2012年5月16日 星期三
Ralph Lauren VP Explains Why Most Creative Companies Don't Go Public
Ralph Lauren VP Explains Why Most Creative Companies Don't Go Public
Read more: http://www.businessinsider.com/mitchell-kosh-on-hiring-strategy-2012-4#ixzz1v1570jFN
Read more: http://www.businessinsider.com/mitchell-kosh-on-hiring-strategy-2012-4#ixzz1v1570jFN
2012年5月3日 星期四
6 Simple Steps to Boost Your Group's Innovation
Think there is only one way to make your organization more innovative? According to Nancy Napier, executive director of Boise State University’sCentre for Creativity and Innovation, there are actually six ways to improve innovation in your company.
To arrive at these results, Napier studied seven organizations for the past decade, including the Trey McIntyre Project dance company, health information provider Healthwise, the Ada, Idaho, county sheriff’s office and the Boise State University football team. Napier found that despite the differences in the missions of these companies, these organizations were linked by their willingness and desire to be creative.
According to Napier, other organizations can follow in the creative footsteps of these companies by following these six steps:
- Look outside your own field for ideas: "One person said years ago, that when best practices are documented, they become normal practices," Napier said. "He defined new ideas as looking outside his own field."
- Creativity doesn’t just happen: "Many people think that creativity just happens, but in fact, blending structure with creativity is much more powerful," she said. "Having a disciplined approach and process then allows an organization to be more creative in coming up with ideas. Structure and creativity go together."
- "Aha" moments don’t just happen: "There are ways to encourage creative ideas, but specifically, you can look at things in a new way, look at them from a reverse way and blend unusual ideas," Napier said. "Each of these organizations, and particularly the leaders, think in ways that help them come up with 'aha' moments. That has become a part of who they are and what they do."
- Fear complacency: "All of these organizations are terrified of keeping things the same way and they are always looking for a new way to do things," Napier said. "They push themselves on that always. Even if they are on top of their game, they are always asking, 'what can we do that is better or different?'"
- Turn a disadvantage into an advantage: "For example, the dance company I studied looked for many different places to settle in before coming here (Boise, Idaho)," she said. "The arts community said this was a disadvantage, since they were so far away from donors and the source of new dancers. They took it as an advantage because when people came here to join, they knew they were very committed to the company and they could make a difference in the community. What appeared at first to be a disadvantage was really an advantage for them."
- You can change your mind, but not your mission: "The first time I talked to Chris Petersen, coach of the Boise State University football team, about creativity, his response was, 'I'm not creative. I'm all about structure,'" Napier said. "He has since changed his mind and has become a huge advocate for the idea of doing things differently. He has the same mission of what he wants to accomplish and what he wants for his program, but he is changing his mind on how he wants to do things.
"The leaders are key in all of this," Napier said. "The idea of looking far beyond your field for ideas is absolutely critical for these people. These groups never put off creativity to tomorrow. It is a part of how they think. It has to be so ingrained in the organization, that it is not something they set time aside for, it is like brushing your teeth to them.
Are You Killing Your Workers’ Creativity?
Are You Killing Your Workers’ Creativity?
Published April 25, 2012
New research shows that 80 percent of people in five of the world's largest economies feel that unlocking creativity is critical to economic growth. And nearly two-thirds of people feel creativity is valuable to society. But only one in four of the survey's respondents believe they are living up to their own creative potential. Are we facing a global creativity gap?
Judging by evidence from the workplace, the answer is yes. In a study of 5,000 adults across the U.S., U.K., Germany, France and Japan sponsored by Adobe, a software developer, three out of four respondents said they are under growing pressure to be productive rather than creative, despite the fact that they are increasingly expected to think creatively on the job.
Across all of the countries surveyed, people said they spend only 25 percent of their time at work creating. Lack of time is seen as the biggest barrier to creativity (47 percent globally, 52 percent in United States).
More than half of those surveyed said that creativity is being stifled by their education systems, and many believe creativity is taken for granted (52 percent globally, 70 percent in the United States).
The United States ranked globally as the second most creative nation among the countries surveyed, except in the eyes of Americans, who see themselves as the most creative. Yet Americans also expressed the greatest sense of urgency and concern that they are not living up to their creative potential.
Generational and gender differences were marginal, reinforcing the idea that everyone has the potential to create. Women ranked only slightly higher than men when asked if they self-identified as creative and whether they were tapping their own creative potential.
"One of the myths of creativity is that very few people are really creative," said Sir Ken Robinson, an education and creativity expert. "The truth is that everyone has great capacities, but not everyone develops them. One of the problems is that too often our educational systems don’t enable students to develop their natural creative powers. Instead, they promote uniformity and standardization. The result is that we're draining people of their creative possibilities and, as this study reveals, producing a workforce that's conditioned to prioritize conformity over creativity."
2012年1月31日 星期二
The relations of gender and personality traits on different creativities: A dual-process theory account.
