The Creative Individual in a Company
The Arenas in Which People Are Creative at Work
• Idea Creativity
• Material Creativity
• Organization Creativity
• Relationship Creativity
• Event Creativity
• Inner Creativity
• Spontaneous Creativity
© Laureate International Universities 2016
The Creative Individual in a Company
Three components of successful creativity
in organizations:
• Expertise
• Motivation
• Creative thinking skills
© Laureate International Universities 2016
The Creative Process
(Van Oech)
preparation
frustration
incubation
illumination
elaboration
(Strickland &
Carlson)
exploring what
you have and
what you need
inventing ideas
while roaming
beyond the obvious
choosing the idea or
combination that
holds the most
promise in terms of
strengths and
weaknesses
implementing,
trying, evaluating
(Ray &
Myers)
information
gathering
digestion
of material
incubation
or forgetting
the problem
inspiration
implementation
(Kuhn)
problem
recognition
“naive” incubation/
gestation
information search
and preparation
“knowledgeable””
incubation/gestation
alternative solution
formation
alternative solution
evaluation
chosen solution
implementation
feedback and
evaluation
(Rickards)
preparation
incubation
insight/
inspiration
validation
(Kao)
interest
preparation
incubation
illumination
verification
exploitation
(Miller)
be aware
of your complete
current situation
be persistent
In your vision
perceive all your
alternatives
entertain
your intuitive
guidance
assess and select
among your
alternatives
be realistic in
your actions
evaluate your results
Different Views of the Creative Process
© Laureate International Universities 2016
The Creative Process
A five-stage approach encompasses the
similarities across the seven previously
listed views
• Preparation stage
• Frustration stage
• Incubation stage
• Illumination stage
• Elaboration stage
© Laureate International Universities 2016
The Creative Blocks
• “The right
answer”
• “That’s not
logical”
• “Be practical”
• “Follow the rules”
• “Avoid ambiguity”
“To err is wrong”
“Play is frivolous”
“That’s not my area”
“Don’t be foolish”
“I’m not creative”
© Laureate International Universities 2016
The Creative Blocks
These creative blocks originate from three
sources in the realm of corporate
entrepreneurship
• Employees impose the blocks on themselves
based on their own perceptions
• Fellow employees impose them on their coworkers
• The workplace itself is a source of blocks
© Laureate International Universities 2016
Creativity Techniques and Creative Quality
CREATIVITY STAGE ACTIVITY COGNITIVE
PROCESSES
Interest Environmental scanning Intuition/emotion
Preparation Preparing the expedition Details/planning
Incubation “Mulling things over” Intuition
Illumination The “eureka” experience Intuition
Elaboration/Verification Market research Details/rationality
Exploitation Implement and compete Details/rationality
© Laureate International Universities 2016
Creativity Techniques and Creative Quality
Three standards to consider when
judging one’s creativity
• Overt benefit
• Reason to believe
• Dramatic difference
© Laureate International Universities 2016
The Entrepreneurial Personality
Common Traits and Characteristics Associated with the
Entrepreneurial Individual
Drive to Achieve
Internal Locus of Control
Calculated Risk-taking
Tolerance of Ambiguity
Commitment/Perseverance/Determination
Independence
Self-confidence & Optimism
Tolerance for Failure
Persistent Problem Solving
Opportunity Orientation
Integrity & Reliability
High Energy Level
Resourcefulness
Creativity & Innovativeness
Vision
Team Building
© Laureate International Universities 2016
Motivating Entrepreneurial Behavior
KEY;
PC: Personal Characteristics of the Entrepreneur
PG: Personal Goals of the Entrepreneur
BE: Business Environment for the Entrepreneurial Idea
IDEA: The Entrepreneurial Idea
© Laureate International Universities 2016
Are Corporate Entrepreneurs Different?
Corporate entrepreneurs:
• Not necessarily the inventors of new products,
services, or processes
• Turn ideas or prototypes into profitable realities
• Drivers behind the implementation of innovative
concepts
• Team builders
• Ordinary people who do extraordinary things
© Laureate International Universities 2016
Are Corporate Entrepreneurs Different?
Entrepreneurial action can be described best in terms
of conceptualization and then implementation
• Conceptualization “dreaming”
• Implementation “doing”
Corporate entrepreneurs must be well skilled in both
of these dimensions
© Laureate International Universities 2016
Are Corporate Entrepreneurs Different?
The Corporate Entrepreneurial Framework
© Laureate International Universities 2016
Categories of Entrepreneurs
Characteristic Traditional
Manager
Entrepreneur Corporate
Entrepreneur
Primary motives Promotion, power Freedom, selfmotivated
Freedom, corporate
resources
Time orientation Weekly – annual
planning
5- to 10-year growth
guides
End goal of 3-15
years
Tendency to action Delegates action,
supervise/reporting
Self-involved in all
facets
Self-involved but
tends to delegate
Skills Professional
management
Intimate knowledge
of business
Very much like the
entrepreneur
Focus of attention Events inside
corporation
Technology and
marketplace
Insiders and
customers
Attitude towards risk Cautious Likes moderate risk,
expects to succeed
Sees little personal
risk, not afraid of
being fired
© Laureate International Universities 2016
Categories of Entrepreneurs
Kao (1991) defines entrepreneurs in two categories:
Creative or charismatic
Conventional
Miner (1996) concludes that four different types of
entrepreneurs exist
The Personal Achiever
The Super-Salesperson
The Real Manager
The Expert Idea Generator
© Laureate International Universities 2016
Critical Roles in Corporate Entrepreneurship
Individuals within a corporate entrepreneurship
environment must take on one or more of
these roles on a regular basis:
Initiator
*Sponsor/Facilitator
*Champion
Innovation Midwife
Supporter
Reactor
© Laureate International Universities 2016
Critical Roles in Corporate Entrepreneurship
Fifteen key roles that must be filled by the champion
Researcher/analyzer
Interpreter/strategist
Visionary/inventory
Catalyst or leader
Endorser
Team player
Resource provider
Problem solver
Coordinator
Negotiator
Politician
Change manager
Missionary
Opportunist
Critic/judge
© Laureate International Universities 2016
Are You a Corporate Entrepreneur?
1.) Does your desire to make things work better occupy as much of your
time as fulfilling your duty to maintain them the way they are?
2.) Do you get excited about what you are doing at work?
3.) Do you think about new business ideas while driving to work or
taking a shower?
4.) Can you visualize concrete steps for action when you consider ways to
make a new idea happen?
5.) Do you get in trouble from time to time for doing things that exceed
your authority?
6.) Are you able to keep your ideas under cover, suppressing your urge to
tell everyone about them until you have tested them and developed a plan
for implementation?
© Laureate International Universities 2016
Are You a Corporate Entrepreneur?
7.) Have you successfully pushed through bleak times when something
you were working on looked as if it might fail?
8.) Do you have a network of friends at work that you can count on for
help?
9.) Do you get easily annoyed by other’s incompetent attempts to execute
parts of your ideas?
10.) Can you consider trying to overcome a natural perfectionist tendency
to do all the work yourself and share the responsibility for your ideas with
a team?
11.) Would you be willing to give up some salary in exchange for the
chance to try out your business idea if the rewards for success were
adequate?
© Laureate International Universities 2016
Reference
• Morris, M., Kuratko, D., & Covin, J. (2011).
Corporate entrepreneurship and innovation.
Mason: South-Western Cengage Learning.
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