Creativity plays a crucial role in innovation, and innovation is essential for any organization's continuous success and survival. Past creativity research focused on the studies of individual creativity (West, 2009); however, in recent years there has been an increased emphasis on understanding how a group of people work together to produce creative ideas and products (Paulus & Nijstad, 2003). This collaborative creativity process is often referred to as group creativity. Despite the increased interest in group creativity, there is still a lack of empirical studies (Taggar, 2002). This study explored the impact of group collaboration on the improvement of individual creative thinking ability. During the 2009–2010 school year, approximately 120 undergraduate technology and engineering students participated in the Innovation Boot Camp (IBC), a creativity training program. The participants were teamed up with people from different majors and asked to work together to design an innovative solution to a problem. Their individual creativity was also measured before and after the IBC using the Torrance Test of Creative Thinking (TTCT). Interestingly, a significant TTCT score improvement was found only in a few groups, but not in all groups. This study qualitatively analyzed video-recorded team interactions of three groups that significantly increased their creativity scores (improved groups) and three groups who did not (non-improved groups). The findings of this analysis revealed six major differences between the improved and non-improved groups. These differences were (1) idea and information exchange, (2) critique, (3) idea improvement, (4) prototype design, (5) challenging solution, and (6) engagement level. Based on these differences, this report presents a theory that could explain how group collaboration can improve individual creative thinking ability. The implications of the study findings for future research were also discussed.

Yes / Aims To examine frontline staff acceptance of telehealth and identify barriers to and enablers of successful adoption of remote monitoring for patients with Chronic Obstructive Pulmonary Disease and Chronic Heart Failure. Background The use of telehealth in the UK has not developed at the pace and scale anticipated by policy. Many existing studies report frontline staff acceptance as a key barrier, however data are limited and there is little evidence of the adoption of telehealth in routine practice. Design Case studies of four community health services in England that use telehealth to monitor patients with Chronic Obstructive Pulmonary Disease and Chronic Heart Failure. Methods Thematic analysis of qualitative interviews with 84 nursing and other frontline staff; and 21 managers and key stakeholders; data collected May 2012–June 2013. Findings Staff attitudes ranged from resistance to enthusiasm, with varied opinions about the motives for investing in telehealth and the potential impact on nursing roles. Having reliable and flexible technology and dedicated resources for telehealth work were identified as essential in helping to overcome early barriers to acceptance, along with appropriate staff training and a partnership approach to implementation. Early successes were also important, encouraging staff to use telehealth and facilitating clinical learning and increased adoption. Conclusions The mainstreaming of telehealth hinges on clinical ‘buy-in’. Where barriers to successful implementation exist, clinicians can lose faith in using technology to perform tasks traditionally delivered in person. Addressing barriers is therefore crucial if clinicians are to adopt telehealth into routine practice. / Technology Strategy Board and the Economic and Social Research Council

In diesem Beitrag diskutieren wir die Idee, Konzepte aus den Bereichen der Community-Unterstützung und ubiquitären Benutzungsschnittstellen auf die Unterstützung von Innovation in Unternehmen anzuwenden. Unser Fokus liegt dabei auf der frühen Phase des Innovationsprozesses – der Ideengenerierung und des Vorschlagsmanagements. Kernidee unseres Ansatzes ist es dabei, Awareness über das kreative Potential des Unternehmens bereitzustellen und eingebrachte Ideen durch öffentliche Präsentation zu würdigen, indem sie auf großen Wandbildschirmen („Idea Mirrors“) im Bürobereich dargestellt werden.

No description available.