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What is Creativity & Why Does it Happen?

Creativity Skills for Managers

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Language:  English
Creativity is creating something that wasn’t there before; seeing novel relationships between ideas and things.
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  • Introduction 
  1. What Is Creativity 
    1. Exploring Creativity
    2. Nature Verses Nurture 
    3. Creativity and Innovation 
    4. IQ and CQ 
    5. Multiple Intelligences 
    6. Barriers to Creativity 
    7. Myths of Creativity 
    8. Summary of Chapter 1 
  2. Why Does Creativity Happen? 
    1. Business Needs 
    2. Visualisation 
    3. Design Needs 
    4. Career Opportunities 
    5. Creativity and Travel 
    6. Creativity and Motivation 
    7. Roles to Facilitate Creativity 
    8. Summary of Chapter 2 
  • Acknowledgements
  • About the Author

Creativity is creating something that wasn’t there before, seeing novel relationships between artefacts, ideas, products, places and people. It is just one aspect of intelligence. Nevertheless, you need a certain level of IQ to be creative, although people with a high IQ are not necessarily creative.

To survive, a business needs to work smarter, faster and leaner; continually develop new products and services and improve existing ones. Good design is an important spur to creativity. It is often the main competitive advantage of successful companies.

About the author

Samuel A Malone is a self-employed training consultant, lecturer and author. He has published numerous journal articles in the fields of learning, study skills, personal development, motivation and management. He is the author of 28 books published in Ireland, the UK and abroad on learning, personal development, study skills and business management. Some of his books have gone into foreign translations including Russian, Spanish, Danish and Norwegian, and second editions. Some of his books have been published in India. He has an M.Ed. with distinction (in training and development) from the University of Sheffield and is a qualified Chartered Management Accountant (ACMA), Chartered Global Management Accountant (CGMA) and a Chartered Secretary (ACIS) and a Member of the Irish Institute of Industrial Engineers (MIIE). He is a fellow of the Irish Institute of Training and Development (FIITD).

About the Author

Samuel A. Malone