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Michael A. Roberto - Igniting Creativity: Dismantling Barriers to New Ideas

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Many creative individuals working in organizations today encounter resistance to new ideas, much as the path-breaking artists, scientists, and inventors have experienced throughout history. Experts reject their ideas and defend the status quo. Leaders exhibit closed-minded behavior when newcomers challenge the conventional wisdom or question established practices. On the other hand, senior leaders claim that creativity is a top priority because they desperately seek growth and renewal. Many large firms face a growth crisis today, with revenues increasing slowly or even shrinking. These organizations do not lack talented people with original ideas. They lack an environment in which these people can flourish. Leaders claim to want bold, transformative ideas, yet obstacles to creativity arise at every turn. This book explores the six organizational mindsets that inhibit creativity in many enterprises. These mindsets represent powerful obstacles that must be dismantled for the creative process to thrive. Leaders do not need to generate more great ideas. They must clear the path so that curious thinkers throughout their teams and organizations can experiment, learn, and discover.

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Table of Contents List of Tables Chapter 2 Chapter 3 Chapter 5 Chapter - photo 1
Table of Contents
List of Tables
  1. Chapter 2
  2. Chapter 3
  3. Chapter 5
  4. Chapter 6
  5. Chapter 7
  6. Chapter 8
List of Illustrations
  1. Chapter 1
  2. Chapter 2
  3. Chapter 3
  4. Chapter 4
  5. Chapter 5
  6. Chapter 6
  7. Chapter 7
Guide
Pages
UNLOCKING Creativity
HOW TO SOLVE ANY PROBLEM AND MAKE THE BEST DECISIONS BY SHIFTING CREATIVE MINDSETS

Michael A. Roberto

Copyright 2019 by John Wiley Sons Inc All rights reserved Published by - photo 2

Copyright 2019 by John Wiley & Sons, Inc. All rights reserved.

Published by John Wiley & Sons, Inc., Hoboken, New Jersey.

Published simultaneously in Canada.

No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, (978) 7508400, fax (978) 6468600, or on the Web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) 7486011, fax (201) 7486008, or online at http://www.wiley.com/go/permissions.

Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate. Neither the publisher nor author shall be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.

For general information on our other products and services or for technical support, please contact our Customer Care Department within the United States at (800) 7622974, outside the United States at (317) 5723993 or fax (317) 5724002.

Wiley publishes in a variety of print and electronic formats and by print-on-demand. Some material included with standard print versions of this book may not be included in e-books or in print-on-demand. If this book refers to media such as a CD or DVD that is not included in the version you purchased, you may download this material at http://booksupport.wiley.com. For more information about Wiley products, visit www.wiley.com.

Library of Congress Cataloging-in-Publication Data

Names: Roberto, Michael A., author.

Title: Unlocking creativity : how to solve any problem and make the best decisions / Michael A. Roberto.

Description: Hoboken, New Jersey : John Wiley & Sons, Inc., [2019] | Includes bibliographical references and index. |

Identifiers: LCCN 2018043694 (print) | LCCN 2018045131 (ebook) | ISBN 9781119545767 (Adobe PDF) | ISBN 9781119545835 (ePub) | ISBN 9781119545798 (hardcover)

Subjects: LCSH: Creative ability in business. | Creative thinking. | Decision making. | Problem solving.

Classification: LCC HD53 (ebook) | LCC HD53 .R596 2019 (print) | DDC 658.4/03dc23

LC record available at https://lccn.loc.gov/2018043694

COVER DESIGN: PAUL McCARTHY
COVER IMAGE: GETTY IMAGES: CLASSEN RAFAEL / EYEEM

To all my teachers from childhood, who stimulated my curiosity and creativity, and most especially to Kristin, the most caring and dedicated elementary school teacher from whom a child could learn.

PREFACE

Tuesday, September 11, 1979. My family and I sat down in our living room, in front of our Sylvania console television set, at eight o'clock in the evening. We had purchased the TV Guide at the supermarket several days earlier to learn about the new fall broadcast network television schedule. Our family had three options that evening. CBS offered a new show, California Fever, a rather forgettable teen drama that was canceled after just 10 episodes. NBC televised the debut of The Misadventures of Sheriff Lobo, starring Claude Akins. We didn't even give these two programs a second thought. Tuesday evenings served as appointment television in our home. As a nine-year-old boy, I loved watching Arthur Fonzarelli, Richie Cunningham, and the rest of the Happy Days crew. Of course, we didn't have much choice. Who in their right mind would watch those other two programs?

Shortly thereafter, my parents signed up for a new service called cable television. I remember the installer bringing a set-top box to our living room. Instead of turning the knob on the front of the television set, we now pushed down one of the box's 12 buttons to change the channel. Imagine that! We now had 12 options instead of just 3! Of course, we still had to get up from the couch each time we wanted to change the channel. The 12th button, the Entertainment and Sports Programming Network (ESPN), proved particularly intriguing to me. No one in my neighborhood had heard of this channel. It promised 24 hours of sports coverage. Mostly, that meant a healthy dose of rodeo, billiards, and Australian-rules football along with college sports (often televised on tape delay!). ESPN did not have the rights to air the major professional sports in those early days. My friends and I mostly loved watching SportsCenter each morning, a show featuring the highlights from the previous day's sporting events, hosted by anchors Bob Ley, George Grande, Tom Mees, and Chris Berman.

Fast-forward 18 years. Cable television had grown considerably, and we had many channels from which to choose. Disney now owned ESPN, and the network aired in over 70 million homes across the country.

Today the television industry has changed dramatically. Broadcast television viewership has declined substantially over the past two decades. Netflix and Hulu have roughly 75 million subscribers combined in the United States.

Today, my family has an incredible array of high-quality programming options from which to choose. We can select from nearly 500 original scripted programs, up from 182 shows just 15 years ago. On any given day, my children might be binge-watching the new season of a Netflix or Amazon original show in a matter of days, or plowing through every season of old favorites such as Friends or The Office. My spouse and I could be binge-watching our favorite new program, The Crown, while DVRing something that we simply don't have time to view at the moment. Despite the radical change in consumer viewing habits, the broadcast television networks continue to premiere most series in September, air episodes once per week, and televise a season finale in May. Talk about sticking with the status quo.

The past year's Emmy nominations demonstrate how new players dominate the production of high-quality, creative programming. In the best-comedy category, ABC received two nominations, but the rest went to shows airing on HBO, Netflix, and FX. In the best-drama category, only one broadcast network show received a nomination (NBC's

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