2/10/2015

Today

Human Aspects of Innovation

Influence of stress on creative problem-solving

and decision-making

Creativity Under the Gun:

Managing High-Speed Innovation in NPD

The importance of leader encouragement

The importance of leadership differentiation.

Josette Gevers
Human Performance Management Group

1JM06 (1GM06)

First

High-Speed Innovation

All sessions from now on in IPO.098

Dont forget to
register for the examination

1st occassion: 14 April 2015, 13.3015.30 hrs.

register before 29 March 2015

registration for group membership is closed

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NPD Speed and Product Success

NPD Speed and Product Success

Meta-analysis by Cankurtaran, Langerak & Griffin (2013)

Entering the market

year behind
schedule cuts
high-tech innovation
earning with 33%
over a five-year
period (Vesey, 1991).

Shorter development times is associated with:

Lower development costs
Increased proficiency in market entry timing
Increased product competitive advantage
Positive financial and customer-based outcomes
NPD Speed is not associated with
Technical product quality

Human Aspect of Innovation

.. how to facilitate high-speed ideation and

problem solving?

I do my best work under the

pressure of a tight deadline!

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When creativity is under the gun,

Amabile et al.s (2002) diary research

On the days rated a seven (i.e., highest level of

time pressure), people were 45% less likely to
think creatively than they were on any of the
low-pressure days.

More time pressure on a certain day, meant

less creative thinking that day, the next day,
and the day after that.

it usually ends up being killed

Amabile, Hadley, & Kramer (2002).

Creativity under the gun. Harvard Business Review

Amabile et al.s (2002) diary research

I feel I am constantly swimming

upstream on this project, facing
new requirements every day. Im
always buried with work without
getting anywhere

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Amabile et al.s (2002) diary research

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One problem after another

occurred today. I had intended to
complete several different items
for the product transfer, but spent
the day fighting fires instead

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Amabile et al.s (2002) diary research

So what can you do?

People report
UNCREATIVE DAYS
Highly fragmented work days with
many different activities
Feeling distracted
Experiencing a lot of last-minute
changes in their plans and schedules
Receive little encouragement to be
creative from senior management
Dont get the sense that their work is
important
Being in meetings with groups rather
than individuals

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CREATIVITY CONDITIONS
=
MEANINGFUL URGENCY
CLEAR CONSTRAINTS
FOCUS

Amabile et al.s (2002) diary research

People report
CREATIVE DAYS

UNCREATIVE DAYS

Believe that they are doing

important work

Highly fragmented work days with

many different activities

Being on a mission and time

pressure was a meaningful urgency

Feeling distracted

Feeling positively challenged and

involved in the work
Constraints were clear upfront
Can focus on one activity for a
significant part of the day because
they are undisturbed or protected

Experiencing a lot of last-minute

changes in their plans and schedules
Receive little encouragement to be
creative from senior management
Dont get the sense that their work is
important
Being in meetings with groups rather
than individuals

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The Relationship between Stressors and Creativity

(Byron, Khazanchi & Nazarian, 2010)

Article 1:
The relationship between stressors
and creativity: A meta-analysis
examining competing theoretical
models Byron, Khazanchi, & Nazarian (2010)

Stressors are physical or psychological conditions

requiring an adaptive response
Physical:

Noise, Darkness, Heat

Psychological: High workload, Time pressure,

Competition, Rewards, Ambiguity,
Interruptions

The Relationship between Stressors and Creativity

The Relationship between Stressors and Creativity

(Byron, Khazanchi & Nazarian, 2010)

(Byron, Khazanchi & Nazarian, 2010)

1. CREATIVITY as a function of HOW MUCH STRESSOR

2. CREATIVITY as a function of TYPE OF STRESSOR

Creativity

Socio-evaluative threats =
when an aspect of the self is or can be
negatively judged > loss of status, social
esteem (e.g., evaluation, competition, rewards)

Stressor

Stressor

Stressor

Uncontrollability =
when people feel that external (e.g., extreme time
pressure, ambiguity) rather than internal (e.g., effort,
behavior) factors determine outcomes > hinders
self-determination and intrinsic motivation

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The Relationship between Stressors and Creativity

The Relationship between Stressors and Creativity

(Byron, Khazanchi & Nazarian, 2010)

(Byron, Khazanchi & Nazarian, 2010)

3. STRESSOR > CREATIVITY as a function of PERSONALITY

OUTCOMES: Both the level and the type of stressor is important

Trait anxiety =
Individual vulnerability to stressors >
Whether a person is more likely to perceive a
stressor as a challenge or a threat

CREATIVITY CONDITIONS
=
MEANINGFUL URGENCY
CLEAR CONSTRAINTS
FOCUS
CONTROL
CONFIDENCE

The Relationship between Stressors and Creativity

(Byron, Khazanchi & Nazarian, 2010)

Avoid high socio-evaluative stress

Avoid damage to self-image
Make it ok to fail

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Linking Empowering Leadership to Employee Creativity

