THIS IS DUE IN HOURS NOT DAYS, SO PLEASE DO NOT BID IF YOU CANNOT COMPELTE WITHIN HOURS
Respond to two classmates post…do not just comment “good post” or about their writing skills….Comment about the content of their post.
POST 1:
Creative climate factors
A large dental company for which I work has a leadership approach similar to that of IDEO, i.e. while a leadership structure exists, all senior staff maintain an approachable attitude (Puccio, Murdock, & Mance, 2011). While the environment is physically supportive, most staff are unlikely to feel psychologically free to trial new ideas due to lack of available time during the working day.
Creativity support systems
The company embraces a number of factors which support creativity, as described by Ekvall (Ekvall, 1996). Typically, there is an atmosphere of trust, playfulness and positive debate. New ideas are typically encouraged. For example, junior staff are offered financial rewards for generation of new viable ideas. However, very limited time exists for trial and implementation of new initiatives and thus few staff take advantage of this opportunity.
Creativity initiative
My organization could benefit from a more formalized approach to new idea generation and implementation. In more practical terms, the company could offer set, paid time periods during which employees could go through the idea development steps performed by IDEO (i.e. Understand, Observe, Visualize, Evaluate & Refine, and Implement) (Puccio et al., 2011).
Initiative benefits
Allowing for time to develop ideas will empower staff members to explore and voice new initiatives, which could ultimately lead to economic value creation. Frequently, staff members working at the lowest rungs of the management ladder are able to offer the most time-saving and efficiency-improving ideas. These ideas can result in significant profit increases in a large company operating an expensive business.
References
Ekvall, G. (1996). Organizational climate for creativity and innovation. European Journal of Work and Organizational Psychology, 5(1), 105-123. doi:10.1080/13594329608414845
Puccio, G. J., Murdock, M., & Mance, M. (2011). Creative leadership : Skills that drive change. Thousand Oaks, Calif.: SAGE Publications.
POST 2:
Hello Class,
my previous organization was very segregated. Individuals spoke with and collaborated with those in their disciplinary team. This was a huge setback because individuals weren’t able to look past their differences in order to work together and form new ideas. Amabile (1998) suggested that to contribute to a creative climate motivation and the ability to give people freedom within the company’s goals was needed. Although this organization didnt successfully promote a creative climate they tried, especially in these two areas. Leadership constantly tried to motivate the staff with pitching new ideas and purchasing new equipment that would make our jobs “easier”. They also tried to promote autonomy but because there wasnt much collaboration and teamwork autonomy was viewed as rebellion. Which meant there wasn’t much flexibility in how we were allowed to do our jobs. So while they were trying to enhance our creativity with different motivational tools they also took away our freedom which had a negative affect on our motivation.
An initiative I selected that will strengthen the creative climate would be eliminating “us versus them”. Puccio (2011) stated that IDEO removed the labels and plush offices and focused more on employee performance. With that being said flexibility became something that was adopted while rigid rules were left in the past. This initiative would address the organizations inability to provide their employees with true autonomy which is a true weakness. Getting rid of titles would force individuals to only view each other as colleagues despite their titles and to possibly be more receptive to new ideas. Once this organization is able to move past titles I do think they’ll be able to motivate their staff to share and be involved more in the workplace.
References:
Amabile, T.M. (1998). How to Kill Creativity. Harvard Business Review. 76(5) 15-24.
Puccio, G.J., Mance, M., Murdock, M.C., (2011). Creative Climate: Work environment allows IDEO to deliver promise of innovation. In Puccio, Mance and murdock, Creative Leadership, skills that drive change. (pp314-320).

Discussion: Design-Thinking Inspiration and Ideation

While you are doing your coursework for this program, what workspace are you using? Are you currently at your workplace in your office or cubicle, or perhaps working in a home office or a shared space? Regardless of where you do your work for this class, do you find it to be an ideal workspace? Perhaps you need better lighting, a quieter environment, or inspiring and motivating mementos to keep you focused. Perhaps you need an innovative improvement. These are exactly the types of issues that can be solved by design thinking and the application of your own creative skills.
This week, you will complete assignments that involve the design-thinking process. By utilizing this creative process, you will gain a deeper insight into the ways that you can bring creativity to your own life at work and at home.
Phase 1: Inspiration
The first phase of the process, as described by Tim Brown, is inspiration.
Take some time to interact with the space where you work. This could be at your job, where you do homework, or your home office. Make sure it is an environment over which you have some control, such as with lighting, sound, furniture placement, etc.
Adopt the role of a neutral observer and generate a list of observations of how you use this workspace. Your list should answer the following questions:

• What about the workspace is already optimized or ideal?
• Why do these things work well?
• What about the workspace could be improved?
• Are there problems or difficulties that you repeatedly experience?
• What behaviors, functions, and interactions that take place in your workspace seem interesting or notable?

Your process should take the form of brainstorming. That is, the initial list does not need to be formal in tone. Rather, you should strive to capture your observations as they occur and generate as many ideas as possible.
After completing your list, write a short paragraph describing in greater depth one of the difficult or problematic aspects of your workspace you identified during the brainstorming phase. This will be the workspace challenge that you will continue to work on for Phase 2 of the design thinking process. Remember, you are not coming up with solutions at this time, but only a detailed description of the workspace challenge you have identified.
Phase 2: Ideation
To begin Phase 2 of the design thinking process, focus on the workspace challenge you identified in Phase 1 of this Discussion. Considering the workspace challenge you indentified, brainstorm a list of at least 10 innovative ideas that could resolve or help you meet the challenge; if you come up with more than 10 ideas, feel free to post them all. To generate innovative ideas, consider the following guidelines:

• Do not evaluate your ideas; all are valid and there are no bad ideas.
• Do not limit your ideas to products. An innovation can also be a new service, process, or organizational change.
• Reach the maximum amount of possible ideas; do not waste time analyzing.
• Do not fear extreme ideas; often the best innovations come from ideas that initially seem extreme.
• Strive to suggest a disruptive innovation if at all possible–a completely new and radical idea.

With these thoughts in mind:

BY DAY 3

Post your list of workspace observations and your description of one particular problem from Phase 1, and your innovative ideas list from Phase 2.