Managing Creativity - Second Half

Key takeaways from idea generation and social determinants of creativity

1. Creativity is driven by both individual characteristics and social relationships 2. Trade-off between different collaborative social structures—brokerage enables creative insight but constrains the subsequent transfer and development of that insight 3. Tension between creative professionals and the firms that commercialize their ideas—who is/should be the owner? 4. Hiring reputation implications for firms that prosecute non-competes or other type of policy especially when it comes to valuable sources of innovation—how a manager choice will impact the future ability to attract similar talents? What is the message that the company is giving to the other employees? How will it impact the culture of the organization? 5. There is a need to develop policy able to keep creative people motivated and to transform the generative ideas into products/service using both formal and soft tools able to impact individual's behaviours.

Stages in open innovation:

1—seeking opportunities. 2—evaluating their market potential and inventiveness. 3—recruiting potential development partners. 4—Capturing value through commercialization. And 5—extending the innovation offering. Wallin and van Knrogh (2010) focus on managing knowledge integration and define a different five stage process, namely 1—define the innovation process, 2—identify innovation-relevant knowledge, 3—select an appropriate integration mechanism, 4—create effective governance mechanisms, and 5—balance incentives and controls.

How do we practice creative leadership?:

3 approaches: First is Leading with a strong point of view. The leader must be the explorer. They must set inspiring direction—setting a course for exploring directions. People need to follow the leader emotionally, not just intellectually. The leader explores the unknown and explores new opportunities to get closer to their destination. They should also know how to word their questions. Questions should be designed as learning mechanisms. Instead of blaming people, it should be "how can we learn from this?" Creativity killer questions involve "am I creative". "how can I come up with an idea that will make money" -focusing too much on results rather than the process. If you are having trouble being creative, better questions are "who will hold me accountable?, "Can I make a prototype", and "How can I lower the bar" as they encourage failing to succeed. Don't ask "how's it going," but ask "what is the biggest challenge you're facing" etc., as it promotes conversations that embrace creativity and solves problems. Second approach in creative leadership is to lead through culture. The role the leader plays is that of the gardener; gardeners know the conditions for creativity to flourish, such as providing inspiration when energy is low. When challenges crop up, they act swiftly to address them. Set conditions for creativity, make adjustments, and prepare for challenges. Team members should have a culture that makes them feel inspired and do meaningful work. They also want to feel like they are growing and their team has their back; from this, they have behaviours that allow them to collaborate, learn from failure, and stay curious. One way to do this is to create rituals. A daily ritual is to spend first 5 minutes of day in silent reflection. Family rituals is starting each meal by going around the table and sharing an inspirational story of the day. A work ritual is removing all the chairs at your next team meeting to see how it impacts beliefs, energy, or feelings. Third is leading alongside your team—to be a coach. Coach is on the field, offering guidance, etc. The coach knows when to intervene and when to just let the team play. Explore divergent thinking; what are the needs and possible solutions, and convergent thinking ;where to focus, core needs, which solution to choose and which direction.

Leading for Creativity - Brad Bird: Writer and director of ratatouille. And Thomas Keller: One of the finest chefs:

Attention to detail, and passion in their work. Emotionally attached to what you're doing. Indulging in the human aspect of being alive. Mistake that a lot of people make is thinking that you can force ideas; can only observe the environments that put you in a creative state of mind and try to create that environment. Also, in environments that you are used to as it opens your mind to new things while doing it; example, cutting salmon for years. Precise decision-making; if you do it well, it will feel spontaneous. Use your energy and excitement to perform that much better in under pressure situations. Use "Am I happy with what I've done" to gauge your success, while also ensuring that others will be happy too. People have greatness inside of them and creative leaders have the responsibility to get it out of them.

Keys to designing motivating jobs?

Combined together, the chore job characteristics to create a motivating potential score—MPS. MPS indicates the degree to which the job is capable of motivating people. Skill variety + task identity + task significance, all divided by 3 x autonomy x feedback = MPS. Reduce specialization and simplification. This can be reached through job rotation—moving employees from job to job at regular intervals, enrichment—allowing workers more control over how they perform tasks, and job enlargement—expanding the tasks performed by employees to add more variety. Use this element to redesign the jobs to create a higher creative performance.

Creative leaders enable uncertainty:

Complexity thrives on uncertainty, and enabling leaders embrace and foster that uncertainty. The leaders contributed to the organization's instability by disrupting existing patterns, which then made it much more likely that emergent ideas would bubble up from within the organization.

Leader Behaviours for Creativity:

Control and monitor employee work and permit a degree of participation and involvement conductive to create discovery. Ensure a degree of structure that enables employees to create. Support—idea support, work support, social support, etc. Provide feedback on new ideas, demonstrate empathy and consideration, that elicit trust. Facilitate communication and collaborations, act as role models and their actions express value and expectations for creative activity. Transmit sense of confidence and efficacy for creative work, enhance creative confidence, and enhance transformation—flipping.

What type of networks are best for creativity?

Creative ideas tended to emerge in small, isolated networks of interactive personnel. Silos could actually serve to protect ideas until they are ready to be presented to management.

How can we relate goal setting to creativity?

