Program Director Contact Details:
Innovation and Entrepreneurship (PG)
Name: Prof Paul Steffens
Phone: +61 8 8313 7512
Email: paul.steffens@adelaide.edu.au

---

Name: Gerard Reed

Short Bio:
Gerard Reed completed a Bachelor of Arts degree at the University of New South Wales where he studied Theatre, History, Politics, Film, and Religion. Gerard holds a Master of Arts degree from the University of the Arts, London where he further developed his interest in the history and production of independent film and documentary. Gerard also completed a Master of Entrepreneurship degree at ECIC and is co-founder of a digital and screen production company. He is currently completing his PhD at the ECIC with a particular focus on screen business.

Email: gerard.reed@adelaide.edu.au
Phone: +61 8 8313 7422

Opening Intensive:
Thursday 1st and Friday 2nd June 2017
9am-6pm
Napier, 210, Teaching Room

Closing Intensive:
Thursday 13th and Friday 14th July 2017
9am-6pm
Napier, 210, Teaching Room

On successful completion of this course, students will be able to:

1	Explain the nature of creativity and innovation
2	Explore, develop and demonstrate their creativity
3	Identify ways of eliminating barriers to creativity
4	Identify ways to turn creativity into insights, ideas, opportunities and action
5	Illustrate how to bring creativity and innovation into an organisation
6	Articulate how to manage creativity and innovation in an organisational context

The University’s preferred textbook supplier is Unibooks: http://www.unibooks.com.au/ 

NO required Text book:

Please utilize the articles below for in-class discussion and as reference material:

Rosabeth Moss Kanter 2006, 'Innovation: The Classic Traps', Harvard Business Review, Vol. 84, No. 11, pp. 72 - 83

Brown, T 2008, "Design Thinking", Harvard Business Review, Vol. 86, No., 6, pp. 84 - 92

Amabile T 1998, " How to Kill Creativity", Harvard Business Review, Vol. 76, No. 5, pp. 76 - 87

Catmull, E 2008, "How Pixar Fosters Collective Creativity", Harvard Business Review, Vol. 86 No. 9, pp. 64 - 72

Sutton R 2001, "The Weird Rules of Creativity", Harvard Business Review, Vol. 79, No. 8, pp. 94 - 103

Thomke, Stefan H., and Barbara Feinberg. "Design Thinking and Innovation at Apple." Harvard Business School Case 609-066, January 2009. (Revised May 2012)

Amabile, Teresa M., and Mukti Khaire. "Creativity and the Role of the Leader." Harvard Business Review Vol. 86, No. 10 (October 2008).

Florida, R Goodnight, J 2005, “Managing for Creativity”,Harvard Business Review, July-August, pp. 125-131.

Rob Goffee & Gareth Jones (2007), “Leading Clever People”, Harvard Business Review, March. pp.72 -79.

Drucker, P 2002, The discipline of innovation. Harvard Business Review, pp. 95-102

Gary Hamel (2006), “The Why, What, and How of Management Innovation”, Harvard Business Review, February, Vol. 84, No. 2, pp. 72-83.

Hamel, G 2009, “Moon Shots for Management”, Harvard Business Review, February, Vol. 87, No. 2, pp. 91-98.

Darrell K. Rigby, Kara Gruver & James Allen (2009), “Innovation in Turbulent Times”, Harvard Business Review, June, pp. 79-86.

Clayton Christennsen & Michael Overdorf (2000), “Meeting the Challenge of Disruptive Change”, Harvard Business Review, March-April, Vol. 78, No. 2, pp. 66-76.

Kevin Coyne, Patricia Gorman Clifford & Renee Dye (2007), “Breakthrough Thinking Inside the Box”, Harvard Business Review, December, Vol. 85, No. 12, pp. 70 - 78.

These books are recommended as they may be referred to during this program:
De Bono, E 2009, Six Thinking Hats, Penguin.

Kirton, M J 2006, Adaption-Innovation In the Context of Diversity and Change, Routledge, New York.

CREATIVITY
Grudin, R 1990, The Grace of Great Things; creativity and innovation, Houghton Mifflin Company Boston.

Schnetzler, N 2005, The Idea Machine. How ideas can be produced industrially, Wiley-VCH, Weinheim.

Robinson, A Schroder, D 2006, Ideas Are Free: How the Idea Revolution Is Liberating People and Transforming Organisations, Free Press USA

Edward de Bono has written about 70 books on creative thinking. Aside from Six Thinking Hats, you could also refer to these:

De Bono, E 1990, PO: Beyond Yes and No: Intl Center for Creative Thinking.

De Bono, E 1970, Lateral Thinking, Harper & Row, New York.

Vertical thinking is digging the same hole deeper; lateral thinking is digging someplace else. 

