This link has been bookmarked by 125 people . It was first bookmarked on 26 Jul 2006, by Kevin Wen.
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20 Jun 12
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she collected nearly 12,000 daily journal entries from 238 people working on creative projects in seven companies in the consumer products, high-tech, and chemical industries. She didn't tell the study participants that she was focusing on creativity. She simply asked them, in a daily email, about their work and their work environment as they experienced it that day. She then coded the emails for creativity by looking for moments when people struggled with a problem or came up with a new idea.
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The fact is, almost all of the research in this field shows that anyone with normal intelligence is capable of doing some degree of creative work. Creativity depends on a number of things: experience, including knowledge and technical skills; talent; an ability to think in new ways; and the capacity to push through uncreative dry spells.
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08 Jun 12
scott klepesch"A new study will change how you generate ideas and decide who's really creative in your company."
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Justin FabianA new study will change how you generate ideas and decide who's really creative in your company.
creativity Business innovation management myths work article
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That's just not true. As a leader, you don't want to ghettoize creativity; you want everyone in your organization producing novel and useful ideas, including your financial people.
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Intrinsic motivation -- people who are turned on by their work often work creatively -- is especially critical.
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16 Feb 11
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30 Nov 10
Leila OlivaThese days, there's hardly a mission statement that doesn't herald it, or a CEO who doesn't laud it. And yet despite all of the attention that business creativity has won over the past few years, maddeningly little is known about day-to-day innovation in
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25 Oct 10
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01 Aug 09
Sue DowdellA new study will change how you generate ideas and decide who's really creative in your company.
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Patrick HigginsThis is a must read for anyone who thinks creativity is germane to a small segment of society
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22 Oct 08
Shannon LoganA new study will change how you generate ideas and decide who's really creative in your company.
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24 Jul 08
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12 Jun 08
craig rolandA study by Teresa Amabile busts six cherished myths about creativity.
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15 Feb 08
Rotkapchen ."The diary study was designed to look at creativity in the wild," she says. "We wanted to crawl inside people's heads and understand the features of their work environment as well as the experiences and thought processes that lead to creative breakthrough
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people's fear of the unknown led them to basically disengage from the work. More troubling was the fact that even five months after the downsizing, creativity was still down significantly.
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Creativity suffers greatly during a downsizing.
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6. A Streamlined Organization Is a Creative Organization
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5. Competition Beats Collaboration
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The entries show that people are happiest when they come up with a creative idea, but they're more likely to have a breakthrough if they were happy the day before.
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we found that creativity is positively associated with joy and love and negatively associated with anger, fear, and anxiety.
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4. Fear Forces Breakthroughs
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Creativity requires an incubation period; people need time to soak in a problem and let the ideas bubble up
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3. Time Pressure Fuels Creativity
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People were the least creative when they were fighting the clock
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People are most creative when they care about their work and they're stretching their skills.
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most people aren't anywhere near to realizing their creative potential, in part because they're laboring in environments that impede intrinsic motivation.
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2. Money Is a Creativity Motivator
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Intrinsic motivation -- people who are turned on by their work often work creatively -- is especially critical.
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Creativity depends on a number of things: experience, including knowledge and technical skills; talent; an ability to think in new ways; and the capacity to push through uncreative dry spells.
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you don't want to ghettoize creativity
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1. Creativity Comes From Creative Types
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"The diary study was designed to look at creativity in the wild," she says. "We wanted to crawl inside people's heads and understand the features of their work environment as well as the experiences and thought processes that lead to creative breakthroughs."
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Amabile, who heads the Entrepreneurial Management Unit at Harvard Business School and is the only tenured professor at a top B-school to devote her entire research program to the study of creativity, is one of the country's foremost explorers of business innovation.
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The 6 Myths Of Creativity
A new study will change how you generate ideas and decide who's really creative in your company.
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people put far more value on a work environment where creativity is supported, valued, and recognized.
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creativity takes a hit when people in a work group compete instead of collaborate
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Sascha M.Research findings of a Harvard professor that shatter commonly held beliefs in the work place on how creativity and innovation are best fostered.
business organization creativity innovation incentives Business & Technology
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My 30 years of research and these 12,000 journal entries suggest that when people are doing work that they love and they're allowed to deeply engage in it -- and when the work itself is valued and recognized -- then creativity will flourish. Even in tough times.
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My 30 years of research and these 12,000 journal entries suggest that when people are doing work that they love and they're allowed to deeply engage in it -- and when the work itself is valued and recognized -- then creativity will flourish. Even in tough times.
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My 30 years of research and these 12,000 journal entries suggest that when people are doing work that they love and they're allowed to deeply engage in it -- and when the work itself is valued and recognized -- then creativity will flourish. Even in tough times.
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infraredA new study will change how you generate ideas and decide who's really creative in your company.
