10 Tips To Reduce Stress
1. Determine your "unique ability" and capitalize on it
Delegate the tasks that detract from allowing you to shine--doing what you do best.
2. Define "urgent" vs "important"
By making this distinction, you can more effectively prioritize...
Creativity And Innovation Management - Core Competencies And Competitive Advantage
Following is a brief definition of core competencies and competitive advantage and their fit with creativity and innovation management.
Core Competence:
A core competence is one which critically underpins the organisation's competitive...
Develop a Successful Business Foundation Second to None
Looking to start a new business? Starting a new business can be
a complex, exciting time. There are many aspects to explore.
Consider this startling statistic approximately 97% of small
businesses fail or under perform. There are certain areas...
Small Business Q & A: If It Was Easy Everybody Would Do It
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Take a Financial Inventory - A Unique Twist
Financial stress. Something most people have known for different periods and seasons of their lives, for some it's a lifetime of stress, others only periods of it. It's definitely something that robs your level of comfort and peace. Solving some...
Creativity and Innovation Management – Personality Testing
Whilst tests measuring the creative or innovative personality exist, there are a number of inherent flaws. Some are noted below:
a) Whether a creative or innovative type exists at all is highly contentious. Creativity can be defined as problem identification and idea generation – universal abilities. Creativity can be defined as producing a number of ideas, a number of diverse ideas and a number of novel ideas – universal abilities. Traits are not stable or transferable across situations. Motivation is a critical factor.
b) Due to the numerous relevant definitions of creativity and innovation, it is clear that a number of differing and distinct competencies are involved. It is unlikely (or rare) that all competencies are present in single individual.
c) Creativity is a cognitive process and case dependent. Not all people produce equal quantities of ideas across tasks and, importantly, the same people do not produce equal quantities of ideas across tasks.
d) Too many assumptions are made. Some have been indicated : the assumption that creativity and innovation are stable and transferable across situations ; motivation and competencies are not accounted for etc etc etc.
f) Collaboration, networking and such are ignored. Intellectual
cross pollination results in a higher degree of creative output than is produced by individuals alone.
g) The generalisability, variability and reliability of the test paramters can be disputed.
These topics are covered in depth in the MBA dissertation on Managing Creativity & Innovation, which can be purchased (along with a Creativity and Innovation DIY Audit, Good Idea Generator Software and Power Point Presentation) from http://www.managing-creativity.com. You can also receive a regular, free newsletter by entering your email address at this site.
Kal Bishop, MBA
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ABOUT THE AUTHOR
Kal Bishop is a management consultant based in London, UK. He has consulted in the visual media and software industries and for clients such as Toshiba and Transport for London. He has led Improv, creativity and innovation workshops, exhibited artwork in San Francisco, Los Angeles and London and written a number of screenplays. He is a passionate traveller. He can be reached on http://www.managing-creativity.com.