The Handbook of Creativity & Innovation in Business: A Comprehensive Toolkit of Theory and Practice for Developing Creative Thinking Skills

Preface: Creative Intelligence for Business Executives
	Reference
How to Use This Book
Contents
Contributors
Part I: The Philosophy, Physiology & Psychology of Creative Intelligence
	Chapter 1: A World of Creative Intelligence
		1.1 The WHAT of Creative Thinking
			1.1.1 The History of Human Creativity and the Context of Creative Progression
		1.2 The WHO of Creative Thinking
			1.2.1 WHO Are Genii? Who Do We Consider Creative?
			1.2.2 Defining Creativity Across Multiple Domains and Diverse Individuals
			1.2.3 Eight Intelligences
			1.2.4 Definitions of Creativity
		1.3 The HOW of Creative Thinking
			1.3.1 How Do Humans Think Creatively?
			1.3.2 The Heart and Mind of Creativity
			1.3.3 Divergent Thinking
		1.4 The WHY of Creative Thinking?
			1.4.1 The Value and Purpose of Creative Thinking
			1.4.2 Personal Benefits
			1.4.3 Corporate Benefits
			1.4.4 Societal Benefits
		1.5 Conclusion
		CREATiViTY LABORatory
			Activity I: Eight Intelligences
		References
	Chapter 2: The Human Brain – Cortex, Lobes, Neural Networks and Problem Solved!