Creative performance is maximized when creativity goals are coupled with difficult productivity goals. Managers may also be tempted to include incentives for effort in reward systems.

Open Innovation:

Defined as systematically performing knowledge exploration, retention, and exploitation inside and outside an organization's boundaries throughout the innovation process. Companies use open innovation within their own organization to overcome organizational, professional and geographic silos that emerge as a firm's activities and size expand over time. New outside players range from suppliers, customers, and competitors, to research institutions and organizations in very different industries that either have solutions that can improve the company's innovations or that can exploit solutions the company has developed. New decision-making tools need to identify the decisions to be made, structure their order and content, highlight important factors and enable managers to quickly and competently navigate lesser known areas.

Appraisals for creativity:

Directly measure creative and original ideas by using broad output expectations, encourage risk taking by appraising effort towards objectives and NOT punishing failures. They also measure learning orientation and knowledge development in routine positions. Feedback should be technical, compensatory, and provide information.

Tips for leader behaviours in creativity:

Do not frame problems narrowly, practice a lot, remember that the bigger the organizations, the most it takes to scale creativity. Do not threaten the hierarchy, but never let the hierarchy enter in the flow of ideas, be able to read the unwritten rules of the organization, create internal open innovation—voting, fairs, posters, etc. Find a small team enthusiastic about design thinking, and use the power of storytelling to convince people you need their help and to follow your lead. Start and build on small successes.

Work at REI:

Don't care what they work, can bring their pets into work and have dog park. Culture and management philosophy is balance, going outside more and enjoying themselves, etc. They do bike rides, sabbatical to employees who have been 15 years for 4 weeks, 5 weeks for 20, etc. They also get a discount on gear. Freedom of speech on floor in terms of helping customers and providing useful advice on gear; not on commission so can be very truthful with people.

3 forms of capital/success:

Financial capital—what's in your bank account; Human capital—what you know; social capital—who you know/where you stand.

What do creativity leaders do?:

Focused on the role of leadership in the generation of complex dynamics—examples being creativity, adaptability, and learning. There are four points to enabling leadership: Creative leaders enable leadership by disrupting existing patterns through embracing uncertainty and creating controversy, encourage novelty by allowing experiments and supporting collective action, providing sense-making and sense-giving through the artful use of language and symbols, and stabilizing the system by integrating local constraints.

How should Fogg manage Riceman?

Fogg should manage Riceman by licensing his idea. Although this will go against the contract and set an example for other engineers to demand the same, Riceman is an excellent creator and therefore a valued employee. He has contributed many ideas that have not become a reality due to the fault of the company. This idea is now Riceman's, and it must be licensed if they would like to move forward. Licensing it will at least allow Fogg and NetD to have a piece of the pie compared to nothing at all.

Conceptual Framework of Embrace the Shake Ted Talk:

For information, enhanced access and exposure to new and different pockets of information provides new ideas directly, and energizes the combinatory processes that underlie the production of creative ideas. For engagement, creativity is enhanced when individuals are fully engaged in their work.

Creative Leaders enable interdependency:

Foster interdependent relationships in which the actions of one agent are dependent on the actions of another. The more interdependence, the more potential for conflict which enables more creative thinking. Interdependency creates pressure on agents in the network; interdependent pressure is fostered when the successful completion of one's tasks depends upon unfulfilled actions by another person. Excessive interdependency across a network can overwhelm it however.

Open Innovation - Ideas for Change - Henry Chesbrough:

From Henry Chesbrough, he explains in video that open innovation is the idea that organizations should make much greater use of external ideas and technologies in their own innovations on one hand—on the other hand, it should go outside for others to use as well. Companies benefit by reducing cost of your own activities by leveraging others. You only pay for the part that you are using. There is also a time savings by not having to start at the beginning of the extensive research project—instead you are building on top of ideas. Value chains can then be made with better solutions. Outside in model has been very accepted. Open source software is similar to open innovation where it is outside in, but different in the business model. Open innovation is letting go to the outside based on their decisions in sustaining themselves going forward economically—open source does not focus on a business model going around it.

What does creativity/creation mean in the context of haute couture?:

Grasping new trends, leading new inspiring initiatives, developing brand uniqueness, constant creation of new collections in awareness of new trends. Working under high time pressure, and trusting the people who have been there before you. In terms of haute couture, a creation typically refers to a highly stylized piece of clothing such as an even gown that: sets new trends in the fashion industry, can be produced, adapted, and worn with relative ease in the ready-to-wear lines owned. By the house, and must be contained within the historical dimensions of a French maison, such as the House of Dior. Haute couture is womenswear made in France for extremely wealthy women. Couture is high-fashion luxury womenswear and menswear that can be made by any house in any country.

Intuit's support system for Intrapreneurs:

Hackathons; teams of developers present pet projects and compete to tackle specific challenges aligned with the company's broader strategy in exchange for prizes and recognition—an ecosystem for intrapreneurs. Empowerment; let intrapreneurs make big decisions, keep learning and pivot to another hypothesized solution—allow them to generate the data driving the decisions. It is important to know how to manage and evaluate risk of failure. Value return on intelligence test of ideas help to fine tune the solution or indicate what not to do next time. "I don't think of it as failing. It's more like you've quickly disproven your own hypothesis—which is awesome." Failure that leads to collective Learning. Supporting stakeholders; individuals whose exclusive job is coaching and encouraging innovation. Organization's innovation catalysts are trained volunteers who spend 10% of their time guiding other employees to use design principles to create products that improve customers' lives.

