Developing creative and innovative thinking and problem-solving skills

Pub Date : 2013-05-08 DOI:10.4102/SAJHRM.V11I1.502
C. D. Jager, Anton Muller, G. Roodt
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引用次数: 4

Abstract

A specific financial services organisation in South Africa realised that they had to join the innovation revolution in order to remain commercially competitive due to unexpected competitors entering the traditional financial services domain. The evaluation question asks whether employees in a financial services organisation can develop creative and innovative thinking and problem-solving skills through an intervention such as a workshop, and can a benefit for the business unit and organisation be identified. This qualitative study employed Utilisation Focused Evaluation (UFE) to address the evaluation question. Questionnaires, pen-and-paper tests and interviews were used to gather data. Descriptive statistics were applied to report the data. The most critical finding confirmed that individuals can acquire creative and innovative thinking and problem-solving skills. The acquisition of these skills though is not sufficient on its own to establish a culture supportive of creativity and innovation. The study culminated in the creation of The Triple I Creativity and Innovation Model. The Triple I Creativity and Innovation Model illustrates how a workshop with distinctive training design features can impact the individual, the business unit and the organisation in order to initiate, ideaneer and ignite creativity and innovation.
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发展创新思维和解决问题的能力
南非的一个特定金融服务组织意识到,由于意想不到的竞争者进入传统金融服务领域,他们必须加入创新革命,以保持商业竞争力。评估问题询问金融服务机构的员工是否能够通过研讨会等干预培养创造性和创新性思维以及解决问题的能力,以及是否能够确定业务部门和组织的利益。本定性研究采用以利用为重点的评价(UFE)来解决评价问题。通过问卷调查、纸笔测试和访谈来收集数据。采用描述性统计方法对数据进行报告。最关键的发现证实,个人可以获得创造性和创新性思维和解决问题的能力。然而,获得这些技能本身并不足以建立一种支持创造力和创新的文化。这项研究最终形成了“三I创造与创新模式”。“三I创意与创新模式”展示了一个具有独特培训设计特色的工作坊如何影响个人、业务单位和组织,从而激发、启发和点燃创意与创新。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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