We work with proven methodologies. The foundations on which we build and act are based on the systemic approach of the method as it has been developed by the Creative Problem Solving Group Buffalo. O2C2 works with the methodologies:
About the VIEW® understanding your thinking style
The VIEW is a self assessment instrument that examines three important dimensions of style that relate directly to creative behavior, problem solving, and change management.
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View: An Assessment of Problem Solving Style was developed as a tool to identify problem solving styles. The instrument is used with individuals older than 12 years of age. It measures three style dimensions related to creative problem solving and change management. This article describes the structure of the VIEW instrument and also proves its validity (does it measure what it claims to measure) and reliability (does it measure this in a consistent way).
About the SOQ®: understanding your working environment
TheSituational Outlook Questionnaire (SOQ) is an assessment instrument that examines the psychological aspects of the work environment – morecommonly referred to as atmosphere or climate. In a way, the SOQ helps us make the invisible more visible. SOQ provides insights into a person’s, team’s, department’s or organisation’s perception of the psychological climate for innovation and change.
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A large, global healthcare organization undertook a global audit to assess its innovative capability – and applied the Situational Outlook Questionnaire (SOQ) as a part of this initiative.
The results of the analysis indicated that more positive results on climate were clearly related to:
– Increasing levels of local empowerment, and this was greatly influenced by the degree of Risk-Taking, Freedom, Idea-Time, and Debate.
– Focusing more on consumer needs (rather than technology) when driving innovation, and this was greatly influenced by higher levels of Idea-Support and Freedom.
– Approaching, rather than avoiding, ambiguous innovation projects, and this was influenced mostly by reduced levels of Conflict and higher levels of Risk-Taking and Idea-Time.
These three issues relate well to the management of innovation and are explored further within this report.
Deze bibliografie omvat artikels, hoofdstukken en boeken die focussen op het organisatieklimaat gunstig voor creativiteit en innovatie en hierbij de SOQ (en de voorloper CCQ) als instrument hebben gebruikt om organisatieverandering te sturen en te ondersteunen.
The Situational Outlook Questionnaire (SOQ) has been used for more than 25 years to measure an organizational climate favorable to creativity, innovation and change. This article describes the state of affairs of the investigation in 2007. The number of respondents in this survey was 4.730. This research mentions the descriptive statistics, internal consistency, factor structure and other psychometric results.
This article describes the results of a study in which the SOQ was used to distinguish between teams with a team climate favourable to creativity and innovation and those with a team climate unfavourable to creativity and innovation. The nine dimensions of a climate of creativity and innovation are described at team level.
What is CPS 6.1 ™?
O2C2 uses the Creative Problem Solving (CPS) methodology. This is a powerful and flexible method to make effective use of the creativity of individuals, groups and organisations. CPS provides the framework to tackle problems and to come up with new solutions. It is about the way creativity is applied
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In the 1940s Osborn made the creative process more explicit with brainstorming and creative problem solving. Since Osborn, research has led to the further development of Creative Problem Solving (CPS). This article describes the step-by-step and systematic development of CPS that led to the current version of CPS 6.1™.
There is a wide range of change models. How do you choose between models such as the approach of De Bono, Design Thinking, Synectics, Triz or others? The teaching and use of CPS (about the most scientifically researched change model) has been proven to be effective. This article examines the scientific basis and development of CPS, the basic work carried out in Buffalo and the courses and training programmes that were evaluated.
These references indicate that the CPS training programmes have a positive impact.
Creative thinking can be taught! This also applies to young people! Torrance proves this by analysing data from 142 studies from the period 1960-1972. This shows that the CPS methodology is the most popular way to teach children how to think creatively. Not only was CPS the most widely used methodology, it was also the most successful (91%). A second analysis of data from 242 studies from the period 1972-1986, in which a distinction is made between children and adults, confirms this picture. Torrance also describes the existence of two international programmes aimed at developing the creative skills of young people: