Amabile's 3 main creativity facilitators (components)
- domain-relevant skills: factual knowledge, skills and experience in a specific field
- creativity-relevant skills: innovative cognitive style, knowledge of techniques to produce creative ideas
- task motivation intrinsic motivation: interest in and enjoyment of the actual work task
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What is the creativity intersection?
Highest creativity when an individual is high in all three components
(domain-relevant, creativity-relevant skills and task motivation)
(domain-relevant, creativity-relevant skills and task motivation)
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The 5 phases of creativity are...
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.
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.
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Amabile's theory of creativity: Motivation
Intrinsic motivation: motivation to engage in work for its own sake, because it is interesting, engaging or satisfying
extrinsic motivation: motivation to work for something apart from the work itself, such as reward, recognition, dictates
extrinsic motivation: motivation to work for something apart from the work itself, such as reward, recognition, dictates
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Intrinsic and Extrinsic Motivation Principle
Intrinsic motivation is conducive to creativity
controlling (=nonsynergistic) extrinsic motivation is detrimental to creativity
informational/enabling (=synergistic) extrinsic motivation can be conducive to creativity
controlling (=nonsynergistic) extrinsic motivation is detrimental to creativity
informational/enabling (=synergistic) extrinsic motivation can be conducive to creativity
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Three oportunities to enhance creativity...
- by increasing intrinsic motivation (optimal challenge, freedom & autonomy, tasks matched to interests)
- by increasing informational/enabling (=synergistic) extrinsic motivation (recognition confirming competence, clear strategic direction, resources enabling interesting work)
- by reducing controlling (=nonsynergistic) extrinsic motivation (less surveillance, no expectation of critical evaluation, no unrealistic deadlines)
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Amabile's KEYS scale
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
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
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The 8 KEYS factors in order of importance
1. Challenging work (strongest positive effect!)
2. Organizational encouragement (positive effect)
3. Work group support (positive effect)
4. Freedom (positive effect)
5. Organizational impediments (negative effect)
6. Supervisory encouragement (positive effect)
7. Sufficient resources (positive effect)
8. Workload pressure (negative effect)
2. Organizational encouragement (positive effect)
3. Work group support (positive effect)
4. Freedom (positive effect)
5. Organizational impediments (negative effect)
6. Supervisory encouragement (positive effect)
7. Sufficient resources (positive effect)
8. Workload pressure (negative effect)
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Creativity: 2 individual facilitators
Impact of employee personality measured by
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
- 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
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Creativity: 6 situational facilitators
task complexity
high levels of challenge, autonomy and skill variety
interpersonal support
supportive and non-controlling leadership valuing creativity; supportive coworkers, even support from non-work sources
time pressure
high level tends to be detrimental to creativity, unless employees are protected from distractions and fragmentation of work
psychological safety
an environment in which employees believe that others will respond positively when they speak up, report problems or propose new ideas
goal setting
important to create role expectations by setting creativity goals or making creative activity a job requirement
feedback
constructive and developmental performance feedback positive for creativity, critical evaluation negative
high levels of challenge, autonomy and skill variety
interpersonal support
supportive and non-controlling leadership valuing creativity; supportive coworkers, even support from non-work sources
time pressure
high level tends to be detrimental to creativity, unless employees are protected from distractions and fragmentation of work
psychological safety
an environment in which employees believe that others will respond positively when they speak up, report problems or propose new ideas
goal setting
important to create role expectations by setting creativity goals or making creative activity a job requirement
feedback
constructive and developmental performance feedback positive for creativity, critical evaluation negative
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4 features of helpful feedback by supervisors
1. Providing positive feedback whenever possible
2. Delivering both positive and negative feedback in an informational style that helps employees develop creative capabilities
3. Adopting a developmental orientation in order to enable employees to learn and make improvements
4. Focusing feedback on the task, not the person
2. Delivering both positive and negative feedback in an informational style that helps employees develop creative capabilities
3. Adopting a developmental orientation in order to enable employees to learn and make improvements
4. Focusing feedback on the task, not the person
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Creativity: Interactive effects
Combination of personality & situation predicts creativity
Examples:
Examples:
- Number of creative suggestions highest among employees with a combination of a) CPS and b) high job complexity
- Job dissatifaction positive for creativity if continuance commitment high & support from coworkers/organization high
- stress experienced at work/home not detrimental to creativity if leader-member-exchange high.
- negative mood positive for creativity if organization recongnizes and rewards creativity.
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Definition of creativity
“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:
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
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Flashcard set info:
Author: Florian
Main topic: BWL
Topic: Human Side of Innovation
School / Univ.: TU Berlin
City: Berlin
Published: 13.07.2013
Tags: Innovation
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