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- Creativity and problem solving in the development of organizational innovationPublication . Cardoso de Sousa, Fernando; Monteiro, Ileana Pardal; Pellissier, RenéThis research focuses on creativity and innovation management in organizations. We present a model of intervention that aims at establishing a culture of organizational innovation through the internal development of individual and team creativity focusing on problem solving. The model relies on management’s commitment and in the organization’s talented people (creative leaders and employees) as a result of their ability in defining a better organization. The design follows Min Basadur’s problem solving approach consisting of problem finding, fact finding, problem definition, solution finding and decision implementation. These steps are carried out using specific techniques and procedures that will link creative people and management in order to initiate the process until problems are defined. For each defined problem, project teams will develop possible solutions and implement these decisions. Thus, a system of transformation of the individual and team creativity into organizational innovation can be established.
- Creativity, innovation and collaborative organizationsPublication . Cardoso de Sousa, Fernando; Pellissier, René; Monteiro, Ileana PardalThis article intends to make a contribution to the clarification of the concepts of creativity and innovation using a multilevel approach of individual, group and organization, in order to show that these may be better integrated within collaborative organizations. Trying to maintain the principle of the primacy of the individual (creativity) over the business (innovation), we stressed the cognitive and emotional processes (when speaking of creativity) and power and communi- cation (when it comes to innovation). Following on a description of group processes that try to combine creativity and innovation, we address the measurement of innovation, concluding with the need to avoid classifying an organization as innovative or non-innovative. The latter judgment should be left to the market itself. At the organizational level, we gave primacy to the concept of "organizational innovation", as it is within this framework that the best fusion between creativity and innovation may be achieved. Finally, we address collaboration in business as connecting people, ideas, and resources that would not normally interact with each The International Journal of Organizational Innovation Vol 5 Num 1 Summer 2012 2 other. These decentralized organizations operate in such a way that makes it possible to abolish or, at least mitigate, the role of power. We believe that this will ultimately define the future of successful organizations
- Adapting creative problem solving to an organizational context: a study of its effectiveness with a student populationPublication . Cardoso de Sousa, Fernando; Monteiro, Ileana; Walton, Andre; Pissarra, JoãoOwing to company time restrictions and concentration on project development, we began to reduce the duration of creative problem solving (CPS) sessions, and to give more emphasis to the action planning stage. Several changes in our CPS protocol, as well as in its duration, begged the question as to whether these changes were jeopardizing efficacy. To examine this question, six groups of ten university students, working under two different CPS protocols (a five-step method and a four-step method), and three control groups (using no CPS method), were given the same objective and similar conditions. This exploratory experiment compared group performance by change in team commitment, divergent thinking preferences, productivity and the participants' evaluation of the different methods. Results show that the CPS methods were both effective in changing participants' perspectives regarding divergent thinking and team commitment. In the control groups, however, there were no changes as a consequence of the sessions. Results also suggest that the same problem-solving effectiveness can be attained in a shorter time than that traditionally used, and without prior training in CPS. These findings open the door to developing new problem-solving techniques and team work processes, and to more efficient organizational creativity and innovation methodologies.
- Learning from failure: a case study on creative problem solvingPublication . Cardoso de Sousa, Fernando; Monteiro, Ileana Pardal; Walton, Andre; Pissarra, JoãoThis research is aimed at improving the creative problem solving (CPS) facilitation process by case analysis, through which we try to learn even from failure. With the goal of increasing efficiency by reducing session time and also due to theoretical considerations, a four-step model was designed, comprising the stages of objective-finding, problem-definition, action-planning and the action itself. Following these adaptations, our research involved an organisation that enabled us to bring managers and volunteers to work on a project. The organisation is the only private museum in the Algarve region of Portugal; it is involved in regional culture and, despite competent management, faces serious financial difficulties. A team of 22 people was established, representing both immediate and remote geographical communities, cultural organisations, and representatives of innovative projects related to the hospitality industry. From the interventions, and the follow up procedures, we learned that some project failures could have been prevented by a more thorough team facilitation, considering the team size, and a better handling of the client's ownership of the problem. The analyses and conclusions allowed the development of principles that will be applied in future interventions, giving rise to improvements in the facilitation process, bringing in important implications for developing collaboration between organizations. Team composition and the handling of client-team relationships seem to be promising areas for research, given their potential impact on a project's effectiveness, as to its final results for the organization considered
- Understanding innovation in hospitality through the words of innovative managersPublication . Monteiro, Ileana Pardal; Cardoso de Sousa, FernandoRecently, researchers have become more interested in service innovation, and they describe it mostly as a process of continuous improvement of service quality, quite different from the industrial sector, more directed to technological innovation. This paper summarizes research designed to explain the role of hotel managers in fostering innovation in high quality hospitality industry. Within a role theory approach, interviews with 24 managers considered innovative by their employees, and six considered less innovative, were subjected to content analysis and correspondence analysis in order to extract the managers’ perceptual maps. Results show the differences between innovative and non-innovative managers’ self perceptions and the implications in service innovation. This research suggested ways that can be used to bring better results to the hospitality organizations, and stressed the value of employee creativity in the management process.