CREATIVITY AND INNOVATION

UPA 20102
(CHAPTER 3 – THE MECHANICS OF CREATIVITY)

By
Faculty of Technology Management and Business
University Tun Hussein Onn Malaysia
 Overview
“Creativity is like a bend in a straight
road – the dull driver will never know it’s
there until too late; the well prepared
driver is the one who uses it as the
overtaking opportunity. It is far more fun
driving fast than safely, and you get there
quicker too.”
- Ian Campbell.
 How does it work?
• Creativity is needed when something new is
required.
• The term ‘innovation’ incorporates the Latin
word for new.
• Creativity techniques are often best fitted into
a framework that allows ideas to be generated,
built on and refined before they are assessed.
• The four stages of creativity by D. M. Johnson
were illustrated in Figure 1.
 4 Stage of CREATIVITY

A
Identify question
B
Generate answer
C
Polish outcome
D
Implement

Figure 1

Identify questions Generate answer Polish outcome Implement

“The most important “To have a great idea, “When you have two or more “The way to get good ideas is to
ideas that have nothing to do with
word in promoting have a lot of them”. – each other you may consider them get lots of ideas and throw the
creativity is ‘let’”. Thomson Edison. as complementaries”. bad ones”. – Linus Pauling.
– Adriano Gonzales-Regueral.
– Henry Berry.
 Step 1: Identifying the question
There are number of Assuming something must
techniques to help
clarify the question.
1 4 be done, it is helpful to
produce one or more
statements in the form ‘How
to…’.

It will help to have a It has been found

clear understanding
of the facts
2 5 that adopting this
styles helps ensure
surrounding the that there is a clear
requirements. question in mind.

It is usually worth Before proceeding

asking the question
‘what if we do
3 6 with the initial
formulation, it is
nothing?’. worth looking at
alternative.
 Step 1: Identifying the question
One techniques for Another technique that can
doing this is to
consider the
7 10
10 give valuable insights is to
repeatedly ask the question
obstacles. ‘why?’.

Look at the desired

outcome, then
establish what it is
8
that is getting in the
way of making this
happen.
Removing this
obstacles becomes
a set of objective in
9
its own right.
 Step 2: Generating answers

