Managing Change, Creativity & Innovation: © Patrick Dawson, Constantine Andriopoulos
Managing Change, Creativity & Innovation: © Patrick Dawson, Constantine Andriopoulos
Managing Change, Creativity & Innovation: © Patrick Dawson, Constantine Andriopoulos
Creativity &
innovation
© Patrick Dawson, Constantine
Andriopoulos
Chapter 11
• Domain-relevant skills
• Hargadon and Sutton (2000) describe four processes for
creating and applying knowledge towards innovation—
‘knowledge-brokering’ cycle
1. Capturing good ideas
2. Keeping ideas alive
3. Imagining new uses for old ideas
4. Putting promising concepts to the test
Is knowledge always conducive to
creativity and innovation?
• Knowledge can be a double-edged sword (Andriopoulos,
2003).
• Past successes and failures comprise a precious pool of
knowledge. There is a hidden danger of conditioning in the
sense of previous patterns of thoughts or knowledge providing
the individual or team with an easy solution to current
problems.
Motivation
• Motivation is the distinguishing factor between what a
creative individual can do and what they actually do
(Amabile, 1990)
• The word motivation originally comes from the Latin word
‘movere’, which means ‘to move’ (Kreitner et al. 2002)
• Apart from achieving personal goals, there are also two
other motives that mobilize individual creativity (Ford,
1995):
1. There are motives related to expectations regarding
personal capabilities
2. There are emotions that directly influence motivation
Motivation
• There are two types of motivation (Amabile, 1997):
• Extrinsic motivation, as the word suggests, comes from
outside a person
• In contrast, motivation that is intrinsic refers to one’s internal
desire to do something
• Although creative individuals may differ from one another in
a variety of ways, they all have something in common: they
love what they do (Csikszentmihalyi, 1997).
Individual readiness for organizational
change
• People tend to try to maintain their state of comfort and,
thus, often guard themselves from the anxiety of change
and their perceptions of psychic danger
• Defense mechanisms are, therefore, triggered as a
protective guard
• Studies have shown that individuals’ readiness for
organizational change increases when:
(1) employees have faith in their organization’s ability to
accommodate changing situations,
(2) policies that support change exist,
(3) trust exists between peers and with leaders, and
(4) employees participate at work.
Summary points