Michalko, M 2001, Cracking Creativity, Ten Speed Press

Csikszentmihalyi, M 1990, FLOW: The Psychology of Optimal Experience, Harper & Row.

Design Thinking and Service Design
Liedtka, J Ogilvie, T 2011, Designing For Growth, a design thinking tool kit for managers,  Columbia Business School Publishing

Norman, D 2005, Emotional Design: Why We Love (or Hate) Everyday Things, Basic Books.

Library Resources
The University of Adelaide’s Barr Smith Library provides a range of learning resources including texts, journals, periodicals, magazines, and access to online databases and information services. It also offers a virtual library which is accessible via the University’s website. Access to the Library's electronic resources.

MyUni is the University of Adelaide's online learning environment. It is used to support traditional face-to-face lectures, tutorials and workshops at the University. MyUni provides access to various features including announcements, course materials, discussion boards and assessments for each online course of study.

This course is offered in blended learning mode with the face-to-face component offered as intensives.

As a guide, a 3 unit course comprises a total of 156 hours work (this includes face-to-face contact, any online components, and self-directed study).

This is a draft schedule and session dates are a guide only. The timetable may be changed during the course delivery if necessary.

Intensive day	Content	Activities
1	Creativity	Introductions and Overview What is creativity? What is Innovation?
2	Creativity	How does creativity assist innovative organisations?  Shaping a culture open to ideas
3	Innovation	The Complex issues of innovation in organisations Tangible Innovation What makes innovative organisations innovative?
4	Product Development and Innovation	Innovation Management Innovation Strategy Taking Innovation into your organisation

An overview of the course assessment appears in the following Table. Details appear in the following section:

#	Assessment Task	Task Type	Length	Weighting	Learning Outcomes
1	Assignment One: Creativity Multiple Choice Test	Individual	30 questions 1 hour	15%	1, 4, 5
2	Assignment Two: Innovation Multiple Choice Test	Individual	30 questions 1 hour	15%	1, 4, 5
3	Group Presentation: In Class Presentation	Group	15 min presentation 10 min Q&A	30%	2, 4, 5
4	Final report : Answer all 4 topics. Write 500 words per topic. References and examples are required.	Individual	2000 words	40%	3, 5, 6
	Total			100%

Students should attend all classes in order to pass the course. There is considerable experiential learning in workshops during the intensive classes that build your knowledge and thus enable you to be successful in this course.

Course results are subject to moderation by the ECIC Board of Examiners

Assignment 1 & 2: Two in-class multiple choice questions tests
Submission Details:
Assignment Test 1 will be conducted in class at the end of second day (02/06/17) of the first intensive session
Assignment Test 2 will be conducted in class at the end of second day (14/07/17) of the second intensive session

Task:
30 Multiple choice questions will be given and each correct answer carries 0.5 mark. So the test is worth 15 marks
Duration is for ONE hour
Marking ie 15/30 = 50%
Marks will be posted on MyUni

Scope:
This assignment will assess your understanding of creativity in the context of innovation based on the lecture material and readings.

Length and Presentation:
Each test has questions to be completed in the time limit set.

Criteria by which your assessment will be marked:
Marked by your instructor. The correct answer will have 1 mark (0.5 value) and the wrong answer will have 0 mark. The correct answers will be posted on MyUni after the assessment is completed



Assignment 3: Group Presentation – In Class Presentation: Spaces that inspire Creativity and Innovation.
Weighting: 30%
Due Date: In-class on 14/07/17
Submission Details: Presentation in class
In Class group work, group questions and other feedback are included in the assessment, not just the presentation on the final day.

Task:
To work as group to use design thinking to improve or design a creative space.
- utilize brainstorming, 6 thinking hats, mindmapping and design thinking.

Scope:
The purpose of this exercise is to demonstrate your use of the tools and perspectives learned during the program. The presentation can be of a real world space or a conceptualization. This space can be for individual, commercial, social or community use.

Length and Presentation:
15 minute presentation – you can create mock ups, posters, or PowerPoint / Prezi to help with your presentation.
Other groups will have 10 minutes to ask questions and discuss (this is also assessed).
Topics excluded: Google, Atlassian, Facebook, Skype, Virgin, Google, Ikea, 3M, Starbucks, Apple, IBM, Evernote

Criteria by which your assessment will be marked:
Your group will present your concept to others in the class. Your concept and strategy will be assessed and questions asked.



Assessment 4: Final Report Assignment
Answer all 4 of the topics outlined below.
500 words per topic - be concise - note which topic you are answering
Each submitted component worth 10%.
Submission Details: Online through MyUni using Turnitin link on 30/07/17

Criteria by which your assessment will be marked:
· Delivered on time.
· Clarity and efficiency of the writing.
· Understanding of the topic.
· Insight that is demonstrated.
· Clear examples or case studies.

