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How to Make Your Team More Creative

How to Make Your Team More Creative | Creativity | Scoop.it
Harvard Business School professor Teresa Amabile says a sense of progress is critical to employee creativity. How would you like to make your team more creative, productive, committed, and collegial? It’s completely possible, says Harvard Business School professor Teresa Amabile – and it doesn’t require handing out huge bonuses. Instead, [...]
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15 Famous Quotes on Creativity

15 Famous Quotes on Creativity | Creativity | Scoop.it
    The Sifter spent last night poring over hundreds of famous and inspirational quotes on creativity. Below is a collection of our 15 favourites. Let us know which ones resonate with you...

Via Marci Segal, MS
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Marci Segal, MS's curator insight, September 6, 2013 11:22 AM

There's something for everyone here - Everyone!  Thanks for the link Gregg Fraley.

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Creativity is not in one side of your brain: Interview with William Duggan

Creativity is not in one side of your brain: Interview with William Duggan | Creativity | Scoop.it
Ben Weinlick of Think Jar Collective interviews Columbia Business school professor and author of Creative Strategy about what Creative Strategy is and how it differs from traditional creative problem solving approaches.

Via Ana Cristina Pratas
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Teresa Amabile and Daniel Goleman: How managers can support creativity at work

What can a manager do to optimize team creativity? And what do they do commonly that squelches it? Daniel Goleman spoke with Harvard's Teresa Amabile for his...


Via Marci Segal, MS
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Synergetic Management's curator insight, September 6, 2013 3:30 PM

The importance of WINS -- underestimate these at your peril.

 

This has TWO big implications:

 

1) people undertaking new roles and new tasks need some "quick wins" to build confidence and get their confidence into gear. This is often overlooked by managers who prefer "baptism by fire", then wonder why their people are so "burnt-out". Corny, but true.

 

HOW CAN I USE THIS? Ensure anyone under your wing that is starting new in the company, new roles, or new projects / assignments gets a chance to get a few quick wins under their belt. This even may need to be orchestrated on their behalf, but please never make it phony.
(E.g. ensure those who will be called will pay more-than-usual attention to the request for assistance that will come...)

 

2) everyone can use this principle at any time, but it works best when applied to MEANINGFUL work. Sorting out one's desk drawers vs. fixing a long-standing issue with a major customer will generate quite different levels of "feel good" endorphins (or whatever gets generated), hence quite different amounts of lift.

 

HOW CAN I USE THIS? The key here is in doing MEANINGFUL work -- this is one of the 4 keys to powerful intrinsic motivation. This is why the modern tendency keeping everyone so busy is a trap, as meaningful work often takes more time and energy than simply doing busy work.

 

(Hint to see if it is meaningful:
Is it being measured?
Does it contribute to the organizations results, i.e. the bottom line?
2 Yes = meaningful,
1 Yes = marginal or a poorly designed metrics-tracking system,
0 Yes = trivial work)

 

(2nd hint: creative work takes more time than routine work; so if your staff seemed to have suddenly slowed down, take a minute before you react to check to see if maybe they are trying to solve a deep, meaningful problem which will take time and energy. You just might be surprized at their initiative!)

 

T Mc

 

Rescooped from Marci Segal (@marcisegal) -- Thanks!

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Innovation: Starting with the Basics

Innovation: Starting with the Basics | Creativity | Scoop.it

Building a foundation for innovation starts with the basics. In Robert’s Rules of Innovation™ the imperatives to Create & Sustain “NEW” in Business, number one is Inspire and Initiate. Innovation and ideation are pointless without buy-in from top management, and the support of your team. Engage the senior leadership team, employees of organization, and key external stakeholders in the development of a shared vision and the path forward.


Via Peter Verschuere
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