		2.1 Introduction
		2.2 The (Creative) Brain
			2.2.1 The Split Brain: – Hemispheric Specialization
			2.2.2 Prefrontal Cortex and Hippocampus
			2.2.3 The Long and the Short of Memory
			2.2.4 Neurons and How Ideas Jump Between Neural Pathways
		2.3 Creative Intelligence vs Expertise
			2.3.1 Brain Foods for Cognitive Health
			2.3.2 Memory Mental Exercises: Perception & Perspectives
		2.4 Memory Improvements
			2.4.1 Memory Games and Vocabulary
			2.4.2 Trudeau’s Mega Memory Techniques
			2.4.3 Tree Lists
			2.4.4 Vivid Images Using Chaining
			2.4.5 Peg Lists (Aka House & Body Pegs)
			2.4.6 Da Vinci’s Three-View Technique
			2.4.7 Auto-Suggestion
		2.5 Nature vs Nurture (Genetics vs Upbringing/Environment)
		2.6 Conclusion
		CREATiViTY LABORatory
			Activity I: Auto-suggestions
			Activity II: Story-Telling & Visualization
			Activity III: Mental Categories
			Activity IV: Subconscious Trigger Technique
			Activity V: Focus and Memory
			Activity VI: How the brain works
			Activity VII: Memory Gym
		References
	Chapter 3: Creative Genii: Creative Intelligence, Insight and the Six Ps
		3.1 Introduction
		3.2 Focused and Unfocused Minds
			3.2.1 Too Much Focus Is Not Always a Good Thing
		3.3 Insight
		3.4 Definitions Relating to the 4Ps: Person, Product, Problem, Process
			3.4.1 Definitions Related to the Person (Genii)
			3.4.2 Creativity as It Relates to the Problem
			3.4.3 Definitions Related to the Process of Creative Thinking
			3.4.4 Definitions Related to the Outcome or Product of Creativity
		3.5 Conclusions About Creative Intelligence (CiQ)
		CREATiViTY LABORatory
			Activity I: Divergent Thinking
			Activity II: Domain Intelligence
			Activity III: Personal Development Plan
			Activity IV: Little and Big C Idea Generation Tool
			Activity V: Tinkertables
		References
	Chapter 4: Thinking Modes and Techniques
		4.1 Introduction
		4.2 The Importance of Creative Thinking
			4.2.1 Standardized Education Versus Nurturing Creativity
		4.3 Defining Creativity
			4.3.1 The Originality Component
			4.3.2 The Appropriateness Component
		4.4 Developing Creative Ideas
			4.4.1 The Domain Continuum
			4.4.2 The Creative Thinking Process
			4.4.3 Divergent thinking Techniques
			4.4.4 CreativeIdea Generation Processes: Summary
		4.5 Evaluating Creative Ideas or Individual Product(s)
			4.5.1 The Difficulty in Evaluating Appropriateness
		4.6 Artistry
		4.7 Summary
		References
	Chapter 5: Using a Metacognitive Model for Creative Work
		5.1 Metacognition and Its Relevance to Successful Creative Practice
		5.2 What Is Metacognition?
		5.3 Autopilot and Awareness
		5.4 Conscious Knowing and a Metacognitive Model
		5.5 Establishing the Model
		5.6 The Scumble Exercise
			5.6.1 Caution!
			5.6.2 After the Exercise: Reflections of Others
		5.7 Metacognitive Model
		5.8 Summary
		CREATiViTY LABORatory
		References
	Chapter 6: Metacognitive Exercises That Develop Creative Intelligence
		6.1 Introduction to Self-Reflection and Choice
		6.2 Choice and Metacognition
		6.3 Qualities of Attention
			6.3.1 Intersection Exercise
			6.3.2 Analysis of Attention
			6.3.3 Summary of Attention Exercise
		6.4 Knowing More and Differently
			6.4.1 ‘Found Object’ Exercise
			6.4.2 Analysis of ‘Found Object’ Exercise
			6.4.3 Summary of ‘Found Object’ Exercise
		6.5 Behavioural Extinction
			6.5.1 Behavioural Extinction Exercise
			6.5.2 Analysis of Behavioural Extinction Exercise
			6.5.3 Summary of Behavioural Extinction Exercise
		6.6 Felt Sense and Felt Shift
			6.6.1 Face/Vase Exercise
			6.6.2 Analysis of Face/Vase Exercise
			6.6.3 Summary of Face/Vase Exercise
		6.7 Summary
		References
	Chapter 7: How the Brain Creates Problems – Malfunctions, Lapses, Bias and Prejudice
		7.1 Introduction
		7.2 Errors in Thinking
			7.2.1 Three Basic Thinking Flaws
			7.2.2 Bias(es)
			7.2.3 Functional Fixedness (Mental Set Fixation or Impasse)
		7.3 Heuristics – Mental Short Cuts or Thinking Bridges
			7.3.1 Gut Feelings, Recognition, Anchoring, Consistency
			7.3.2 Malfunctions: “Made Up” Truths and Prejudices
			7.3.3 When Less Is Not Better: Unconscious Bias, Prejudice and Expertise
		7.4 Overcoming Thinking Errors
			7.4.1 Useful, Fast Heuristics
			7.4.2 The ATR Framework
			7.4.3 Insight – Solving Insight Problems Using Six Insight Mechanisms [67]
			7.4.4 Checklists for Effective Decisions
			7.4.5 Incubation
			7.4.6 Expand Knowledge and Acquire Expertise
		7.5 Conclusion
		CREATiViTY LABORatory
			Activity I: Mental Gymnastics
			Activity II: Mental Locks & Blocks
			Activity III: Biases and Perceptions
			Activity IV: The Da Vinci Challenge
			Activity V: Rebus Problems of Insight
			Activity VI: The Walinga Experiments
			Activity VI.1: Walinga Experiment, Task 1
			Activity VI.2: Walinga Experiment, Task 2
			Activity VI.3: Walinga Experiment, Task 3
			Activity VII: Flying Fish
			Activity VIII: Check Your Assumptions
		References
	Chapter 8: Person: Personality, Affect, and Inventiveness
		8.1 Introduction
			8.1.1 Personality Traits
			8.1.2 Personality Types
				8.1.2.1 Autonomy
				8.1.2.2 Persistence, Courage & Self-Actualization
				8.1.2.3 Playfulness
				8.1.2.4 Emotional/Affect
				8.1.2.5 Self-Acceptance/Honesty
				8.1.2.6 Self-Efficacy
				8.1.2.7 Open-Mindedness
				8.1.2.8 Imagination
				8.1.2.9 Intrinsic Motivation
		8.2 The Paradoxical Character of Creatives
		8.3 Conclusion
		CREATiViTY LABORatory
			Activity I: As Easy as ABC
			Activity II: What Is Your Creative Style?