(Zhang & Bartol, 2010)

Article 2:
Linking empowering leadership and
employee creativity: The influence of
psychological empowerment,
intrinsic motivation, and creative
process engagement Zhang & Bartol (2010)

Linking Empowering Leadership to Employee Creativity

Linking Empowering Leadership to Employee Creativity

(Zhang & Bartol, 2010)

(Zhang & Bartol, 2010)

Enhance meaning
Provide autonomy
Psychological
Empowerment

Express confidence
Empowering Leadership

Promote participation

Enhance meaning
Provide autonomy
Express confidence
Promote participation

Meaning
Autonomy
Competence
Impact

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Linking Empowering Leadership to Employee Creativity

(Zhang & Bartol, 2010)

Componential Theory of Creativity

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(Amabile, 1998)

Especially when leader

encourages creativity

Creative Process
Engagement
Problem Identification
Information Searching
Idea Generation

Psychological
Empowerment

Meaning
Autonomy
Competence
Impact

Intrinsic Motivation

Linking Empowering Leadership to Employee Creativity

(Zhang & Bartol, 2010)

Especially when leader

encourages creativity

Creative Process
Engagement
Problem Identification
Information Searching
Idea Generation

Psychological
Empowerment

Creativity

Meaning
Autonomy
Competence
Impact

CREATIVITY CONDITIONS
=
MEANINGFUL URGENCY
CLEAR CONSTRAINTS
FOCUS
CONTROL
CONFIDENCE
EMPOWERMENT
ENCOURAGEMENT

Intrinsic
Motivation

2/10/2015

Linking Empowering Leadership to Employee Creativity

(Zhang & Bartol, 2010)

This relationship is stronger

when a person wants to be
empowered

Psychological
Empowerment
Empowering Leadership
Enhance meaning
Provide autonomy
Express confidence
Promote participation

Meaning
Autonomy
Competence
Impact

CREATIVITY CONDITIONS
=
MEANINGFUL URGENCY
CLEAR CONSTRAINTS
FOCUS
CONTROL
CONFIDENCE
EMPOWERMENT
ENCOURAGEMENT
DIFFERENTIATION

Task Absorption / FLOW

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Article 3:
How supervisors reminders relate
to subordinates absorption and
creativity Gevers & Demerouti (in press)

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Absorption and Creativity

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FINDINGS:
Task absorption and
creativity fluctuated
consistently across
weeks (one sprint)
Creativity significantly
higher in week 1
Absorption significantly
lower in week 4

Temporal Leadership

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Individual Temporal Differences

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Temporal leadership = Leadership behaviors that

help subordinates cope with temporal challenges
Temporal reminders =
Reminder of important deadlines
Urge to adhere to deadlines
Discuss impact of missing deadlines

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Pacing Styles

Temporal Leadership and Creativity

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Gevers & Demerouti (in press)

Steady
Pacing Style

deadline

deadline

deadline

activity

time

time

deadline

time
I do most of the work
at the beginning and at the
end, so that I can slow
down in between.

Temporal Leadership and Creativity

47

time

deadline

activity

I work steadily on the

task, spreading it out
evenly over time

deadline

activity

activity

activity

time
I do most of the work in
a relatively short time
before the deadline

U-shaped
Pacing Style
activity

Deadline
Pacing Style

Procrastination
Lower conscientiousness
Risk seeking and deadline optimism

Deliberate and planful

Time management behavior
Conscientious, proactive
Risk averse

time

Temporal Leadership and Creativity

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FINDINGS:
Positive relationship between supervisors temporal
reminders and task absorption
Interaction with pacing styles
Supervisors temporal reminders had a stronger positive
relationship with task absorption when respondents scored low
rather than high on the steady and U-shaped pacing styles

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Temporal Leadership and Creativity

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CREATIVITY CONDITIONS

Supervisors temporal reminders had a stronger positive

relationship with task absorption when respondents scored high
rather than low on the deadline pacing style

MEANINGFUL URGENCY
CLEAR CONSTRAINTS
FOCUS
CONTROL
CONFIDENCE
EMPOWERMENT
ENCOURAGEMENT
DIFFERENTIATION

Next Time

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Class 3 Complex Collaborations in Innovation: Diversity and

NPD-team dynamics

Gibson, C. B., & Gibbs, J. L. (2006). Unpacking the concept of

virtuality: The effects of geographic dispersion, electronic
dependence, dynamic structure, and national diversity on team
innovation. Administrative Science Quarterly, 51(3), 451-495.
Hoever, I. J., van Knippenberg, D., van Ginkel, W. P., & Barkema, H.
G. (2012). Fostering team creativity: Perspective taking as key
to unlocking diversity's potential. Journal of Applied
Psychology, 97(5), 982-996.
Kearney, E., & Gebert, D. (2009). Managing diversity and enhancing
team outcomes: the promise of transformational leadership.
Journal of Applied Psychology, 94(1), 77-89.

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