Hsu, Kung-Yu
Chen, Hsueh-Chih （陳學志）
Wang, Jenn-Wu
2012年1月30日 星期一
Dean Keith Simonton 新書：Great Flicks Scientific Studies of Cinematic Creativity and Aesthetics
Description
詳細內容請點選 Oxford University Press
This review of cinematic creativity and aesthetics is confined to scientific studies carried out by a multidisciplinary group of researchers. Do great films receive both shiny trophies and five stars? Chapter 2 concentrates on movie awards, including the Oscars and Golden Globes, and how those awards relate to critical acclaim. How do the dramatic awards compare with the visual, technical, and music awards? Chapter 3 studies more closely how these awards cluster together and which of these clusters best predict cinematic success. How does box office compare with critical evaluations and movie awards? Chapter 4 adds a new consideration, namely the film's financial performance.
The following four chapters focus on specific contributions to a film's impact: Chapter 5 covers the script (including writers), Chapter 6 the director (or "auteur"), Chapter 7 the actors (especially gender differences), and Chapter 8 the music (both scores and songs). Chapter 9 addresses the question of whether the same cinematic factors that make some films great also make other films bad: Are bombs the exact opposite of masterpieces? The book closes with an epilogue on future directions in scientific studies of cinematic creativity and aesthetics. What do researchers need to do if we want a complete understanding of what it takes to create a powerful cinematic experience?
This volume will be invaluable to anyone interested in film, including any aficionado who is open to a scientific approach, and researchers in the areas of creativity, aesthetics, and cultural economics. The reported research comes from many disciplines, including psychology, sociology, economics, management, marketing, communications, journalism, broadcasting, history, musicology, and statistics.
2012年1月16日 星期一
杜格利殊：創造力不足
商業電台 – 2012年1月15日星期日下午1:10 首循環作客史篤城，利物浦以0:1敗走；上周六的次循環，雙方易地而戰，結果紅軍還是無法報卻首循環的一箭仇。綜觀今仗雙方進攻都相當疲弱，利物浦數字上雖有壓倒性的優勢，埋門次數足足是史篤城的5倍(15:3)，不過命中目標的次卻一樣各有一次，而且控球時間也接近7成的情況下，最終只得互交白卷下完場，這反映了紅軍在蘇亞雷斯禁賽下，球隊攻力大受削弱。
對於無法在主場取勝，杜格利殊當然感到失望，並指出球隊今季於主場連番失分是球隊最近成績下滑的原因，也承認球隊確實出現問題。
「我們應該在比賽中創造更多的機會，然後好好把握擊敗史篤城，可惜我們做不到，比賽中我們有兩次很好的破門機會，像這樣的比賽，你得好好把握。」今仗是利物浦今季第7次在主場失分，換言之，紅軍至今於主場共失掉了14分，而且在主場的得球數字也是前列6支球隊之中最少的。
「球隊的防線看來頗為鞏固，史篤城只在上半場有過一次射門，之後也再沒有了，可惜我們就是表現得不夠好，所以未能將他們擊倒。」
Do transformational leaders enhance their followers' daily work engagement?
| Author(s): Tims, Maria; Bakker, Arnold B. ; Xanthopoulou, Despoina |
Source: |
| Abstract: This diary study investigated whether and how supervisors' leadership style influences followers' daily work engagement. On the basis of leadership theories and the job demands-resources model, we predicted that a transformational leadership style enhances employees' work engagement through the mediation of self-efficacy and optimism, on a day-to-day basis. Forty-two employees first filled in a general questionnaire, and then a diary survey over five consecutive workdays. The results of multilevel analyses offered partial support for our hypotheses. Daily transformational leadership related positively to employees' daily engagement, and day-levels of optimism fully mediated this relationship. However, daily self-efficacy did not act as a mediator. These findings expand theory and previous research by illuminating the role of transformational leaders in fostering employee work engagement. |
Leadership behaviors and group creativity in Chinese organizations: The role of group processes
Author(s): Zhang, Ann Yan; Tsui, Anne S. ; Wang, Duan Xu
Source: LEADERSHIP QUARTERLY Volume: 22 Issue: 5 Pages: 851-862
Abstract: In seeking to understand the factors contributing to work group creativity in Chinese organizations, we explored the roles of two different leadership styles (transformational and authoritarian) that Chinese leaders play in group creativity through influencing internal group processes, i.e., collective efficacy and knowledge sharing among group members. We tested our hypotheses with a sample of 163 work groups involving 973 employees in twelve Chinese companies. We found transformational leadership to relate positively but authoritarian leadership to relate negatively to group creativity, mediated by both collective efficacy and knowledge sharing among members within the group. We discuss the implications of these findings for research on group leadership, group creativity and cross-cultural management.
2012年1月10日 星期二
Creativity, trust and systematic processes in product development
Abstract
This paper addresses the challenge of striking a balance between, on one hand, mitigating uncertainty through the existence of systematic processes and structures and, on the other, stimulating creativity through allowable variation in work processes and structures. Both objectives are fundamental aspects of product development work. Our main finding is that both objectives can be achieved simultaneously. We introduce trust as a mediating variable. We show first, that being systematic in the processes for obtaining information and applying explicit organizational rules and structures in product development work creates an atmosphere of trust in the organization. Second, we show that trust increases creativity. The paper contributes to an understanding of how and why trust is important in product development organizations and of how trust can be actively managed. Above all, the paper contributes to the understanding of how uncertainty and creativity should be managed in organizations conducting product development.
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