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e) Foster collaboration instead of competition. Competition causes people to shut down, restricts flow of information and creates core and peripheral groups. On other hand, collaboration allows intellectual cross-pollination that is raw material for idea generation process.
f) One of top idea generation killers is slow or non-existent implementation. People just will not take idea generation seriously if nothing tangible resulted from last brainstorming session. Ensure direct links to decision makers and visible progression through innovation process – idea selection, development and commercialisation.
g) Don’t rely on “creative types.” Everyone can generate large numbers of diverse and novel ideas. Whilst there are assertions that there are creativity traits such as lack tolerance for conformity and tolerance for ambiguity, these theories are questioned on basis that traits are hard to identify, isolate and are not stable or transferable across situations. Further, other criteria such as motivation and competencies are critical.
h) Think beyond brainstorming. The concept of brainstorming as only effective method of good idea generation is questionable. Some brainstorming negatives include: 1) dilution of ideas, 2) lower rates of participation from individuals who score low in expression and 3) evaluation apprehension. Idea boxes, idea intranets and knowledge bases are just some methods of maximising contribution of every individual.
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These and other topics are covered in depth in MBA dissertation on Managing Creativity & Innovation, which can be purchased at http://www.managing-creativity.com
Kal Bishop, MBA, http://www.managing-creativity.com
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Kal Bishop is a management consultant based in London, UK. He has consulted in the visual media and software industries and for clients such as Toshiba and Transport for London. He has led improv, creativity and innovation workshops, exhibited artwork in San Francisco, Los Angeles and London and written a number of screenplays. He is a passionate traveller.