Are Riceman's requests reasonable?

I believe that Riceman's requests were reasonable as he was simply looking to retain the sole ownership of his intellectual property. His request was to provide a nonexclusive license for free despite signing the standard employment agreement. Riceman knew his worth with his ideas and knew that no one could replicate him; I believe it was reasonable as everyone deserves to own their own work. He knew they didn't know enough to take the idea far without him, so Riceman had the upper hand. Riceman's argument was that the IP assignment agreement he signed was not relevant for managers, since managers don't actually invent anything. He stated that it was just a tool to capture the real source of innovation in the company—the engineers. He argued that he already gave NetD a bunch of good ideas, and it's up to them to make money out of them. That one idea was his and he offered them to license it if they would like.

Idea journey phases and needs:

Idea generation needs cognitive flexibility, idea elaboration needs support, idea championing needs influence and legitimacy, and idea implementation needs shared vision and understanding. We need a different social network structure for different needs; for example, Riceman as the idea generator, Sutton as the champion, and Das/Sutton as the implementer. These skills depend on individual personality—when mixing people up the magic happens as you team up with people who complement your skills.

Goal Setting:

Idea is to break up a large task into several smaller tasks and set goals for completion of each of these tasks improves performance. Specific hard/difficult—but attainable—goals are more motivating than easy or ambiguous goals. Specific, measurable, attainable, relevant, and time-bound—smart goals.

Freedom and Creativity:

If we do not let people do the things the way they do, we will never know what they are really capable of and they will just follow our boarding school rules.

Summary of Job Design:

Increases information and engagement and has consistent empirical findings.

Social Network Perspective:

Individuals are embedded in social relationships, and the unique positions of individuals within the web of relationships are related to benefits they derive from access to flows and being affiliated to others. Social networks lead to many different outcomes, including performance, status, power, innovation, getting a job, etc.

Complex and Challenging Jobs with Job Characteristics Model:

Information includes high levels of autonomy and personal control—the freedom and discretion required to seek out new sources of information, and the chance to interact with others. Engagement involves personal control, autonomy, skill variety, task significance, and job-based feedback; Has to be personally rewarding and meaningful, enhance positive affective states, boost their involvement, and engagement in work role. Complex and challenging jobs can also have creativity with creative personality supportive leadership.

Job redesign strategy:

Involves combining tasks with skill variety and task identity, forming natural work units with task identity and task significance, establishing client relationships with skill variety, autonomy, and feedback from the job, vertically loading the job with autonomy, and opening feedback channels with feedback from the job.

Designing motivating jobs:

Involves core job characteristics, critical psychological states, and individual work outcomes. Core job characteristics include skill variety, task identity, task significance, autonomy, and feedback. Critical psychological states include experienced meaningfulness of the work, experienced responsibility for outcomes of the work, and knowledge of actual results of the work. Individual work outcomes include high intrinsic work motivation, high quality work performance, high satisfaction with the work, and low absenteeism and turnover.

Job Rotation:

Job design remains the same, personnel who perform the task are systematically changed/rotates, uses a training device to improve a worker's flexibility.

Personality/Trait Approach:

Leaders are effective or ineffective due to their personality traits. Traits are physical/psychological characteristics that are assumed to differentiate leaders from followers. This includes height, gender, charisma, extroversion, intelligence, speech fluency, social skills, etc. Research has failed to find a common set of specific traits. The personality/trait approach identifies personal characteristics of the leader who sustains an employee's creativity; this involves general intelligence, emotional intelligence, creative problem solving skills, innovative cognitive style, personal motivation to lead others to innovate, and ability to read the environment and identify problems.

Creative Leaders enable interaction:

Leaders that enable interaction provide comfortable work spaces where agents can interact. They bridge communication channels across silos, or self-contained, largely isolated centers of behaviour. A strong positive effect for open interactive structures on the capacity of the system to innovate.

Judgmental evaluations:

Likely to be perceived by the focal person as threatening/intimidating and to be reacted defensively to it. We dismiss any ideas that might be forthcoming and we need to be able to manage that. Other's critically assessing the creativity of an individual's work and comparing it to some standard. This may work well for jobs where the outcomes are predictable, easily quantified, and primarily within the control of the performer. But, they should be revised

Litigation resulted in cases of negligence, defamation, and misrepresentation.

Negligence is a failure to exercise the care that a reasonably prudent person would exercise in like circumstances. Defamation is the communication of a false statement that harms the reputation of an individual person, business, product, group, government, religion, or nation. Misrepresentation is disclosure of untrue, favorable performance information that put others at risk.

Why is NetD having problems commercializing its ideas? How can you fix it?

