My name is Colin Fisher.
I'm a Professor of Organizational Behavior at
Boston University in the School of Management.
Today I'm going to tell you about creative collaboration,
innovation, and creativity in teams.
Before we get started,
I want to give you a sense of the material we're going to be covering during this talk.
First, I want to talk a little bit about what creativity really is,
and what the factors that promote and inhibit it within organizations are.
Then we're going to talk about why someone would choose to use teams for creative work,
and how to manage the key processes that go on within those teams.
We'll then go and compare compositional and improvisational creativity
as two ways to think about these collective processes.
Last talk about how creative teams can receive and obtain help.
I'd like to begin to talking about the myths about creativity.
Myth as the creativity is reserved for lone geniuses.
Everyone thinks of creative individuals as
these great inventors, scientists, and artists,
and that we all know that those are really the creative people,
and if we see a creative group,
we're just looking for that individual,
that lone genius within it who is really responsible.
In museums, there aren't statues or paintings of great teams of inventors,
there are teams of novelists,
there aren't teams of people who made
all these great paintings that are hanging in the museum.
Why is it that we would be talking about teams and organizations
as creating the great new products and solving the hard problems of today and tomorrow?
Well, in fact, teams are the drivers of creativity today across many fields,
in science and engineering in arts and humanities,
the social sciences, and even among new ideas and products,
we're seeing teams starting to dominate the landscape of producing knowledge.
That the number of patents that are created by teams,
the number of important grants,
the number of important discoveries all today are being done by teams,
rather than by this myth of the lone genius.