Scope:
This assignment will assess your understanding and application of organisational creativity and innovation.
The intent of this paper is not to summarize the content but to show your understanding, use or insight to apply the academic literature.


Topic A: Creating the motive for ideas and innovation
Task: Organisational culture
There is much talk about the need for a culture for innovation.
The key reason is to create the motive for people to be innovative.

Your challenge for this assignment:
The culture of an organisation to be open to ideas and innovation is a key to success.
Keeping in mind cognitive diversity; what are your recommendations for making an organisation more innovative?
1. What should the leaders do and say?
2. What should managers do and say?
3. Any recommendations for departments like HR?
This can apply directly to your organisation or think like a consultant to make recommendations to an executive team.
What strategies would you use?
What are some of the tactics or action that will be needed to achieve each strategy.


Topic B: Design Thinking
Task: Building your tool kit for Design Thinking.
There are many ways to solve challenges.
Design thinking is a problem solving approach that focuses on people.

Your challenge for this assignment:
Innovations often start with solutions to difficult challenges.
As a designer you need to understand the people for whom you are designing.
The problem: some university students are unable to express creativity in class. How can the university use Design Thinking to look for solutions to solve this problem?

This assignment has three elements
1. Summarize the steps in the design thinking process that you feel are relevant to solving this problem.
2. Use the document to suggest a ‘method’ or tool, process or approach at each step as appropriate.
3. Suggest who would want to involve or engage of solving this problem?
This assignment is a plan for design thinking ‘idea factory’ you could facilitate with a group of people. You do not have to solve the problem. This is about the process you would use to explore and solve the problem.


Topic C: Thinking Styles
Task: Do all people think alike?
Exploring cognitive style and adaption-innovation theory in the real world

Your challenge:
Use some of the adaption – innovation theory to make your case.
Do People Think Alike?
Working with and managing people would seem easy if all people did think alike.
1. What is the most insightful points to you about the concept of cognitive thinking style differences?
2. How can your understanding of your assessment and adaption-innovation theory change your approach to your ideas or how you manage your contribution at work as well as work with other people and manage other people?
3. Provide an example or case study where the cognitive diversity was badly managed.


Topic D: Brainstorming
Task: Brainstorming
A crucial element for personal and team creativity is the ability to collaborate to brain storm effectively.

Your challenge:
Plan a brainstorm to work on a problem you are facing or an opportunity you want to create.

1. The key ingredient is a well defined Challenge or Problem Statement. Define the problem or challenge.
2. How will you prompt people to engage with your problem? What tools or methods would you use?
3. What type of ‘result’ should your brainstorming session ultimately create? It could be a strategy, service concepts, a list of product ideas, or an action plan. This must match the design of your Challenge or Problem Statement.

All text based assignments must be submitted via MyUni.
Please refer to step by step instructions: MyUni Learning Centre

There are a few points to note about the submission of assignments:

• Assignment Submission:  Assignments should not be emailed to the instructor; they must be lodged via the MyUni Course site (unless specified to do both). Note that assignments may be processed via TURNITIN, which is an online plagiarism prevention tool.
• Cover Sheet:  Please submit, separate to your assignment, the completed University of Adelaide Assessment Cover Sheet providing details of yourself and your team members (if applicable), your assignment, the course, date submitted, etc. as well as the declaration signed by you that this is your (your team’s) work.  Note that the declaration on any electronically submitted assignment will be deemed to have the same authority as a signed declaration.
• Backup Copy of Assignments:  You are advised to keep a copy of your assignments in case the submitted copy goes missing.  Please ensure that all assignment pages are numbered. If your assignment contains confidential information, you should discuss any concerns with the Course Lecturer prior to submission.
• Extensions of Time:  Any request for an extension of time for the submission of an assignment should be made well before the due date of the assignment to the Course Lecturer.  Normally, extensions will only be granted for a maximum of two weeks from the original assignment submission date.  Extensions will only be granted in cases of genuine extenuating circumstances and proof, such as a doctor’s certificate, may be required.
• Failure to submit: Failure to submit an assignment on time or by the agreed extension deadline may result in penalties and may incur a fail grade.  Note that a late penalty of 5% of the total available marks for that assessment item will be incurred each day an assignment is handed in late (Unless otherwise stated in 'Assessment Related Requirements' or 'Assessment Detail' above).  Assignments handed in after 14 days from the due submission date will fail even if a 100% mark is granted for the work.

Resubmission & Remarking
Resubmission of an assignment for remarking after reworking it to obtain a better mark will not normally be accepted.  Approval for resubmission will only be granted on medical or compassionate grounds.