NetD is having problems commercializing its ideas due to the lack of team work. This was with the development and manufacturing team as there is only so much that can be communicated in the documentation. Even the best recipe does not tell the cook how to bake the cake. The development team is available but they are usually busy—making the manufacturing team have to fill in the pieces and have problems commercializing the ideas. Sometimes, it simply is just a nice idea that doesn't work in the run-time. Maybe R&D should think things better before they send their projects over. While the teams are working together, each of them do not know what the other is doing and therefore cannot contribute. This creates Not Invented Here (NIH) syndrome. The argument is that people get too comfortable and specialized, stop communicating with the outside world, and become unable to appreciate or understand fresh ideas. As a sociological phenomenon the Not Invented Here syndrome sometimes occurs as a unwillingness to adapt an idea or product because it originates from another culture, perhaps one that is seen as a competitor in the realm of products and ideas. To fix it, the developers and the manufacturers must work seamlessly to integrate the ideas to reality—while also asking critical questions along the way to avoid failure in the long-run. From the slides, NetD is having problems commercializing its ideas because there is a lack of motivation for research and development to transfer, not all ideas work, NIH (weak), Lack of manufacturing competence (weak), and Riceman because he is not able to teach the people what he knows. Fogg can fix it by increasing the incentive for successful commercialization, having Riceman's collaborators work with one another, vary collaborative structure as needed strategically, and add a shadow inventor.

Social Network:

Network as a set of nodes (or vertex) and the set of ties (or arc) representing some relationship or absence of relationship between the nodes. The nodes or vertices represent actors—individuals, employees, groups, organizations, etc. Focal actor in a network is called an ego; the other actors with whom ego has direct relationships are called alters. Typically, a minimum of two links—or ties or arcs or edges—connecting three actors is implicitly assumed in order to have a network and to establish such notions as indirect links and paths. The final assumption of most social network research is that the network provides the opportunities and constraints that affect the outcomes of individuals and groups. Actors can be connected on the basis of similarities (location, gender), social relations (friendship, roles), interactions (talks with), and flows (information). Podolny coined the term pipes to refer to the "flow" aspect of networks, but also noted that networks can serve as prisms, conveying mental images of status, for example, to observers.

Job crafting:

New approach to job enrichment. Refers to the changes employees make to their own job description—expanding certain elements that are a better fir to their own personality or reducing the scope of the job to achieve better work-life balance—all in the service of better meeting the employee's career and life goals.

Metrics to assess your network properties:

Nodes—people, demographic characteristics, resources, etc. ; ties—content/type of connection between actions, symmetry/direction, and strength and multiplexity; Density—number of ties out of the number possible; structural holes—places where ties are missing and opportunities are available to gain social capital; centrality—number of types of connection of an actor.

Summary of Goal settings:

Not sure if it increases but it increases engagement. Consistency of empirical findings is not applicable.

N(N-1)/2:

Number of possible relationships that you have.

Developmental evaluations:

Open to new experiences and approaches from the evaluator. Such information is perceived as a genuine attempt to enhance his/her creativity. Experience them as supportive and informational. Are non-judgmental in nature and intended to provide the focal individual with guidance in developing his/her creativity relevant skills and talents. This should be complementary to judgmental evaluations. When employees regard expectations as providing general information about appropriate behavior, combined with creating an open exchange about ideas, they are more likely to feel intrinsically motivated to work on challenging assignments.

How do we manage the performance of the creatives?

Performance managements in organizations. We can align the behaviors of individuals with the objectives. Align employee behaviors with the overarching goals of the organization. Enhance the quality and legal defensibility of personnel decisions, such as pay raises, promotions, dismissals, and access to training programs.

KPMG Example

Purpose provides impact through sense giving and sense making. Reunites families. Presents how meaning/purpose is important In a job; they have campaigns saying "I combat terrorism" "we champion democracy" "I combat terrorism." Communicating higher purpose raises engagement and morale at KPMG. The ability of organizations to survive will come to depend on their "comparative advantage" in making the knowledge worker more productive. The ability to attract and hold the best of the knowledge workers is the first and most fundamental precondition.

Describe the career path of Raf Simons and describe his key competencies:

Raf Simons is a Belgian fashion designer and was a creative director at Jil Sanders from 2005-2012, where he introduced bright colours to minimalism. He then was the creative director at Dior couture from April 2012 to October 2015. Raf Simons characteristics includes good relationships with management and knows how to deal with stress.

Managing Creativity in Luxury Fashion Houses Harvard Case Study:

Raf Simons was creative director of Dior from 2012-2015—at a moment particularly good in terms of economic results for the brand. He had just 8 weeks to create his first collection and couture was new to him. Never give up until they go on stage. He chose to spend more on Hollywood runways as opposed to ones just for the ultra-rich.

Competition:

Refers to mutually exclusive goal attainment where the success of one party requires the failure of another. Individuals/groups would be less motivated to share relevant information that may aid others in attaining their goals; the free exchange of ideas and perspectives is inhibited. Even when new information is made available, individuals/groups may be hesitant to accept information from competitors. Doing so threatens the self/group and its competence often be perceived as a "follower". Cognitive and energy resources are likely to be absorbed by unnecessary activities; example, monitoring the performance of a competitor.

How can you manage and optimize your social capital?

