Innovation in creativity and innovation is more important than personality. It's like having a lot of intelligence – one must be interested in improving and applying it.
It is convincing that motivation and creative output is a positive correlation. The more motivated the person, the more likely he or she is to participate in the project at various intellectual levels until success is achieved.
In spite of many statements, motivating factors can be isolated, monitored and measured using standardized amounts.
This allows leaders, advisors or managers to measure and improve motivation with a corresponding increase in creative output.
There are extensive and specific categories of incentives.
Broad Categories (Amabile, 1983):
a) Intrinsic motivation – where satisfaction is achieved by solving the problem itself, the activity of the participants is for their own sake. Characteristic of highly motivated people is a duty for work, passionate employment, total absorption and emotion in their work, interest and pleasure in their work, a challenge for their work.
b) Extrinsic motivation – where the performance of the project leads to full-fledged front, rather than the project itself. There is an incentive to participate in activities primarily to meet any goal outside the work itself, such as winning a prize, winning a contest or meeting any conditions.
Extrinsic motivation is itself divided into two categories: synergy and non-interoperability. Synergistic extrinsic motivators provide information or enable the individual to complete the project and act in accordance with their own initiative. The asymmetric prize leads to a man being controlled and incompatible with internal motivation.
A number of certain categories exist, including:
a) The gap between thought and the real self. If an individual finds that he is not what he wants to be, then it is more likely that he is encouraged to engage in activities that bring him closer to his ideal self.
b) Experience the pleasure of the project. Terms like "fun", "fun", "fascinating" and "inspiring" are common.
c) How challenging. The more the task is considered challenging and the ability to expand, the more internal motivation.
d) efficiency. If a project is considered unacceptable, it reduces self-esteem.
e) Manage your own destiny. If an individual perceives a task not under his control, then internal motivation is reduced.
f) Recognition is known by many to be a powerful driver of the project.
These and other topics are discussed in detail in the MBA dissertation for Creative & Innovation Management, which can be purchased (along with DIY Audit, Powerpoint Promotion and Good Idea Generator Software) from http://www.managing-creativity.com .
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