• After the initial stage there should be some questions to

answer.
• One or more are carry forward to the second stage for
action.
• Usually these will be the questions which are the most
appealing to those involved.
• If the outcome is not satisfactory, or there is interest in
exploring further it is quite possible to return to the
questions and look at several more.
• Creativity techniques can be split into three main types:
 Step 2: Generating answers
i. Modifying the problems
 Assuming that a key attribute of the problem was not true.
 For instance, if the aim were to improve the customer service, what would the
company do to make customer service worst?
 The lesson from this approach can then be applied to the real problem.
ii. Random stimulation (rangsangan rawak)
 To push those involved away from their habitual linkages with the problem,
forcing a new viewpoint.
 Use a randomly selected word, a picture, an object, a quotation or an event
from history.
 Whichever is used, the techniques involves putting the problem to one side
and first looking at what is being used as a stimulus.
 For example, we might be looking at planning a new household tool.
 Given the random word ‘dolphin’, we might generate association like ‘sea’,
‘free’, ‘friendly’, ‘splashing’, ‘shows’, ‘whale song’, ‘flipper’, ‘doing tricks’,
‘clicking’, ‘seen from boat’.
 Step 2: Generating answers
 These association are then used to help with the problem.
 What sort of new tool would click?
 Eg: Whale song are calming – can we come up with a household
item that helps people feel calm?
iii. Make use of something uncommon
 Creativity has sometimes been described as ‘uncommon sense’.
 When the problem is harder, we need to move away from
common sense, to come up with something different.
 Along the way, the approach may seems silly or strange – that
does not matter, as long the ideas generated are good.
 It is difficult to accept the validity of the techniques without
actually trying them.
 It will often take experience to make them acceptable.
 Step 3: Polishing the outcome
• A good creativity session will generate lots of ideas, many
of them wild and unlikely.
• A wall full of flip chart paper covered in ideas can be very
satisfying, but it will not lead to a successful
implementation.
• Before the idea can be put into practice it is necessary to
select something to go forward with, and to polish the
idea.
• Generally, the best approach is not to select on
practicality, but on appeal.
 Step 3: Polishing the outcome
• Positive: What is good about it, and how could the good points
be made even better?
• Negative: What is wrong with the idea, and how could it be
made better?
• By going through such a process it is possible to take what
seemed a totally impractical idea (but one that was very
appealing) and turn it into something that can be used, but still
maintains its innovative thrust.
• It is much more likely that such an approach will generate an
appropriate innovative solution than by selecting an idea on
practicality.
 Step 4: Implementation
• Good implementation is a necessary for output of a creative
process as it is for any other project or task.
• Without implementation there is no creativity – an idea which
is never used has no value.
• It is important that planning for implementation is considered a
part of the creative process.
• The implementation plan from a creativity session should
establish:
a) Who – who owns the implementation and will make it happen.
b) What – what resources they will need (people, physical and
information).
 Step 4: Implementation
c) When – broad timescales for starting and
ending.
d) How – what approach will be taken; what
communication is needed.
e) Where – where the milestones are that
measure progress.
f) Help – who to call if things go wrong, and how
to call them.
Six Thinking Hats
 Six Thinking Hats
 Introduced by Dr. Edward de Bono.
 He is a world-known expert in creative / lateral thinking.
 He is the author of many papers and books introducing the technique for
facilitating creative and productive thinking in the workplace.
 Since 1970 his exclusive tools and methods have brought astonishing results to
organizations large and small worldwide and to individuals from a wide range
of cultures, educational backgrounds, occupations, and age groups.
 His notable work is the six thinking hats system.
 This systematic method of thinking in a completely new and different way will
provide employees with skills and tools that they can apply immediately (Figure
2).
 6 Thinking Hats
Process

Cautions Benefits

Six
Thinking
Hats

Facts Feelings

Creativity
 6 Thinking Hats
• It is a simple, effective technique that helps them become
more productive.
• You and your team members can learn how to separate
thinking into six distinct categories.
• Each category is identified with its own colored metaphorical
"thinking hat."
• By mentally wearing and switching "hats," you can easily
focus or redirect thoughts, the conversation, or the meeting. 
• The difference between brilliant and mediocre teams isn't so
much in their collective mental capacity, but in how well they
can tap into their collective wisdom and how well they
function together.
Colored Hat Think of Detail description
White paper (putih bersih) The White Hat calls for information known or needed.

Fire and warmth (bakar dan The Red Hat signifies feelings, hunches and intuition.
hangat)

Sunshine (matahari) The Yellow Hat symbolizes brightness and optimism.

A stern judge (hakim tegas) The Black Hat is judgment - the devil's advocate or why
something may not work.

Vegetation and rich growth The Green Hat focuses on creativity: the possibilities,
(pertumbuhan baik) alternatives and new ideas.

The sky and overview The Blue Hat is used to manage the thinking process.
(persekitaran dan awan)
 6 Thinking Hats
• After your team learns the skills behind
the Six Thinking Hats system they'll:
 Hold critical meetings without emotions or egos making bad
decisions;
 Avoid the easy but mediocre decisions by knowing how to
dig deeper;
 Increase productivity and even more important - be more
effective;
 Make creative solutions the norm;
 Maximize and organize each person's thoughts and ideas;
and
 Get to the right solution quickly and with a shared vision.
 6 Thinking Hats Role Play
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Dengan menggunakan kaedah 6 thinking hats, susun perkara yang

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justifikasi susunan tersebut.
 CONTACT ME

+6017-6537678

[email protected]

Fb: Anim Zalina Azizan

Department of Management and Technology,

Faculty of Technology Management and Business
Universiti Tun Hussein Onn Malaysia
THANK YOU
Universiti Tun Hussein Onn Malaysia (UTHM)
86400 Parit Raja, Batu Pahat
Johor, Malaysia

Tel: +607-453 7000

Fax: +607-453 6337

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