Instructor Wrap Up - Harris & Sherblom Chapter 10

Creativity in the Small Group Process

This chapter covers:

What is Creativity?
Creativity Means a New Way of Seeing
Barriers to Creativity
Techniques for Encouraging Creativity
Solving Problems Creatively
A Creative Group Climate

Chapter Objectives:
1). Describe Creativity
2). Explain Creativity as a New Way of Looking, Perceiving
3). Outline Perceptual, Cultural, Emotional Barriers to Creativity
4). Demonstrate use of idea needlers and manipulative Verbs
5). Examine association, metaphors, analogy, and fantasy in creativity
6). Discuss ways of solving problems creatively
7). Provide the elements of a creative group climate
8). Review Gibb's group climate factors

What Is Creativity?
*Creativity is going beyond current knowledge, social norms & beliefs; seeing & acting on new relationships, & bringing to life
*When what you do is new, different, & helpful, it is creative.
*Creativity involves power to originate; break away from existing ways of looking at things; move freely in realm of imagination; create new ideas.
*Creativity conceives of an underlying, unifying system beneath the surface of apparently disparate, unrelated phenomena. This unifying system means numerous ways of getting to same place (equifinality).

Creativity Means A New Way of Looking
We engage in creative problem solving daily.
Creative problem solving looks in a new way, synthesizing two previously unrelated phenomena, modifying them.
There is a distinction between algorithms and heuristics:
Algorithms impose straightforward, tried-true, learned solution.
Heuristics involves learning, trial & error—double-loop learning—learning new approaches to problem solving.

Barriers To Creativity—Perceptual, Cultural, Emotional
Perceptual Barriers—caused by a lack of self-confidence, fear of taking risks, need to conform, not being in an environment that encourages creativity, set in a habitual worldview. (a) Difficulty isolating or narrowing problem, (b) See only immediate issue, not larger context, (c) Overlook the base of problem, (d) Overlook obvious or fail to investigate fully, (e) Accept superficial similarities as the same, (f) Inadequately defining terms or isolating attributes, (g) Failing to distinguish cause and effect.

Cultural Barriers—Paradigmatic thinking—pre-formed models
"We shape our tools, and then our tools shape us." (McLuhan)
An Expectation of Conformity in Our Thinking, Behavior, Interaction. [Playing by the rules assures a place in the game.]
Cultural Barriers include: (a)Requirement for conformity, (b)Expectation of practicality, efficiency, (c)Expected arenas for competition or cooperation, (d)Expectation of politeness, rules for social order, (e)Reliance on statistical proofs, (f)Dependence on generalizations, (g)Trust in the power of reason and logic, (h) Belief in an either/or perspective on issues, (i)Reliance on expert knowledge.

Emotional Barriers—society rewards being "right"
Creativity takes more time; may make mistake; risk censure of peers; look foolish; or be judged incompetent.
Creativity a chancy pursuit, tend to be tentative in attempts; seek approval for ideas, rather than risk being wrong.
Trapped by our own expertise, particular knowledge, experience

Techniques For Encouraging Creativity
Idea Needlers—Why, How, What if, Suppose, Could Questions
"Imagine how many uses there are."
Idea needlers offer different perspective to view a problem

Manipulative Verbs—Change the Verb: alter, multiply, eliminate, divide, transpose—change way we view a process.
Flatten, soften, fluff, repel, stretch, freeze, rotate, symbolize, thicken, integrate, segregate, abstract, submerge.
Whatever the problem, changing key words opens up possible ways of seeing issue that might not have occurred.

Association, Metaphors, Analogy—help us visualize concepts.
Best devices to describe abstract concepts, express emotions
Carry connotations we associate with prior experiences, uses
Broaden senses of possible, beyond limits of Tunnel Vision

Solving Problems Creatively—Five Suggestions:
1. Trigger Unconscious: Rest from conscious thinking about problem. Get insights while walking, playing, showering.
2. Loosen mind: Let mind wander. Come back relaxed, refreshed
3. Break problem down into series of tasks; set of questions or series of small problems.
4. Do Research: Look for examples of same problem. Search for alternative solutions in other locations.
5. Ask yourself questions:
(a) What are the different parts of the problem?
(b) Does one part hold the key to other parts?
(c) Can I apply knowledge from other situations to this?
(d) Would exaggerating problem make solution apparent?
(e) What is the normal situation? Are there alternatives?

Create a Creative Group Climate
Openness—open, supportive communication climate is vital
Emotional, safety concerns, include: How open and honest can I be in this situation? Will anyone use what I say against me? Will others be honest about feelings, opinions? Are my goals compatible with those of others? Can I freely express my wishes and fears?
Sharing—How we fit in? What is acceptable behavior? What are our roles and responsibilities? How we can contribute? What do others expect from us?

Gibb's Six Group Climate Comparisons
Some groups feel good; others feel tense, hostile
Evaluation Versus Description—Evaluation creates a hierarchic relationship, with evaluator assuming superiority. Throws off balance of communication, sets up tension. When someone is blaming or judging us, we become defensive. Description with neutral statements of observable facts are more effective.

Control Versus Problem Orientation—Issuing orders, asserting power, doesn't change another's attitudes, likely to create defensiveness, resistance. Orienting group discussion to problem allows a "we" rather than "us versus them."

Strategy Versus Spontaneity—We dislike being manipulated, have a resistance to pressure. Spontaneity is a willingness to be direct, honest, open, responsive to process. Rather than plan to achieve goals (strategy), be open to ideas that evolve out of ongoing process (spontaneity).

Neutrality Versus Empathy—neutrality is detached from human needs, appears indifferent; Empathy expresses concern for people, not just as group participants; Acknowledges others as worthwhile, involves sensitivity, willingness to suspend judgment, is responsive to needs.

Superiority Versus Equality—Discrepancies exist in experience, training, knowledge, status, power. These may be apparent, but for a group to work effectively together, it needs the input of all members. When some perceive themselves or others to be superior, they may shut those with less power, influence, expertise out of the process, to the detriment of all.
A sense of equality sets the stage for effective group process.

Certainty Versus Provisionalism—particular knowledge or expertise can lead to arrogance & disrespect; but labeling other members as wrong, foolish, or naive is counterproductive to achieving the group task & social-facilitation goals, creating a defensiveness, undermining the group process. Others may hold quite different opinions with equal assurance & knowledge. Provisionalism involves active listening. To the extent we refuse to listen to others and are unwavering in our position, there is little hope for a productive group discussion.

NOTE TO STUDENTS:
Which format do you like better for the Instructor Wrap Up's?  What is more useful to you as a student?

1). The commentary/summaries that I have been doing all semester so far?
2). The outlines that I have posted the last couple of weeks?

Comment on this blog post and let me know.  I would appreciate it!

The Blogging Prof.