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Josette Gevers Human Performance Management Group

Human Aspects of Innovation

1JM06 (1GM06)

Creativity Under the Gun:

Managing High-Speed Innovation in NPD

Today

Influence of stress on creative problem-solving

and decision-making

The importance of leader encouragement

The importance of leadership differentiation.

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First 2

All sessions from now on in IPO.098

Don’t forget to…

register for the examination

1st occassion: 14 April 2015, 13.30–15.30 hrs.

register before 29 March 2015

registration for group membership is closed

High-Speed Innovation 3

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NPD Speed and Product Success

Entering the market

½ year behind

schedule cuts

high-tech innovation

earning with 33%

over a five-year

period (Vesey, 1991).

NPD Speed and Product Success Meta-analysis by Cankurtaran, Langerak & Griffin (2013)

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?

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I do my best work under the

pressure of a tight deadline!

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When creativity is under the gun,

it usually ends up being killed

Amabile, Hadley, & Kramer (2002).

Creativity under the gun. Harvard Business Review

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.

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Amabile et al.’s (2002) diary research

“I feel I am constantly swimming

upstream on this project, facing

new requirements every day. I’m

always buried with work without

getting anywhere”

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Amabile et al.’s (2002) diary research

“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

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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

Don’t get the sense that their work is

important

Being in meetings with groups rather

than individuals

Amabile et al.’s (2002) diary research People report…

So… what can you do?

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CREATIVITY CONDITIONS

=

MEANINGFUL URGENCY

CLEAR CONSTRAINTS

FOCUS

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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

Don’t get the sense that their work is

important

Being in meetings with groups rather

than individuals

CREATIVE DAYS

Believe that they are doing

important work

Being on a mission and time

pressure was a meaningful urgency

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

Amabile et al.’s (2002) diary research People report…

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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 (Byron, Khazanchi & Nazarian, 2010)

1. CREATIVITY as a function of “HOW MUCH STRESSOR”

The Relationship between Stressors and Creativity (Byron, Khazanchi & Nazarian, 2010)

Stressor

Cre

ativity

Stressor Stressor

2. CREATIVITY as a function of “TYPE OF STRESSOR”

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)

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

The Relationship between Stressors and Creativity (Byron, Khazanchi & Nazarian, 2010)

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3. STRESSOR > CREATIVITY as a function of “PERSONALITY”

Trait anxiety =

Individual vulnerability to stressors >

Whether a person is more likely to perceive a

stressor as a challenge or a threat

The Relationship between Stressors and Creativity (Byron, Khazanchi & Nazarian, 2010)

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

The Relationship between Stressors and Creativity (Byron, Khazanchi & Nazarian, 2010)

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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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 (Zhang & Bartol, 2010)

Linking Empowering Leadership to Employee Creativity (Zhang & Bartol, 2010)

Enhance meaning

Provide autonomy

Express confidence

Promote participation

Linking Empowering Leadership to Employee Creativity (Zhang & Bartol, 2010)

Empowering Leadership

• Enhance meaning

• Provide autonomy

• Express confidence

• Promote participation

Psychological Empowerment

• Meaning

• Autonomy

• Competence

• Impact

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Linking Empowering Leadership to Employee Creativity (Zhang & Bartol, 2010)

Psychological Empowerment

• Meaning

• Autonomy

• Competence

• Impact

Creative Process Engagement

• Problem Identification

• Information Searching

• Idea Generation

Intrinsic Motivation

Especially when leader encourages creativity

Componential Theory of Creativity (Amabile, 1998)

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Linking Empowering Leadership to Employee Creativity (Zhang & Bartol, 2010)

Psychological Empowerment

• Meaning

• Autonomy

• Competence

• Impact

Creative Process Engagement

• Problem Identification

• Information Searching

• Idea Generation

Intrinsic Motivation

Creativity

Especially when leader encourages creativity

CREATIVITY CONDITIONS

=

MEANINGFUL URGENCY

CLEAR CONSTRAINTS

FOCUS

CONTROL

CONFIDENCE

EMPOWERMENT

ENCOURAGEMENT

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Linking Empowering Leadership to Employee Creativity (Zhang & Bartol, 2010)

Empowering Leadership

• Enhance meaning

• Provide autonomy

• Express confidence

• Promote participation

Psychological Empowerment

• Meaning

• Autonomy

• Competence

• Impact

This relationship is stronger when a person wants to be

empowered

CREATIVITY CONDITIONS

=

MEANINGFUL URGENCY

CLEAR CONSTRAINTS

FOCUS

CONTROL

CONFIDENCE

EMPOWERMENT

ENCOURAGEMENT

DIFFERENTIATION

Article 3:

How supervisors’ reminders relate

to subordinates’ absorption and

creativity Gevers & Demerouti (in press)

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Task Absorption / FLOW

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Absorption and Creativity

FINDINGS:

Task absorption and

creativity fluctuated

consistently across

weeks (one sprint)

Creativity significantly

higher in week 1

Absorption significantly

lower in week 4

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Temporal Leadership

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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Individual Temporal Differences

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Pacing Styles 45

deadline

activity

time

deadline

activity

time

I do most of the work in a relatively short time

before the deadline

Deadline Pacing Style

activity

time

deadline

activity

time

I work steadily on the task, spreading it out

evenly over time

Steady Pacing Style

activity

time

deadline

activity

time

I do most of the work at the beginning and at the

end, so that I can slow

down in between.

U-shaped Pacing Style

Temporal Leadership and Creativity Gevers & Demerouti (in press)

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activity

time

deadline

activity

time

activity

time

deadlineactivity

time

• Deliberate and planful

• Time management behavior

• Conscientious, proactive

• Risk averse

deadline

activity

time

deadline

activity

time

• Procrastination

• Lower conscientiousness

• Risk seeking and deadline optimism

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Temporal Leadership and Creativity

FINDINGS:

Positive relationship between supervisors’ temporal

reminders and task absorption

Interaction with pacing styles

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Temporal Leadership and Creativity

Supervisor’s 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

Supervisor’s temporal reminders had a stronger positive

relationship with task absorption when respondents scored high

rather than low on the deadline pacing style

CREATIVITY CONDITIONS

MEANINGFUL URGENCY

CLEAR CONSTRAINTS

FOCUS

CONTROL

CONFIDENCE

EMPOWERMENT

ENCOURAGEMENT

DIFFERENTIATION

Next Time

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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