		References
Part II: The Process of Creative Endeavours
	Chapter 9: Creative Thinking: Designed for Humans
		9.1 Introduction
		9.2 The Creative Thinking Process
		9.3 Stage Based Models of Creative Thinking
		9.4 The Four Stages of the Creative Thinking Process
			9.4.1 Functional Fixedness
			9.4.2 The Importance of the Four Stages
		9.5 Stage One: Problem Definition
			9.5.1 The Importance of Problem Framing
			9.5.2 Knowledge and Problem Definition
			9.5.3 Cross Disciplinary Teams
			9.5.4 Polar Opposites
			9.5.5 Multiple Projects
		9.6 Stage Two: Idea Generation
			9.6.1 Environment Factors and Divergent Primes
		9.7 Stage Three: Idea Refinement
			9.7.1 Small Team Expression
			9.7.2 Screening Models
		9.8 Stage Four: Idea Expression
			9.8.1 Presentation Skills
			9.8.2 Expression Traits
		9.9 Summary
		References
	Chapter 10: Creative Thinking, Problem Solving and Ideation Tools
		10.1 Introduction
		10.2 Brainstorming & Brainwriting
		10.3 Mind Mapping
		10.4 Scamper®
		10.5 De Bono’s SIX THINKING HATS®
		10.6 Lateral Thinking, Random Pictures, Random Word Techniques
		10.7 Five WHYs (5Wise Genii)
		10.8 Five Whiskeys in a Hotel (5W1H)
		10.9 Alphabetical Thinking (Aka the A2Z Tool)
		10.10 Role-Play or What Would this Job Do? (WWJD – Functional Perspectives)
		10.11 Metaphorical (Analogical) Thinking
		10.12 Synectics
		10.13 How Might We? (HMW)
		10.14 “What If?” Model (WiM)
		10.15 CUPPCO (Aka CUPPA Coffee)
		10.16 Conclusion
		CREATiViTY LABORatory
			Activity I: Self-Directed Brainwriting
			Activity II: The Problem with Private Property in Public Transport
		References
	Chapter 11: Design Thinking as a Problem Solving Tool
		11.1 Background
		11.2 Mentality
		11.3 Thinking Styles
		11.4 Practices
		11.5 DT Process
		11.6 Conclusion
		CREATiViTY LABORatory
			Activity I: Cognitive Biases
			Activity II: Empathy Map
		References
	Chapter 12: Elegance of Expression – Aesthetics, Genesis and Persuasion
		12.1 Introduction
		12.2 Aesthetics & Elegance
		12.3 Germinality or Generative Aspects of Creative Ideation
		12.4 Putting Image in Imagination: Expression
			12.4.1 Visualization
			12.4.2 Various Visualization Tools & Techniques
		12.5 Conclusion
		CREATiViTY LABORatory
			Activity I: Consumer’s Journey Depicted as a Storyboard
			Activity II: Ferrari & The Mousetrap
			Ferrari & The Mousetrap
		References
	Chapter 13: Intention to Create Meaningful Outcomes: Tenders, Bids and Client Pitches
		13.1 Introduction
			13.1.1 A Creative, and Highly Collaborative Enterprise
			13.1.2 Defining Value
			13.1.3 Bid Management
			13.1.4 Compelling Tenders and Bids
				13.1.4.1 Shaping the Content
				13.1.4.2 The Art of Storytelling – A Foundation to Bid Content Development
		13.2 Bidding as a Business Function
			13.2.1 Overview
		13.3 Interpreting the Brief
			13.3.1 The High Performing Bid Team
			13.3.2 Understanding the Client Requirements
				13.3.2.1 Analysing the Brief
				13.3.2.2 Format of Response and Other Stipulations
				13.3.2.3 Client Needs Analysis – Capture Planning
			13.3.3 Creating the Right Environment: Bid Management 101
				13.3.3.1 Collaborative Working
				13.3.3.2 The Bid Team
				13.3.3.3 Roles and Responsibilities
				13.3.3.4 Bid Plan and Programme
				13.3.3.5 Shaping the Response
				13.3.3.6 Agile Project Management (Also See Chapter 18 on Agile Teams)
				13.3.3.7 Value Proposition – Unique Sales Proposition (USP)
				13.3.3.8 Creating Visual Impact
				13.3.3.9 Creativity in Content
		13.4 Conclusion
		Cases & Discussion of Issues
			CREATiViTY LABORatory:
