By Vlad Petre Glăveanu, Lene Tanggaard Pedersen, Charlotte Wegener
This booklet covers subject matters now not mostly linked to creativity that provide us perception into inventive motion as a social, fabric, and cultural procedure. a variety of experts in the humanities and social sciences will locate this attention-grabbing, in addition to practitioners who're searching for novel methods of wondering and doing artistic work.
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Additional resources for Creativity — A New Vocabulary
1). We like this model because it represents a step towards taking the magic out of creating something new in a business perspective. It contributes to the conceptual understanding of the differences between ingredients that are often mixed together in an esoteric concoction. Inventiveness, creativity and innovation are now more clearly Context Create a breeding ground for new ideas. Purpose/goal Inventiveness is present in all people and can be viewed as creative/innovative potential. It is closely linked with your professional competence and motivation in everyday practice, where ideas arise for solving tasks in new ways.
Our intention was to explore creating something new with a business perspective as our analytical starting point. This demanded two things: an analytical framework from the business world to work within and, subsequently, experienced leaders from the business world who could contribute their practical expertise. 20 Business as Usual The managers’ perspective We made an agreement with a group of MBA students about dedicating a two-day workshop to this topic. 1 The goal was to explore: What management tasks do managers in a business process perspective see as most important at different managerial levels when trying to create something new and of value for the current business?
Hence, we asked the MBAs participating in the workshop to: Describe what they see as the most important tasks that managers must do in relation to inventiveness, creativity and innovation at four different hierarchical leadership levels. We asked the MBAs to use four generic leadership levels representing the leadership hierarchy common to many organisations. These levels were Kristian Dahl and Lene Tanggaard 23 inspired by the work of Charan et al. (2001), Dahl and Molly-Søholm (2012) and Freedman (1998): • Leader of employees: Responsible for a group of employees and creating results through the professional work done by the employees.
Creativity — A New Vocabulary by Vlad Petre Glăveanu, Lene Tanggaard Pedersen, Charlotte Wegener
Categories: Psychology Counseling