Autor: Frank Schultheiss
Das Kanban Maturity Model mit Reifemodell zu übersetzen trifft es nicht ganz. Es ist viel mehr als das. Genau genommen ist es ein Framework, das Organisationen beweglicher und Anpassungsfähiger macht. Es liefert eine Roadmap, die schrittweise die Evolutionsfähigkeit von Organisationen steigert und so das langfristige Überleben sichert. Auch für das Agile Innovation Framework bietet das KMM eine Roadmap zur kontinuierlichen Prozessoptimierung.
José Carlos Barbieri, Antonio Carlos, Teixeira Álvares
The purpose of this paper is to present an innovation model to enable implementation of a policy of innovation on a continuous basis. Literature has presented a range of innovation models that reflects its growing importance to countries and organizations, especially business enterprises. An innovation model comprises a group of principles, regulations, routines and practices that guide innovation processes. In specialist literature, the models refer to technological product and process innovations; using the Oslo Manual classifications organizational and marketing innovations are disregarded.
Balder Onarheim and Morten Friis-Olivarius
This article investigates how neuroscience in general, and neuroscience of creativity in particular, can be used in teaching “applied creativity” and the usefulness of this approach to creativity training. The article is based on empirical data and our experiences from the Applied NeuroCreativity (ANC) program, taught at business schools in Denmark and Canada.
Authors: Ding, X., Tang, Y.-Y., Tang, R., & Posner, M. I.
One form of meditation intervention, the integrative body-mind training (IBMT) has been shown to improve attention, reduce stress and change self-reports of mood. In this paper we examine whether short-term IBMT can improve performance related to creativity and determine the role that mood may play in such improvement.
Authors: Claire M. Zedelius and Jonathan W. Schooler
Based on mixed results linking both mindfulness and its opposing construct mind wandering to enhanced creativity, we predicted that the relationship between mindfulness and creativity might depend on whether creative problems are approached through analytic strategy or through “insight” (i.e., sudden awareness of a solution).
Author: Andrew P. Allen, Lynda Loughnane
What is the relationship between the creative process and cognition and perception? Lynda Loughnane, a master’s student in Art and Process in Crawford College of Art and Design, Cork, Ireland interviewed Dr. Andrew P. Allen about the subject. Areas covered include mindfulness, Type 1 and Type 2 thinking, stage theories of creativity, engagement with the art process and the artwork, phenomenology and consciousness with and without self report. The interview was constructed to cover a wide range of subject matter, so as to gather as much information as possible in layman’s language about the cognitive process in relation to creativity and interaction with art.
Authors: Capurso, V., Fabbro, F., & Crescentini, C.
A new research line investigates the effects of mindfulness-meditation (MM) on creativity. In the first of these studies, creative thinking was compared with logic thinking, examining insight and non-insight problem solving, in individuals with different levels of dispositional mindfulness or undergoing brief MM trainings and a specific positive influence of MM on insight problem-solving was found.
Authors: Lorenza S. Colzato, Ayca Ozturk and Bernhard Hommel
The practice of meditation has seen a tremendous increase in the western world since the 60s. Scientific interest in meditation has also significantly grown in the past years; however, so far, it has neglected the idea that different type of meditations may drive specific cognitive-control states. In this study we investigate the possible impact of meditation based on focused-attention (FA) and meditation based on open-monitoring (OM) on creativity tasks tapping into convergent and divergent thinking. We show that FA meditation and OM meditation exert specific effect on creativity.
Author: Teresa M. Amabile
People will be most creative when they feel motivated primarily by the interest, enjoyment, satisfaction, and challenge of the work itself – when they are driven by a deep involvement in their work and a passion for it. This note describes the ways in which creativity can be stimulated by this intrinsic motivation, and by certain forms of extrinsic motivation, such as rewards that signal competence or support future achievement. Managerial implications are discussed.
Autor: Tilman Segler
Kreativität führt zu neuen Ideen, aus denen erfolgreiche Verbesserungen und Neuerungen, sogenannte „Innovationen“ erwachsen können. In „Kreativität“ klingt das Schöpferische des Neuen an, wahrend mit „Innovation“ das erfolgreiche Ergebnis eines Erneuerungsprozesses gemeint ist. Innovationen verbessern sowohl die internen Strukturen und Prozesse, als auch die externen Leistungen jeder Unternehmung. Die Folge davon ist eine Steigerung der Wettbewerbsfähigkeit und eine erhöhte Wertschöpfung.
Author: Elisabeta Butoi
Enhancing creativity within each organization member involves understanding of what creativity is, how it relates to physical, psychological and social influences and to understand how creativity happens. Creativity has its stages and factors required to release the innovative idea. As every innovation process starts with an idea, understanding what influences the mind and how the idea appears is crucial for individual and organizational performance.
Author: Thomas H. Davenport
One factor that affects knowledge worker performance that isn’t well understood is the physical work environment—the offices, cubicles, buildings, and mobile workplaces in which knowledge workers do their jobs. There is a good deal said about this topic, but not much known about it. Even more unfortunately, most decisions about the knowledge work environment are made without seriously considering their implications for performance.
Author: Molly Elizabeth Bryant
With the increase of design thinking strategies and the addition of “innovation teams” within businesses, the demand for the physical workspace to enhance these strategies and structures is growing. Knowledge workers, also known as “the creative class” by Richard Florida, “are the source of original and potentially useful ideas and solutions for a firm’s renewal of products, services, and processes”.
Author: Yuri Martens
The physical workplace can be of value for facilitating creativity. This paper reports on research conducted on the aspects that determine creativity and a case study which investigated the relations between creativity, creative work and creative work environment with a creative organization.
Autor: Prof. Dr. Karl-Heinz Brodbeck
Der kreative Prozess zeigt sich besonders darin: Die Einschränkung der Wertung wird aufgehoben und die Achtsamkeit richtet sich auf Veränderungen, einen Fluss von Ideen oder Wahrnehmungen. Dies zeigt, dass Kreativität mit einem Überschreiten von Rationalität in Zusammenhang steht, das vielfach aber nicht als Transrationalität, sondern als Irrationalität unter dem Titel „Genie und Irrsinn“ gedeutet wurde.