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The Paradox of Structure

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创造，创新和改变

宾夕法尼亚州立大学

4.4（401 个评分） | 51K 名学生已注册

Let’s keep making history together - over and over! In 2013 and 2014, over 200,000 people from more than 190 countries came together in this MOOC to explore creativity, innovation, and change. What did we DO? We discovered creative uniqueness through Creative Diversity. We used Intelligent Fast Failure to build innovative skills. We applied CENTER principles to drive personal change. And we implemented value creation skills to initiate lasting change. That was CIC 1.0 and CIC 2.0, and it was a BLAST! Now we’re back - and even better than before - with some new faces and fresh ideas to help you develop your creative potential, so you can enhance and transform your business, your community, and your personal life. This is CIC On-demand … we’re ready to ROCK … AND we are always open! Recommended Readings Innovate or Die - Jack Matson: http://amzn.to/14Wed0V CENTER - Darrell Velegol: http://amzn.to/17rLzXJ

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4.4（401 个评分）

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LB

Aug 12, 2015

Very interesting, definitely helpful in cultivating a creative mind and perspective. I would recommend this to anyone not just designers, artists and creatives.

JC

Sep 18, 2015

Great course. Very practical and challenging at the same time. It helps you to become focused and gives you tools to plan your life or what you want to do.

从本节课中

Understanding Creative Diversity

Welcome to the world of creative diversity! In this module, you will discover that creativity comes in many different shapes and sizes, each of which is equally important in solving the world’s problems. Specifically, you will learn about four key variables that define and describe creative diversity, including your creative style and your creative level. You will also learn how creative diversity impacts the ideas you generate and how you make use of them, as well as how to recognize and appreciate the creative diversity of others around you.

Introduction2:00

Creative diversity7:38

Creative Style Estimation Exercise1:11

Creative Divergence5:59

Ideation Evaluation Techniques4:33

The Paradox of Structure3:55

Critical Problem Solving Process4:30

SAP Design Thinking Jam6:44

Creative Diversity Application5:49

教学方

Dr. Kathryn W. Jablokow
Professor
Dr. Darrell Velegol
Distinguished Professor of Chemical Engineering
Dr. Jack V. Matson
Professor Emeritus
Elizabeth Kisenwether
Assistant Professor
John Bellanti
Dr.
Dr. Armend Tahirsylaj

脚本

Hi, everyone, Katherine here with Darryl and we're going to be talking about structure and creativity. Two topics that sometimes might not seem to go together. Darryl, you've told me a great story about children and structure. Something to do with a fence, I think? >> Yeah, that's right. There was a small study done and they had a class of students that they took to two different playgrounds at two different times. >> Okay. >> The one playground had a fence and the other playground did not. So they took the students to a playground without a fence and they observed how much of the territory did they, did they use. Where did they go and so on and they kept track of it and they found that they used a certain amount of territory. When they took them to the other playground with the fence. You might have expected that it would confine the students. >> Right. >> But just the opposite happened. The students who were on the playground with the fence used the entire area within the fence. The students on the playground without the fence stayed a little closer together. It was almost as if they were fearful of the boundaries. >> Interesting. Hm, mm. >> And it was, it was almost a type of paradox of structure. >> Hm, mm. >> That they, they would be keeping them in. >> There is a concept that we call the paradox of structure, Michael Curtin is the one who introduced it, and it says that any structure is both enabling, in other words helpful. >> Right. >> And limiting at the same time and it applies to any kind of structure at all, so the fence was a physical structure, but I could have a social structure like my family or a team. I could have a, a mental structure, an idea, a plan, can you think [CROSSTALK]. >> Even a budget or a schedule or any of these things, or structures of various sorts. >> And systems and governments and languages. >> Yes, yes. >> They're all different structures. And so, the idea is that when you have a structure and you're problem solving, you're trying to figure out what's just the right amount of structure that will be useful without limiting you too much? >> Right. >> And what's interesting is that if you remember our creative diversity model, people see structure differently. >> Yes. >> Right, so you have people who prefer more of it and people who prefer less of it. >> That's right. >> So, if you think of one of those examples of a structure like a team or like the rules in an organization how you're suppose to behave. >> Right. People who are more structured thinkers will make use of that structure. >> Yes. >> They find it enabling, they see it as more helpful than the people who are the less structured, who will tend to try to shed it. So you get two people with different creative styles, looking at the same structure and seeing it very, very differently. >> Yeah, and one way to navigate that difference is, if you, you could have the structure. >> Mm-hm. >> Have your fence but, gates in it. >> Yes. >> Have a way to go to the next level in a safe way, so that you could return back. >> And when you build those fences it's as if you're giving yourself some flexibility. So the structure doesn't become too rigid and yet at the same time, you have that, you have that safety so you know where you can go. I think one great exercise for all of us and for the students here would be to pick a structure, it could be a social structure like your family or your team that you work with or it could be the rules or the regulations in your city or your organization and it might be fun to do this with a partner. Look at that structure and think about all the things that are enabling about it, all the things that are helpful. >> And all the things that are limiting. >> All the things that are limiting and compare your views. >> Yes, yes. >> And by doing that you're going to get a sense of how you think differently about structures. And that will help you in your collaboration with that person to understand a little bit more how do they use structure differently than I do.

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