Relationship quality—shared interest shared understanding, scope of interaction, trust, etc.; resource endowments—capabilities, image/reputation, material resources, etc.; and network structure—proximity, how central you are in the network, reach, etc. These three sets of issues can help you manage and optimize your social capital. You can also do this by networking—managing and expanding one's personal networks.

Malos (1998) suggested for performance of creatives:

Rely upon objective rather than subjective performance indicators. Reward quantity over quality—number of products vs strategic advantage of products. Rate work that was within the control of the employee who is rated.

What is the relationship between awards and performance?

Rewards encourage the employee to continue exhibiting the desired behaviours and is a sign of good performance and tells low performers that they must improve. It has a negative influence on intrinsic motivation.

Time pressure and creativity:

Severe time pressure has the potential to undermine people's engagement in the task at hand. People are less likely to seek out and make use of different and potentially relevant resources. The experience of time pressure undermines an individual's creativity. However, constraints are important. Time pressures in extremes are negative for creativity. However, this finding is not very consistent and time pressures and deadlines help people to be focused and engaged towards an objective—it just has to be properly incentivized. Time bounding roles are better than doing the best that you can. On test: inconsistent findings in respect to time pressures and deadlines of creativity, however most are negative on creativity.

Phil Hansen - Embrace the Shake Ted Talk:

Shaking hand was not as good for art especially for dot art. Larger scale and bigger materials, wouldn't hurt as much so he took a different approach to creativity; embrace your limitations as it drives creativity. Knowing you are limited may push you further to find different ways to be successful—embracing creativity. First be limited in order to become limitless. He slapped paint on food, used frozen wine, spit on food, etc. Very inspiring. In a work context, this depends on job design, competition, the way you set goals, how you evaluate individuals, and the time pressure you put on them.

I still Believe song Brenda K Starr:

She was a successful pop singer who was friends with Mariah Carey. She then used her direct connection with her and invited her to the record executives gala, where she met Tommy Mottola, CEO of Columbia Records. Carey gave him her demo tape and she received a contract 2 years later. Similarly, Guns and Roses was pushed by their manager Alan Niven, who spoke to the king of Hollywood. Another example is salt bae who used social media to become famous. TikTok and other social media platforms create big networks.

Career trajectories of creative people:

Simonton's (1997) work on career trajectories of creative people identifies the first, best, and last creative contribution landmarks that exist in curvilinear fashion. First is in the late twenties or early thirties, best is in late thirties or early forties, and last is in early fifties. The output rate is maximized in the late thirties. This happened no matter the discipline—math, medicine, sciences, etc.

Core job characteristics:

Skill variety, task identity, task significance, autonomy, and job feedback. Skill variety is degree to which a job requires a variety of different activities and involves the use of a number of different skills and talents of the individual. Task identity is the degree to which jobs require the completion of a "whole" and identifiable piece of work; one that involves doing a job from beginning to end with a visible outcome. Task significance is degree to which the job is important and involves a meaningful contribution to the organization or society in general. Autonomy is degree to which the job gives the employee substantial freedom, independence, and discretion in scheduling the work and in-determining the procedures used in carrying it out. Job feedback is the degree to which carrying out the work activities provides direct and clear information to the employee regarding how well the job has been done.

What are the patterns and particular causes—why are some projects successfully transferred and others still stuck in the process?

Some projects are successfully transferred and others are still stuck in the process due to the contribution of the developers during the manufacturing stage. The direct collaboration and use of critical thinking throughout the process allows the ideas to better become a reality.

Leader behaviour approach:

Suggests that if we cannot find specific traits that define leaders, we focus on behaviours. If this is true, we can identity the behaviors of successful leaders and therefore teach people those behaviors. There are 3 traditional leadership styles can assess behaviour of leader; autocratic where the leader has control over all decisions. Participative is collaborative effort between the leader and the team. Laissez-faire is leading all the autonomy to the employees in the decision-making. The most effective leadership style is not possible as it depends on the type of task. However, a participative or laissez-faire provides more happiness among team members.

Suits example:

Suits are also experts at evaluating creativity and their reputation rides on how well they do it. Suits categorize pitchers—using behavior and physical clues displayed by the pitcher—into a small set of relatively well-established pitcher prototypes based on creativity or uncreativity.

Creative leaders enable psychological safety:

Talked about this—remember psychological safety and trust. Trust is a team member's belief that the team is competent and can accomplish its task. Psychological safety is the shared belief that it is safe for individuals within the team to take interpersonal risks.

Creative Leaders enable conflict:

Talked about this—remember task-based conflict. This is the cognitive conflict related to the task. Teams benefit more from task-based as opposed to relationship-based conflict.

Creative leaders enable heterogeneity:

Talked about this—remember team composition and diversity

What abilities does a creative director need in the context of haute couture?:

The ability of reinterpreting the heritage of the Maison in a way that is coherent with the message, while providing the boldness of creating something new. Communication skills. It requires the ability to lead a house's design teams in such a way that can produce the collections on time. A creative director can have as many as 300 staff underneath them, such as dressmakers, seamstresses, tailors, etc., somewhat like a conductor who leads a symphony orchestra to produce a unique performance. They must combine creative vision with a commercial mind-set.

