ideas)
(Creativity, we propose, requires individuals with creative characteristics, who feel free from threat and pressure, and work in a supportive environment.)

(2) innovation implementation (introduction and practical application of new and improved products, services and ways of doing things at work)
(Innovation requires diversity (of knowledge particularly), integration of people’s knowledge and efforts, external challenge or demand, and practical support for innovation.)

“Perceptions of the events, practices, and procedures and
the kinds of behavior that are rewarded, supported, and expected in a setting”

Climate refers to shared perceptions of the work environment (how
organizational members experience organizations and attach common meanings to their perceptions of the environment)

What implications for practice and management in organizations arise from our series of findings?

Interventions should focus on providing the group with

• high norms for innovation
• and creating a climate that is open to change
• and error friendly

 
Team members as well as team leaders and higher management
have to find a balance

• in truly supporting each other in developing and implementing new ideas
• and at the same time monitoring and critically appraising each other

Supervisors and team leaders should strive to provide the team with clearly stated, shared and visionary goals.

2 bureaucratic context factors:

Centralization: how power is distributed in a hierarchy and whether employees are encouraged to participate in decision making (high if decisions must be referred up the chain of command; low if employees have opportunities to act according to their inclinations);    
e.g., team leader ‘uses my work group‘s suggestions to make decisions that affect us‘

Formalization: extent to which rules are clearly specified and procedures standardized (if high, employee freedom and ability to engage in discretionary behavior is reduced);         
e.g., ‘our work involves a great deal of paperwork and administration‘

1. Initiation phase > Nurturing
encouraging safety and ideas, being supportive, being open-minded, ensuring a non-judgemental climate

2. Discussion phase > Developing
obtaining opinions, evaluating proposals, agreeing implementation plans, pushing plans forward

3. Implementation phase > Championing
selling the proposal to all groups affected, gaining commitment, ensuring participation in implementation

4. Routinization phase > Validating/modifying
checking effectiveness, identifying weak links, modifying and improving the innovation

Augmentation effect: Increase in subordinate performance if supervisors exhibit transformational leadership in addition to transactional leadership

1. Self-awareness
Understand own strengths and weaknesses and one’s influence on others 

2. Relational transparency
Show one’s ‘true self’ and reveal one’s real thoughts and feelings

3. Balanced processing
Ask for opinions that challenge own assumptions and analyze all
relevant input before making decisions

4. Moral perspective
Show behavior in accordance to one’s personal values rather than
external pressures

“Diversity refers to differences between individuals on any personal
attributes that determine how people perceive one another”

Demographic differences (“background diversity”):
e.g., gender, age, nationality

Job-related differences (“job-relevant diversity”):
e.g. function, education 

1. Diagnose current situation, set aims, involve top managers
2. Multicultural workshops improving communication
3. Core groups confronting biases and stereotypes
4. Support groups and mentoring for minorities
5. Minority advisory councils reporting to management
6. Positive action programs (e.g. special training) for minorities
7. Appraise and reward managers who develop members of minority groups
8. Use, train and reward diversity champions
9. Measure business benefits (e.g. improved customer relations)
10. Spread ownership (involve not just HR, but all managers)