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Total Creativity Management

In classic brainstorming, the first phase strictly obeys the four rules of divergent thinking, the Csqm: C
as critical abrogated
quantity Q as privileged as extravagant welcome
S;
M as multiplication routine.

The second phase, convergent, it was left to the common sense of people, their natural right to use a filter or a series of filters to eliminate the obvious ideas and impossible ideas, and consider, in the end, only the successful elections were: effective, original and feasible. In this way, chances are that they are systematically eliminated the ideas are interesting but trivial, and those that are original and seemingly impossible. Proceeding thus, deprives it of an extraordinary innovation potential. Contradicts itself, stupidly, the definition that "creativity is to dream the impossible, to find a way to make it feasible."
is through empirical observation completed by groups of mixed research consultants - enterprise, which has discovered that in fact the mechanism is based on the dialectic of creativity, divergence convergence: dreaming l’impossibile, quindi trovare come renderlo possibile.

L’ideatore del metodo Papsa , Hubert Jaoui, ha elaborato un modello a spirale, battezzato Tcm, Total Creatività Management.


Modello del Total Creativity Management

La prima tappa consiste nell’impiantare il “creaflex” , o riflesso creativo (di cui parleremo nel prossimo post).

Nel corso della seconda tappa viene insegnato il metodo Papsa, che i partecipanti potranno in seguito applicare mediatamente, da soli , in coppia o in trio , quindi senza animatore.

La terza tappa vede svolgersi un cantiere di ricerca creativa, su un problema cruciale interno or outside: create or launch a new product or service, replace an existing product, invent a new market approach, define a new mode of operation.

The fourth stage goes up to an additional layer: the training of youth affairs. These belong to various functions, which continue to have for most of their time: their mission is, in fact, organize, animate, make groups of creative research on topics proposed by the management.

These leaders are chosen on a voluntary basis according to four criteria: motivation

mental flexibility

general knowledge ability to lead a group on the principle of semidirettività (Directivity absolute compliance with the rules of the game and methodology; directivity than full content, with positive reception of any ideas expressed).

The training of youth is two intensive training. The first forward the principles and tools, the second teaches the rules and tricks of the animation of creative groups. It explains how to build them and deal with these groups. And above them is getting ready to have a productive dialogue with their partners within:
- the steering committee, where it belongs, among others, the project leader, who will also participate in the creative group, without being the facilitator;
- Experts to be consulted occasionally and / or included in some research meetings.

The fifth stage is the installation of creativity as a value and practice in corporate culture. This is in general a communication campaign that uses many media, in particular a formal meeting with managers. On this occasion there is a presentation of youth affairs, who report on their experience, and is made an announcement to the public: "creativity belongs to everyone. You are all invited to use, individually or in groups, whenever it is worthwhile" .