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jimblodgetAn article about creativity. It suggests companies need to encourage all employees to think creatively.
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In fact, it's not so much the deadline that's the problem; it's the distractions that rob people of the time to make that creative breakthrough. People can certainly be creative when they're under the gun, but only when they're able to focus on the work. They must be protected from distractions, and they must know that the work is important and that everyone is committed to it ... these 12,000 journal entries suggest that when people are doing work that they love and they're allowed to deeply engage in it -- and when the work itself is valued and recognized -- then creativity will flourish. Even in tough times.
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Amabile and her team are still combing through the results. But this groundbreaking study is already overturning some long-held beliefs about innovation in the workplace. In an interview with Fast Company , she busted six cherished myths about creativity. (If you want to quash creativity in your organization, just continue to embrace them.) Here they are, in her own words.
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Amabile and her team are still combing through the results. But this groundbreaking study is already overturning some long-held beliefs about innovation in the workplace. In an interview with Fast Company , she busted six cherished myths about creativity. (If you want to quash creativity in your organization, just continue to embrace them.) Here they are, in her own words.
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Amabile and her team are still combing through the results. But this groundbreaking study is already overturning some long-held beliefs about innovation in the workplace. In an interview with Fast Company , she busted six cherished myths about creativity. (If you want to quash creativity in your organization, just continue to embrace them.) Here they are, in her own words.
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09 Dec 04
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The fact is, almost all of the research in this field shows that anyone with normal intelligence is capable of doing some degree of creative work. Creativity depends on a number of things: experience, including knowledge and technical skills; talent; an ability to think in new ways; and the capacity to push through uncreative dry spells. Intrinsic motivation -- people who are turned on by their work often work creatively -- is especially critical. Over the past five years, organizations have paid more attention to creativity and innovation than at any other time in my career. But I believe most people aren't anywhere near to realizing their creative potential, in part because they're laboring in environments that impede intrinsic motivation. The anecdotal evidence suggests many companies still have a long way to go to remove the barriers to creativity. ... ... our research shows that people put far more value on a work environment where creativity is supported, valued, and recognized. People want the opportunity to deeply engage in their work and make real progress. So it's critical for leaders to match people to projects not only on the basis of their experience but also in terms of where their interests lie. People are most creative when they care about their work and they're stretching their skills. ... ... people often thought they were most creative when they were working under severe deadline pressure. But the 12,000 aggregate days that we studied showed just the opposite: People were the least creative when they were fighting the clock. In fact, we found a kind of time-pressure hangover -- when people were working under great pressure, their creativity went down not only on that day but the next two days as well. Time pressure stifles creativity because people can't deeply engage with the problem. Creativity requires an incubation period; people need time to soak in a problem and let the ideas bubble up. ... ... we found that creativity is positively
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The fact is, almost all of the research in this field shows that anyone with normal intelligence is capable of doing some degree of creative work. Creativity depends on a number of things: experience, including knowledge and technical skills; talent; an ability to think in new ways; and the capacity to push through uncreative dry spells. Intrinsic motivation -- people who are turned on by their work often work creatively -- is especially critical. Over the past five years, organizations have paid more attention to creativity and innovation than at any other time in my career. But I believe most people aren't anywhere near to realizing their creative potential, in part because they're laboring in environments that impede intrinsic motivation. The anecdotal evidence suggests many companies still have a long way to go to remove the barriers to creativity. ... ... our research shows that people put far more value on a work environment where creativity is supported, valued, and recognized. People want the opportunity to deeply engage in their work and make real progress. So it's critical for leaders to match people to projects not only on the basis of their experience but also in terms of where their interests lie. People are most creative when they care about their work and they're stretching their skills. ... ... people often thought they were most creative when they were working under severe deadline pressure. But the 12,000 aggregate days that we studied showed just the opposite: People were the least creative when they were fighting the clock. In fact, we found a kind of time-pressure hangover -- when people were working under great pressure, their creativity went down not only on that day but the next two days as well. Time pressure stifles creativity because people can't deeply engage with the problem. Creativity requires an incubation period; people need time to soak in a problem and let the ideas bubble up. ... ... we found that creativity is positively
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Caspar Van der LindenA new study will change how you generate ideas and decide who's really creative in your company.
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These days, there's hardly a mission statement that doesn't herald it, or a CEO who doesn't laud it. And yet despite all of the attention that business creativity has won over the past few years, maddeningly little is known about day-to-day innovation in the workplace. Where do breakthrough ideas come from? What kind of work environment allows them to flourish? What can leaders do to sustain the stimulants to creativity -- and break through the barriers?
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But our research shows that people put far more value on a work environment where creativity is supported, valued, and recognized. People want the opportunity to deeply engage in their work and make real progress. So it's critical for leaders to match people to projects not only on the basis of their experience but also in terms of where their interests lie. People are most creative when they care about their work and they're stretching their skills.
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