Adobe example performance evaluations:

The company uses check-ins now instead of annual performance evaluations. She didn't even share it with the CEO and just introduced it. Found it time consuming and paperwork heavy. SVP of people resources Donna Morris went off. With check-in, priorities discussed and adjusted with manager regularly with ongoing process and no formal written review or documentation. Occurred in 2012. Feedback conversations expected quarterly, with ongoing feedback becoming the norm. Then, a centralized employee resource center provides help and answers whenever needed. There is no prescribed format or frequency of these conversations, and managers don't complete any forms or use any technologies to guide or document what happens during such conversations.

What are career anchors?

The concept of the career anchors was introduced by Edgar Schein; it is something that develops over time and evolves into a self-concept, shaping an individual's personal identity or self-image. It includes talents, skills and abilities, motives and needs, and attitudes and values. The 8 career anchors are technical/functional, general managerial, autonomy/independence, security/stability, entrepreneurial creativity, service/dedication to a cause, pure challenge, and lifestyle.

Riceman Social Network:

The density of his social network is much smaller/less dense. He connects his information with them, but not enough where they know how to go about his projects. Whereas, for Sutton, he is between these two extremes. Das has a more dense network. The denser the network, the greater the share of information.

Preparatory: Barry Riceman at NetD

The firm's problem was in taking early-stage ideas from inception to manufacturing. Indeed, valley bloggers had already diagnosed the ailing patient as suffering from NIH syndrome. As a sociological phenomenon the Not Invented Here syndrome sometimes occurs as a unwillingness to adapt an idea or product because it originates from another culture, perhaps one that is seen as a competitor in the realm of products and ideas. Wikipedia does a pretty good job of describing the NIH problem (first identified by one of my professors at MIT) a though it neglects to mention how NIH is more likely if the manufacturing org is old and too stable. The argument is that people get too comfortable and specialized, stop communicating with the outside world, and become unable to appreciate fresh ideas. NetD better break down the walls if they hope to survive and keep such talented and creative R&D engineers. Most frustratingly for NetD, the most creative inventor's work, Riceman's, had yet to get through manufacturing,. He was the "big idea person" at NetD and had come up with a number of outstanding product ideas. He had been at Netscape Communications and had been one of the star programmers driving weekly releases of the Netscape Navigator browser (the rumor was that he had sold his stock at the right time and made enough to stop working). Of course, many people worked hundred-hour weeks at the time, but no one had the throughput or the precision of Riceman. People would say that he could accomplish the work of five "strong" programmers without breaking a sweat. Moreover, he did this while contributing actively to open-source projects, and he was a well-connected and respected engineer within the open-source community. Riceman collaborated on almost everything he did. You would think that most people would GET IT by now that a noncompete agreement in California isn't worth the paper it's printed on: the state doesn't enforce them. So why have employees sign them? It alienates them for no reason. Plus, even if they could enforce the noncompetes, it's not a good way to instill a sense of loyalty.

Person-Job Fit:

The fit between a person's abilities and demands of a job and the fit between a person's desires and motivations and the attributes and rewards of a job. Intelligence, job-related skills, previous work experience, personality related to performing job tasks.

Person-vocation fit:

The fit between a person's interests, abilities, values and personality and a profession. Occupational career types includes realistic, social, enterprising, investigative, artistic, and conventional.

Informal Networks:

The formal organization is the skeleton of the company, while the central nervous system is the informal network. We should care about informal networks because they uncover "hidden" networks that reveal how work really gets done in organizations. Informal networks also identify the individuals, teams, and units who play key roles in the informal network. It also improves the efficiency and effectiveness of existing formal communication channels.

Why Job Design?

The job characteristics model works as a possible conceptual framework to job design. Job characteristics effect psychological states of the individuals which then in turn effects their outcome (performance, etc.)

Intrinsic Motivations:

The self-desire to seek out new things and new challenges, to analyse one's capacity, to observe and to gain knowledge. Driven by an interest or enjoyment in the task itself. This is due to internal factors.

Social Capital:

The sum of resources, actual or virtual, that accrue to an individual or a group by virtue of possessing a durable network of more or less institutionalized relationships of mutual acquaintance and recognition. Social capital is the goodwill available to individuals or groups. Its source lies in the structure and content of the actor's social relations. It effects flow from the information, influence, and solidarity it makes available to the actor.

Why do you think there has been such a large turnover of creative directors in the past years?:

There has been such a large turnover of creative directors in the past years due to the short contracts they would like to negotiate, there is too much pressure on them to think of ideas and be creative, and they look for new challenges. A lot of them face pressures which make it difficult for them to find inspiration. They also leave for their own brands to have even more creative freedom and to put their own name on it.

Can do versus Will do:

There is a tendency to think of a creative performance as a combination of creative ability and motivation. Creative performance = creative ability—can do, and motivation—will do. Individual differences represent the "can do." Intelligence, affective state, personality traits, experience, etc. Neither can do or will do alone is enough.

Creative leaders enable championing:

They advocate the emergent dynamic nature of work, provide resources for this, and help to move it through administrative channels, then helping recruit support from others. Champions promote creativity because of their more enthusiastic support for new ideas and their ability to sell ideas to the management in a firm.

Why are social networks important?

