Thursday, 20 August 2015

Questioning: Collective Creativity

Help Seeking: Help Giving: Reflective Reframing: Reinforcing:
How to introduce such behaviours?
What to do when other behaviours detract from what you want to achieve?
When and when do problem recognition, problem solving, and design insight take place?
Who takes responsibility for work in such an environment?
Must organisations leave it to 'spontanaeity' if they want creative solutions?
Are prior social relations necessary before another would participate on someone else's problem solving?
What kinds of organisational features would allow HS:HG:RR:R occur?
What kinds of organisational features would restrict the occurrence of HS:HG:RR:R?
Can the knowledge and learning of another be fully captured in a report or presentation?
Is intrinsic motivation sufficient to sustain HS:HG:RR:R?
What reward structures support or undermine HS:HG:RR:R?
Minority dissent, high participation, performance pressure are all associated with increased innovation.
Social loafing, social anxiety, blocking, downward comparison are associated with decreased innovation.
Brainstorms and transitory teams are two organisational responses for supporting the behaviours.
Organisation's values, perceived and explicitly stated imply reinforcing features.
Knowledge management systems, documents and databases have a supporting role if used or useable.