				Activity I: Storyboarding
				Activity II: Bid Plan
				Activity II: Agile Methodology in Project Teams
		References
			Webpage
	Chapter 14: Idea Testing & Selection
		14.1 Introduction
		14.2 Idea Clusters or Categories
			14.2.1 Sorting Ideas
			14.2.2 Concept Classification Tree (CCTree)
			14.2.3 Concept Combination Matrix (CCMatrix)
			14.2.4 The ROS-Model
				14.2.4.1 Order
				14.2.4.2 Structure
				14.2.4.3 Relation
		14.3 Selecting Ideas – Taking Only Some Ideas Further Towards Implementation
			14.3.1 Simple Reduction by Voting
			14.3.2 Weighted Priority Matrix (aka Weighted Decision Matrix WDM)
		14.4 Early Tests for Idea Viability
			14.4.1 Stage-Gate System
			14.4.2 Idea Funnel
		14.5 Resource-Based Idea-selection Decisions (RID)
			14.5.1 Net Present Value (NPV)
			14.5.2 Economic Value Add (EVA®)
			14.5.3 Discounted Cash Flow (DCF)
			14.5.4 Strategic Buckets
		14.6 Conclusion
		References
Part III: Highly Innovative Organizations, Creative Leadership & Genii
	Chapter 15: The Creative Organization
		15.1 Introduction
		15.2 Building a Creative Climate
			15.2.1 Is the Operating Environment Conducive to Creative Thought?
			15.2.2 Is the Culture One Where Staff Are Encouraged to Think for Themselves?
			15.2.3 How Engaged Are the Staff?
			15.2.4 How Strong Is the Self-Belief of the Staff?
			15.2.5 How Tolerant Are People of Each Other?
			15.2.6 Do Your Managers Manage or Do They Facilitate?
			15.2.7 How Challenging Is the Work People Do?
		15.3 Case Study: Apple’s Innovative Culture
		15.4 Organizational Creativity
			15.4.1 Creative Culture
			15.4.2 Creative Culture Building Blocks
			15.4.3 The Creative Ecosystem
		15.5 Creativity in Teams
			15.5.1 Cooperation
			15.5.2 Interaction
			15.5.3 Csikszentmihalyi & Flow
			15.5.4 Divergent and Convergent Thinking
			15.5.5 Process: Young’s Model
		15.6 Facilitating a Creative Team
			15.6.1 Socratic Questioning
			15.6.2 Step 1 – Agree on the Topic
			15.6.3 Step 2 – Bloom’s Taxonomy in Questions
			15.6.4 Step 3 – Unpacking the Problem
			15.6.5 Step 4 – Gather Supporting Evidence
			15.6.6 Step 5 – Pros & Cons & Perspectives
			15.6.7 Step 6 – Potential Solutions
		15.7 Conclusion
		CREATiViTY LABORatory
			Activity I: Team Creativity Exercise
			Activity II: Interaction Checklist
			Activity III: Creative Cultures
			Activity IV: Case Analysis
			Activity V: Facilitating a State of Flow
		References
	Chapter 16: A Climate for Creative Endeavours
		16.1 Introduction
		16.2 Motivating and Inspiring Environments
			16.2.1 Determinants Required to Create a Culture Supportive of Creativity
			16.2.2 Culture, Behaviours, Values and Norms, Vision and Mission
			16.2.3 Organizational Determinants Unpacked
				16.2.3.1 Strategy
				16.2.3.2 Structure
				16.2.3.3 Leadership and Management
				16.2.3.4 Teams
				16.2.3.5 Support Mechanisms
				16.2.3.6 Communication, Risk Taking, Learning and Conflict, Competitiveness
			16.2.4 Individual Determinants
				16.2.4.1 Intrinsic Versus Extrinsic Motivation
				16.2.4.2 Challenging Individuals
				16.2.4.3 Skills and Knowledge
				16.2.4.4 Leadership and Empowerment
				16.2.4.5 Accountability
				16.2.4.6 Action Orientation Rather than Bureaucracy Orientation
			16.2.5 An Overview of the Determinants Required to Establish a Culture for Creative Endeavours
		16.3 Diversity and Cultural Sensitivity
		16.4 Making Mistakes, Grapple and Learn
		16.5 Barriers & Bridges to Higher Order Thinking and Creativity
		16.6 Conclusion
		CREATiViTY LABORatory
			Activity I: Your Organization’s Climate
			Activity II: Discussing the Issues
			Activity III: Your Turn to Innovate
		References
	Chapter 17: Entrepreneurship & Intrapreneurship
		17.1 Introduction
		17.2 Psychological Capital
		17.3 Five Entrepreneurial Traits
			17.3.1 Being Proactive
			17.3.2 Self-Direction
			17.3.3 Risk-Taking Propensity
