Business Innovation ? Ignoring Content

Creativity can be defined as problem identification and idea generation whilst innovation can be defined as idea selection, development and commercialisation.

There are other useful definitions in this field, for example, creativity can be defined as consisting of a number of ideas, a number of diverse ideas and a number of novel ideas.

There are distinct processes that enhance problem identification and idea generation and, similarly, distinct processes that enhance idea selection, development and commercialisation. Whilst there is no sure fire route to commercial success, these processes improve the probability that good ideas will be generated and selected and that investment in developing and commercialising those ideas will not be wasted.

Ignoring Content

A useful approach when generating ideas is simply to ignore content. Evaluating content is a hindrance rather than an enhancer. If the people who wrote Red Riding Hood had realised the number of interpretations and analysis it was going to receive, they may have given up on the project.

Ignoring content allows a number of processes to occur, including:

a) Isolates creative from critical thinking. The two should be separate and distinct. Writing and rewriting are two different processes. Critical thinking is best done in the presence of and utilising the competencies of other people.

b) Allows disparate, novel, diverse, nonsensical, non-related and irrelevant ideas to thrive. The basis of lateral thinking.

c) Helps to abandon defences, reveal the innermost self, treat all ideas as 'normal,' reduces evaluation apprehension etc.

These and other 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/

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You are free to reproduce this article as long as no changes are made and the author's name and site URL are retained.

Kal Bishop MBA, 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/

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