c)Team structures. The group structure affects individual productivity. Individuals working alone, when motivated, have high output levels, but suffer from path dependency, parochialism and a lack of intellectual cross-pollination. Pairs reduce some of these tendencies and as groups get larger, negatives begin to outweigh positives – group think, status differentials and deference, politicking and restriction of information are just some examples.

d)Competency and tacit knowledge mix. Without a varied tacit knowledge and competency mix and a collaborative approach, a number of things happen: i) groups significantly under-perform and ii) gap between individuals increases. Competitive advantage is lost in group, team, department and eventually organisational level.

************************************

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

************************************

You are free to reproduce this article as long as author's name, web address and link to MBA dissertation is retained.

d) Creativity is not tangible; creativity cannot be measured. Analysts can measure (and therefore make tangible) creativity by quantifying a wide number of criteria. For instance, idea generation can be measured according to number of ideas produced, their novelty, their variety and frequency of their production. The DIY Creativity and Innovation Audit that comes with MBA dissertation lists more than 150 benchmarking criteria, allowing holistic measurement.

e) Creative people will be creative whether they are "coached" or not. Perhaps. Consider infinite number of people who have been working on half finished manuscripts for months and often years. Management techniques increase creative output enabling completion in much shorter periods. Further, management techniques encourage targeted prolific activity, thus allowing building of competencies and improvement.

f) Managing Creativity is not a useful activity unless it results in economic gain. Creativity can be defined as problem identification and idea generation. Innovation can be defined as idea selection, development and commercialisation. First use creativity to generate an idea pool and then use innovation to select feasible ideas, which can be developed and commercialised.

************************************

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

************************************

You are free to reproduce this article as long as author's name, web address and link to MBA dissertation is retained.