Tilburg University - This is a detailed summary of all the lectures and M's slides of Creative Entrepreneurship. It contains all the modules you need for the exam of 2022 or the resit in 2023.
Creative entrepreneurship lectures summary
M1
What does creativity consist of?
• Imagination: cognitive flexibility
• Attitude
• Evaluation: advantage and disadvantage of your idea. You are making choices all the
time: what do you pursue and what not
• Knowledge
Ferry et al.
Entrepreneurial success is associated to the work experience of the founder
Teresa Amabile
Expertise
Motivation
….
Designing meta cognition
We are designers, either by creating new ventures (entrepreneurship) or by adapting existing
structures (business innovation).
Metacognition suggests that by becoming aware of how we react (based on our interpretation
of the situation), that we can instead use this awareness to decide to act differently and choose
particular cognitive acts/strategies that may lead to more beneficial creative outcomes.
Main ideas
- Wicked nature of design problems (Rittel, 1972)
- Uncertainty and ambiguity avoidance
- Fluctuations in emotional responses based on our subjective perceptions of
complexity
- Agentic cognitive acts (responses to emotional triggers) to reduce uncertainty and to
keep advancing the design process
- Creative performance outcomes are affected by our decision making
- The duality/interplay of problem formulation and solution stages
, - Insufficiency of inductive + deductive methods; abductive thinking a valuable
reasoned process
Two systems by Daniel Kahneman
• System 1, which is associated with subconscious thought;
• System 2 which is associated with choice and deliberate action.
Rhodes (1961)
4P’s of creativity
• Person: Who is being creative
• Process: How are they working, what allows them to be crea
• Product: Try to figure out what creative is about the product
• Press: Successful creativity is subjective, because it depends on context:
Environmental context, it can be useful and 1 place in the world and not in the other
environmental
Switch in cognition while in group work
System 1: subconscious thinking
- Intuition
- Limits to intuition because it relies on knowledge and experiences. But we don’t have
to think hard about it
We need to step out of system 1 and making a switch to system 2, it’s a choice about how you
going to react to system 1. We make a choice if the way of reacting from system 1 is the right
way that’s what we do in system two.
System 2: choice and deliberate action
Problem formulation stage
Breadth vs Depth
More experienced designers often use this at the start: so before they figure out what the
problem is: they first approach it with breadth and then when they figure out what it is breadth
and then dive into in the depth of that problem.
Curse of the experts: you have a lot of knowledge from one of the notes (circle), so you forget
to look at the other circles
, Breadth thinking (circles)
Depth (further exploring the circles)
Error of the third kind: you are working on the wrong problem, but you figure this out later
It happens when:
- Incomplete
- Rushed
- Shallow
- Experience
But you can see the signs if you are conscious of the process: so are you doing the process
right: yes or no.
Problem to solution space is a non-linear iterative process:
Co-evolution: going back and forth between the two: it develops both
Problem Solution
,M3
Intro: (It says: Logical reasoning)
Problems and solutions space
The problem and solution stages are merely two phases in the entrepreneurship or creative
lifecycle. We often think of problem and solution spaces as relating only to new
product/service development ant to product-market fit, but hopefully you will believe that
problem and solution spaces can be applied to any challenge that organizations face.
, For example: independent or corporate entrepreneurs must also raise capital, build efficient
production, distribute their product or service and adapt to changing market conditions.
Problem Diagnosis (Problem space)
What is the problem?
- Indentify the result gap
o We have to find a problem.. But how? For example: from personal experience:
something that bothers us. This can be called the result gap. Something that is
not optimal in the current and you want it to be optimal in the future.
o
o So is there a gap? But does it matter to solve it? Sometimes it doesn’t matter if
the gap is filled.
- Decompose the gaps the drivers: You want to think about:
o Where is the problem?
▪ What are the factors that are creating this gap?
And then: In what way are these factors related?
▪ Are they related with each others, or aren’t they related at all?
Who are the stakeholders for the gap?
▪ Who does it matter to?
▪ Who is contributing to the gap?
Causal analysis:
- Why does this problem exist?
▪ What is the cause of the result gap factors?
Design is not a value neutral activity
Design as a dialectic:
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