They are important because networks effect decision making, job mobility, innovation, etc. It does this by providing information and coordination, skills and assets, and informal power. This depends on relationship quality and trust, node endowments and diversity, and number of ties and brokerage.

Role Play - You are a board member and find your creative director has jumped ship and start their own label. How would you react and retain the creative director? Would you hire a replacement or move towards less expensive alternatives such as a collective approach to creativity?:

They would obviously feel frustrated and see it as a risk to the company value. One possibility is granting designer a unique capsule that can repeat. Also discussed allowing them to engage in more creative activities that do not have specific deadlines. Would not go for a collective approach. Giving more freedom and space and autonomy to allow them to do their own thing.

How do you assure to keep your competitive advantage through fostering creativity?

This is by increasing the demand for creative and innovative individuals across a wide range of occupations. Creative individuals are increasingly being placed in traditional jobs in attempts to spur innovation. These creative people have openness to experience and inconsistent personalities. Over 100 interviews in 5 contexts (2007), they know their worth, are good at organizational politics, ignore corporate hierarchy, expect instant access to leaders, are well connected, have a low boredom threshold, and rarely thank you. Creative people craft their own careers for themselves. Harvard business article: Why you should have (at least) two careers. Instead of leaving your current job or plugging away in your current, do both as your current job will experience burnout. Example: a police man and a dancer giving directions.

Extrinsic Motivations:

This is due to external factors. It is the performance of an activity in order to attain a desired outcome; driven by rewards. Intrinsic motivation is frequently associated with increased creative performance in a number of organizational settings. Only after intrinsic motivation has been established or attempted should extrinsic rewards be used to stimulate creativity.

Puzzle of motivation Dan Pink RSA Animate/ Candle Problem:

This is the candle problem which determines what motivates us. Use tack box as platform for candle and use the tacks to put it on the wall. One group was offered rewards when solving it and another wasn't; the one with rewards took 3 and a half minutes longer to solve it; rewards dull and block thinking; therefore, extrinsic motivators have a negative impact on intrinsic motivation. However, when the tacks were out of the box, they did better. Rewards narrow our focus and concentrate the mind—non-creative tasks are done better and faster when rewards are in place. As long as tasks involved only mechanical skills, bonuses were better. Any time of creativity—a larger reward led to poorer performance. Also, higher incentives led to worse performance. New approach is built around intrinsic motivation and revolves around autonomy—urge to direct our lives, mastery—get better and better, and purpose—urge to do what we do. Famously at google, 20% of the time employees can work on whatever they want; about half of products work during that time. The row—people do not have schedules, they show up when they want and just have to get their work done. Meetings are optional. Productivity goes up, worker engagement goes up, turnover goes down. Example with Microsoft creating encyclopedia and finding out that asking people to do it for free based on their own motivation performed better than those who were paid. Motivators work, but only in a surprisingly narrow band of circumstances. Mechanical skill: task with extrinsic rewards worked. However, if task called for rudimentary cognitive skill, larger rewards lead to poorer performance. Once rudimentary cognitive skill is required, it is the other way around. For creativity, give them their own control over what they do and give them purpose—better than incentives.

Knowledge-worker productivity:

To keep your competitive advantage through fostering creativity, manage your knowledge workers. To raise knowledge-worker productivity, they should be responsible for their productivity; they have to manage themselves and have autonomy. Continuing innovation has to be a part of their work. Productivity is not a matter of the quantity of output. Quality is at least as important. The knowledge worker must be seen and treated as an asset, not a cost. Finally, it requires that knowledge workers want to work for the organization in preference to all other opportunities.

Procedure of the Appraisal:

Use behavioral observation scales (BOS) to provide specific examples of broad output goals. Separate administration of REWARDS—raises, promotions, etc.—from development planning. Finally, provide TRAINING to managers—goal setting, feedback delivery, etc. Help individuals to conduct self-assessments as well.

Six Degrees of Kevin Bacon:

Website called The Oracle of Bacon showing Kevin Bacon's network—specifically if he has worked with them in a movie, etc. Shows how big a network can get. It shows the shortest path between one actor and Kevin Bacon—showing that we are basically all connected to each other. 99% of all actors have a Bacon number of 5 or less connections. This is interesting as Bacon is not even the centre of the Hollywood universe and isn't even in the top 100 most central actors list.

What makes Riceman so creative? How do his creative processes differ from the other technical leads at NetD?

What makes Riceman so creative is that he is always on the go to learn new things. Despite his long hours, it was rare to find him at his desk because he was always out gathering ideas and asking questions. Riceman was also most creative when he worked with others and he participated in a lot of different groups in the community to maximize his creative output. He is also very intelligent and therefore can bring together all of the aspects of his ideas rather quickly; other staff members did not know how to replicate his ideas because of this. His creative processed differed from other technical leads at NetD as he was always gathering ideas and asking questions outside of the office rather than staying put. From the slides, what makes him creative is that he is smart, brokers other inventors, which means he brings all the info together. Co-inventors don't work together and information flows through his central position. Next, he is the sole integrator and first inventory to combine new ideas. He also works hard. He also creates and doesn't debug. Combines ideas from different fields. Takes risks—high variance inventor, breakthroughs and failures. Not bound by convention.

Job characteristics model:

When the core characteristics are highly enriched—that being skill variety, task identity, task significance, autonomy, and job feedback, three psychological states are positively influenced: experienced meaningfulness of work, experienced responsibility for work outcomes, and knowledge of actual results of work activities. Positive psychological states create positive work outcomes.

Converge questions:

Which of these options would delight our consumers most? For each of our top ideas, let's discuss feasibility, viability, and desirability. What would earn us most recognition in 5 years? This will allow for competitive advantage, thinking more realistically in terms of key performance indicators, etc. Now choose—let's try to see what makes more sense for our business.

Should we care about motivation?

Yes! Chelsea game example where coach believed lack of motivation caused them to lose rather than tactical reasons. Motivating employees should be one of a leader's top priorities.

Performance appraisal content should encourage risk taking:

Yes. Since developing new products and services is a high-risk venture, individuals' rime and effort need to be invested, to some degree, in failure. Appraisals that focus solely on success may lessen the likelihood of risk taking and initiative.

Strategic management of knowledge workers (human assets):

critical, especially in knowledge-intensive industries. Most companies claim that they support entrepreneurial behavior yet 70% of successful entrepreneurs developed their ideas working at a company and left to do it on their own. Standard design of large companies block entrepreneurship; the focus is on running businesses and managing continuity. They maintain predictability and repeatability, simplifying planning and making it easier to control group of people from the top (efficiency).

Summary of Competition between individuals:

decreases information and engagement, and findings are consistent.

Summary of Judgmental evaluation:

decreases information and engagement; consistent findings.

Summary of Developmental evaluation:

decreases information and engagement; however, empirical findings are consistent and inconsistent.

Summary of Competition between teams:

decreases information but increases engagement; findings are consistent.

Enriched and enlarged core job characteristics will create positive psychological states, which in turn will create positive work outcomes only when:

employee growth-need strength is high, the employee has the requisite knowledge and skill, and employee context satisfaction exists.

How to capture value from innovation:

formal methods—such as patent, trademark, or copyright protection, and informal methods—lead times, first mover advantages, and lock ins, for innovation appropriation.

Diverge questions:

if costs were no issue, where would you take this? What customer insights can we draw upon to inspire our thinking? As a team, make a list of solutions competitors are too scared to pursue. They encourage you to come up with ideas without putting limits and constraints on ourselves—therefore increasing the number of possibilities. Get outside of your ideas and input your ideas further. Going broad.

Job enrichment:

increasing the variety of responsibilities, and including increased decision making. AKA vertical job expansion or v-loading. Focus on introducing autonomy and self-regulation, increases satisfaction and performance; some people may not be motivated by enriched jobs.

Job enlargement:

involves an increase in the variety of an employee's activities without increasing decision-making authority. AKA horizontal job expansion of h-loading. Job enlargement improves worker satisfaction and the quality of production. It does not appear to affect the quantity of production.

Teaming at Disney Animation:

managers were being judged by how effective their silos were performing; if a manager gave away gave away resources to another silos, it would affect their resources to accomplish goals. This created a competition of resources rather than a team effort. They then became interested in the work dynamic of typical start-up companies such as the Matrix Model. We make one change at a time so that we know what worked and what did not work—with learning being the center. Everyone is involved in the process, not just management. Encourage people to speak up, offer new ideas, run experience, and share the results. Geibel concluded the organization should consist of small, autonomous teams of two to six people. However, clear roles had to be defined for team members or else they would get confused on who does what. Each team would consist of a lead and several primary members, and occasionally would also comprise a few secondary members. Other structural changes involves applying the same team structure to their management teams; they were also expected to spend 20% of their time being hands-on. Geibel and Johnson found that the best way to earn respect from employees was by working alongside them. They also found that conference rooms don't work for meetings or discussions. Casual spaces were more successful in creating flowing conversations and more focus on the topic. Teams changed dynamically without requiring a traditional top-down reorganization. They also created short-term teams to tackle specific problems. "Dallies" required artists to show their ongoing work product to directors or peers. Teams were expected to experiment by generating multiple ideas and test different approaches to address a problem or exploit an opportunity. The only time you fail is when you don't try - says Hendrickson, the CTO. The leadership of Disney knows the employees and managers well. The employee who has nothing to do with a department could come up with an idea and could suggest it to manager of respective department. This is because of inculcation of the cultural changes that has brought creativity, and innovation. Therefore, the logic behind the team based organization unleashing the employees to contribute the best of their skills to the team, implement best practices because no one could know what is the best practice in this work except the person who has worked for a long in that field. Disney leveraged the skills, experience of employees, and provided an open platform to unleash their real hidden talent, and they were allowed to make necessary changes their selves without concerning the chain of command. However, it has less overhead management that could cause delays in decision making process. Team based organization also increased the teamwork, and allowed each individual to feel sense of responsibility, and formulate strategies to work, build milestones, targets, and goals to be achieved. The teams always competed with each other that increased the creativity, innovation, and efficiency in their work, and they could also have direct communication with other team member or the departments in more casual and less formal, but effective way.

Summary of Time Pressure and Deadlines:

negative for information and engagement, but inconsistent findings.