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At the root of the development of our species from our primitive beginnings to the recent stunning advances in technology, communication, and social complexity, has been innovation—the development and implementation of improved processes, products, or procedures. Yet, despite the fascination with individual creativity, innovation is not a solitary activity that results from the vigorous championing of one idea by one individual. Innovation is more usually the result of concerted activities in groups of people, developing and implementing their ideas of a period, and then diffusing successful innovations throughout organizations or societies.

Without recourse to complex academic definitions, it seems simplest and most helpful to distinguish between creativity and innovation implementation. Creativity is the development of new ideas, whereas innovation implementation is the application of those new ideas in practice. Using this distinction between creativity and innovation implementation (in which creativity and innovation implementation are included under the heading of innovation), it then becomes clear that creativity is a characteristic of individuals, whereas innovation implementation is something that can be accomplished by individuals, groups, organizations, or even whole nations.

Innovation can be defined as those behavioral and social processes whereby individuals, groups, or organizations seek to achieve desired changes or to avoid the penalties of inaction. The term innovation is generally restricted to intentional attempts to bring about benefits from new changes. These changes might include economic benefits, personal growth, increased satisfaction, improved group cohesiveness, and productivity and economic gains. If a change occurs unintentionally, it is generally not considered an innovation.

Further, innovation implies both usefulness and novelty. An innovation must aim to produce benefits to the individual, group, organization, or wider society. Innovations can vary in relation to their novelty, from those that are relatively minor to those that are of great significance.

The most influential approaches in the study of creativity and innovation agree that it is important to consider the role of individual characteristics as well as to identify how other factors at different levels of social complexity such as the group context, the organization, and the larger society influence the unfolding of the innovation process. This entry focuses on the factors influencing innovation at the lower levels—the individual and the team.

Individual Creativity

Innovation starts with the generation of an idea by an individual, which has led scholars to focus on the characteristics of the creative individual. Meta-analytic studies have identified several personality characteristics that tend to distinguish between more and less creative people. Generally, creative people are more open to new experiences; less conventional and less conscientious; and more self-confident, self-accepting, driven, ambitious, dominant, hostile, and impulsive. These traits tend to be relatively stable over the life span of an individual.

Cognitive factors have also been associated with displays of creative behavior. Cognitive flexibility; ideational fluency; and synthetic, analytic, and practical abilities seem to enhance creative behavior. Intelligence is not highly correlated with creativity, although most researchers agree that at least above-average intelligence is necessary for gaining domain expertise.

Dispositional characteristics, such as mood and intrinsic motivation, are also important factors in understanding why individuals are more or less prone to be creative and consequently initiate the innovation process. Teresa Amabile described creativity as the product of three factors: domainrelevant skills, which refers to factual knowledge and expertise in a certain domain; creativity-relevant skills, which refers to the strategies and cognitive styles that influence idea production; and intrinsic motivation, conceptualized as the individual's genuine interest in the task. Amabile attributes special relevance to intrinsic motivation because she considers this component to make the difference between what one can do (determined by domainrelevant skills and creativity-relevant skills) and what one will do. Intrinsic motivation determines the extent to which domainrelevant skills and creativity-relevant skills will be fully and appropriately applied toward successful creative performance.

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