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Creativity and Innovation Management – Competition versus Collaboration (13 Jun 2006)
There is much confusion as to whether competition or collaboration is most beneficial to creativity and innovation. Though there are negatives to collaboration and it is not easy separating the effects of time pressure and group activity, in general collaboration beats competition. This article will set out some of the arguments.

Creativity and Innovation Management – Hierarchies (13 Jun 2006)
Many consultants will argue that the best organisational structure to foster creativity and innovation is a flat one. This is tending towards the truth but is not absolutely accurate.

Creativity and Innovation Management – Idea Progression (13 Jun 2006)
Beyond feedback, there is idea implementation itself. If individuals do not see any of their ideas implemented, then the effects are:

Creativity and Innovation Management – Money Doesnt Do It (13 Jun 2006)
Though material reward is a significant motivating factor, it is not the whole story.

Creativity and Innovation Management – Motivation and Management Layers (13 Jun 2006)
A rule of thumb is that idea generation and motivation are inversely proportional to the number of layers between creator and decision maker. So if an individual has to push the idea past one gatekeeper, then:

Creativity and Innovation Management – Personality Testing (13 Jun 2006)
Whilst tests measuring the creative or innovative personality exist, there are a number of inherent flaws. Some are noted below:

Creativity and Innovation Management: Generating Better Ideas (13 Jun 2006)
One valuable debate is whether creativity can be developed and improved - or in other words, is it possible to generate better ideas? There are a number of reasons to believe that creativity can be developed, some of which include:

Creativity and Innovation Management: Goal Setting (13 Jun 2006)
One of the important debates in the field of creativity and innovation is the topic of goal setting. Is it positive or negative?

Creativity and Innovation Management: Incubation and Insight (13 Jun 2006)
Two of the most common terms in the field of creativity include Eureka! Or Aha! Often these terms are used to describe that moment when an idea has occurred "out of the blue." This whole set of terminology and the inherent assumptions are misleading.

Creativity and Innovation Management: Specialisation or Generalisation? (13 Jun 2006)
One of the topics often debated is the benefit of specialisation over generalisation. To consistently generate a large number of good ideas, is it better to specialise within a field or to vary knowledge amongst a variety of fields?

Creativity and Innovation Management: The Creative State (13 Jun 2006)
Often the creative state is described in almost "spiritual" terms. However, these analysis are misleading and do not help to make creativity tangible, measurable and useable.

Creativity and Innovation Management: The Value Of Due Diligence (13 Jun 2006)
One consideration innovators should be wary of in the rush to market is to not forego due diligence. That is, the temptation to forego, among other things, investigation into an idea's feasibility, adequate market analysis and the questioning of the dominant assumptions. Due diligence is important for a number of reasons, including...

Creativity Management - The Value of Being Prolific (13 Jun 2006)
When asked his secret to success, the author Graham Green said that it was down to his always writing 500 words a day. There are real reasons why this philosophy rings true:

Creativity Management and Behaviour (13 Jun 2006)
What behaviour maximises the chances of thinking of great ideas? What behaviour maximises the ability to nurture ideas until they begin to reveal their potential?

Creativity Management and Motivation Management (13 Jun 2006)
Creativity and motivation are positively correlated. The more motivated an individual, the more likely he or she is to engage with a problem and expend energy generating ideas.

Creativity Management and Time Pressure (13 Jun 2006)
There is a pervasive belief that time pressure stimulates creativity. This is both true and false. There are a number of forces at work:

Creativity Management – Quality from Quantity (13 Jun 2006)
The most sure fire way to produce quality work is to follow the process of prolific production:

Creativity Management – Structured Creativity for Consultants (13 Jun 2006)
Most creativity consultants will focus on "mind bending" or "creativity aptitude" or some such angle during their consultancy. However, this approach is rarely the most effective one.

Credibility - A Golden Key to Becoming More Influential (13 Jun 2006)
Regardless of our role, rank or seniority; no matter what our job, we can all benefit from being more influential. After all we are all trying to influence others all day long. And one key to achieving that greater influence is credibility.

Crisis Management Essentials - How to Communicate Effectively During a Crisis, Emergency or Disaster (13 Jun 2006)
A crisis, emergency or disaster can happen anytime and anywhere.

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