DIFFERENT MYTHS REGARDING CREATIVITY Many citizens believe that imagination is God-inspired, unpredictable, and just a few blessed. There are several common theories regarding the innovation of companies, but none of these has any research.

‘The theories of invention’ was a recent academic review.

It was created by David Burkus. It aims to demystify the factors and mechanisms underlying creation. The research is focused on the current research.

Research from Burkus promotes what I always felt. That is, to have new and revolutionary solutions. Ventures. This is through proper preparation.

The first move is not to confine your emotions. This means that the ten theories of imaginative thought are not followed.


The Myth of Eureka

Fresh thoughts sound like a spark of inspiration occasionally. Analysis indicates that certain observations are the product of previous hard work on a topic. This is as we link the threads before thoughts surface as fresh inventions like eureka.

 The Myth of Raising.

Some claim that artistic talent is an intrinsic characteristic of their patrimony or genes. The proof actually suggests the reverse. Nothing such a visionary species happens. The most probable people to come up with an innovative idea are people who trust in themselves and work diligently on an issue.DIFFERENT MYTHS REGARDING CREATIVITY

The Myth of Originality.

However, history and observational studies suggest that modern innovations are actually variations of older ideas. Moreover, their exchange leads to generating further creativity.DIFFERENT MYTHS REGARDING CREATIVITY

The Myth of an Expert.

For a stream of new thoughts, often businesses focus on technological experts or teams of experts. More complex challenges require far more experience. Research shows, perhaps, that especially harsh issues also involve an outsider’s viewpoint or someone who understands not only that anything cannot be achieved.

The Myth of Motivation.

The expert myth also refers to a myth that suggests that higher rewards. This can be monetary or otherwise. Also, improve encouragement and thereby boost success in innovation. Incentives may lead, but they also damage the system rather than benefit, as people learn to play.

The Myth of Lone Maker.

That represents our propensity to rewrite the past of a single individual with breakthrough developments and striking artistic activities. This is while ignoring supporting work and tentative cooperation. Creativity is also a collaborative endeavour. New innovative team analysis encourages leading individuals to create the right team.

The Myth of Brainstorming.

Many consultants preach today the idea of brainstorming. That is, the informal community meetings to investigate any potential approach to innovative breakthroughs. No matter how far away.

Unfortunately, there is little proof of consistent innovative breakthroughs just from “throwing ideas around”

The Cohesive Myth.

Cohesive myth. Faithful in this myth wish everybody to work and innovate happily together. That’s why we have so many “zany” corporations that workers play football together and have free lunch. Many of the more innovative organisations have discovered forms of structuring opposition and confrontation in their structure. This is to boost the creative limits of their workers.

The Myth of Limitations.

Another common theory is that limitations impede our innovation. Maybe businesses can do the reverse. That is, actively apply constraints to leverage their people’s imaginative ability.

The Myth of Mousetrap

Some people assume wrongly that the job is finished because we get a fresh concept. Still,  we  have to connect, advertise and find the right consumers. Until then, the planet can not beat a route to our port or even find the door to a concept for better mouse picking. At least one better mousetrap is known to us all which is now secret.

What then are the real components if these are the theories of company creativity?

The development is really motivated by four distinct factors. This according to Teresa Amabiler. She is a research director at Harvard. The 4 distinct factors are :

  • Domain experience
  • Established methodologies of innovation
  • People ready to participate
  • Organisation adoption of new concepts.

The true imagination is where these elements converge.

If you think your company’s output would be more imaginative and inventive than your rivals, don’t just obey the historical theories blindly. Instead, devote the requisite time understanding the building blocks of your world and nurturing them.

How innovative are you in your organisation to embrace innovation?




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