			17.3.4 Achievement Orientation
			17.3.5 Resiliency
		17.4 Human Capital
		17.5 Social Capital
			17.5.1 Collaboration
			17.5.2 Complexity
			17.5.3 Weak Ties
		17.6 The Intrapreneurial Employee
			17.6.1 Attitudes
			17.6.2 Behaviours
			17.6.3 Personality Traits
		17.7 Case Study: From Intrapreneur to Entrepreneur
			17.7.1 Capital Raising
			17.7.2 Business Planning
			17.7.3 Market Testing
			17.7.4 Company Structure
			17.7.5 Resource Requirements
			17.7.6 Marketing Planning
		17.8 Case Study: Serial Entrepreneurs
		17.9 A Lasting Legacy?
		17.10 Developing an Entrepreneurial Mindset
			17.10.1 Intelligence Gathering
			17.10.2 Identifying Trends
			17.10.3 Become an Expert on Risk
			17.10.4 Educate Yourself
			17.10.5 Build a Collaborative Network
		17.11 Conclusion
		CREATiViTY LABORatory
			Activity I: Uber Case Study
			Activity II: Building Entrepreneurial Capital
			Activity III: Identifying Market Gaps
			Activity IV: Traits or Behaviours?
			Activity V: Creative Cultures
			Activity VI: Reflection
			Activity VII: Applying Knowledge
		References
	Chapter 18: Highly Innovative Organizations: Entrepreneurs, Intrapreneurs, Teams & Crowds in Partnership
		18.1 Introduction
		18.2 Corporate Entrepreneurship and Intrapreneurs
		18.3 The Highly Innovative Organization – Practices, Policies and Intrapreneurship
			18.3.1 Key Factors Influencing Organizational Innovation
		18.4 Innovation Implementation Processes
			18.4.1 Six Sigma (6σ)
			18.4.2 Kaizen
			18.4.3 Agile
		18.5 HRM Practices to Build a Culture of Innovation
		18.6 Innovation Teams
			18.6.1 Self-Managed Work Teams
			18.6.2 Team Creativity & Social Web of Experts
			18.6.3 Crowd Sourcing
		18.7 Conclusion
		CREATiViTY LABORatory
			Activity I: Metaphorical Thinking
			Activity II: More-or-Less Wheel
		References
	Chapter 19: Leadership & Creativity
		19.1 Introduction
		19.2 Leadership in the Twenty-First Century
		19.3 Creative Leadership
			19.3.1 Facilitating Aspect of Creative Leadership
			19.3.2 Directing Aspect of Creative Leadership
			19.3.3 Integrating Aspect of Creative Leadership
		19.4 Role of a Creative Leader in Inspiring Creativity
		19.5 Creative Leadership During Crisis
		19.6 How Can Leaders Inspire Creativity in an Organization?
			19.6.1 Creative Corporate Restructuring
			19.6.2 Incentivizing Creativity
			19.6.3 Immunity
			19.6.4 Mission
			19.6.5 Creativity Champions
		19.7 Ethics in Creative Leadership
		19.8 Conclusion
		CREATiViTY LABORatory
			Activity I: Prioritizing Leadership Strategies
			Activity II: Your Natural Creative Leadership Style
			Activity III: Areas of Improvement
		References
	Chapter 20: Nurture the Genii: Possibilities
		20.1 Introduction
		20.2 Find Your “Happy Place”
			20.2.1 Less Focus, More Quiet Mind
			20.2.2 Getting Out and About
			20.2.3 Travel to New Places
			20.2.4 Exercise Your Senses (and Your Eyeballs)
		20.3 Physical Environment
			20.3.1 Colour
			20.3.2 Lightness Vs Darkness
			20.3.3 No Visuals; No Visual Distractions
		20.4 More Playing–Less Adulting
		20.5 Games, Puzzles and Simulations
			20.5.1 Lego™
			20.5.2 Word, Visual and Mind Puzzles and Virtual Games
			20.5.3 Music
			20.5.4 Laugh – The Joy of the Absurd, the Funny, the Unusual
			20.5.5 Write, Record, Draw – BY HAND!
		20.6 Altered States and Mind-Altering Drugs
			20.6.1 Hypnosis
			20.6.2 Cannabis or Marijuana
			20.6.3 Alcohol
			20.6.4 Micro-Dosing with Psychedelic Substances
		20.7 Fewer Right Answers – Get Comfortable with Ignorance and Mistakes
		20.8 Possibilities
			20.8.1 Possibility Thinking – Benign and Future-Forward
			20.8.2 Possibilities – Malevolent and Harmful
		20.9 Finally…
		CREATiViTY LABORatory
			Activity I: Puzzles, Role-Playing Games, and Playful Mental Challenges
			Activity II: Do you Get out and about Enough? Here’s a Little Test…
			Activity III: Fishbowl Drawing Exercise
		References
Index