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The authors’ research on choreographers and award-winning R&D designers revealed key principles for effective feedback in creative work. Getting the best from creative talent requires that we both shift away our traditional views of feedback and develop new tactics for helping creative workers achieve their goals. Johnson and Rouse describe the 3PM method for giving creatives feedback.
The world’s leading researcher and author on managing creative talent, Harvard Business School’s Teresa Amabile shares the science and practical facts about how to ensure your company’s creative talent is engaged and productive.
A wealth of scientific evidence shows that individual differences in creative talent can be quantified. Hogan Assessments’ CEO Tomas Chamorro-Premuzic tell us about the methodologies you can use to assess creative talent and predict an individual’s future creative performance, as well as several key qualities associated with the profile of highly creative people.
If creative talents are the ultimate differentiating asset, then managing them becomes a key priority. We need to learn that art from those who are the best at doing it. Thomas Bucaille, International HR Head for Condé Nast, describes that art in a wonderfully written essay that captures the rebellious spirit of the creative and guides you how to channel that spirit as best as you can.
This quarter’s roundtable features executives from three thriving organizations who discuss how they get the best from their creative talent. Hear from the leaders of industrial and product design consultancy frog Design, videogame producer Electronic Arts and confectionary maker The Hershey Company.
Our logical Beta thinking overwhelms our creativity-enabling Alpha thinking most of the time, but creatives find a way to switch on their Alpha more frequently and easily. Author of Managing Creative Talent and former Chair of the Worldwide Creative Council of JWT, Gordon Torr challenges us to change the Alpha-throttling environments in which we work to better support our most creative talent.
While creativity may seem difficult to define and even more challenging to manage, the research in this area provides concrete and specific insights for increasing creativity and creative solutions. Mumford and Mulhearn describe what makes creative thought possible and how context shapes people’s creative thinking.
We describe others and ourselves as creative (or not so creative) as if creativity were a general trait. But being creative in one domain doesn’t tell us anything about being creative in other domains. Creativity expert and author John Baer explain how creativity starts with being a deep expert in something and how to avoid the common error of assuming a “creative” person can be creative outside of the area they know best.
What makes a leader creative? Jeff DeGraff, the “Dean of Innovation” and consultant to the world’s leading companies, show you how to understand creativity using the Innovation Genome. The Innovation Genome describes the four fundamental creative forces that produce innovation by pulling us, our communities, the imperceptible climate, and all the constituents in our situations in different directions.