reativity can be defined as problem identification and idea generation whilst innovation can be defined as idea selection, development and commercialisation.

There are other useful definitions in this field, for example, creativity can be defined as consisting of a number of ideas, a number of diverse ideas and a number of novel ideas.

There are distinct processes that enhance problem identification and idea generation and, similarly, distinct processes that enhance idea selection, development and commercialisation. Whilst there is no sure fire route to commercial success, these processes improve the probability that good ideas will be generated and selected and that investment in developing and commercialising those ideas will not be wasted.

Tacit Knowledge

Nonaka et al (1995) define knowledge as being tacit or explicit. Explicit knowledge is all that can be codified, easily communicated and explained. Tacit knowledge is everything else - that which is hidden, deep rooted in action, hard to formalise and difficult to communicate.

Creativity and innovation are enhanced when individuals possess high rates of tacit knowledge. Tacit knowledge can be enhanced in a number of ways:

a) Engagement in many varied, novel and diverse activities. Those individuals with a life long interest in many subjects tend to be the most creative.

b) Utilising networks and collaboration. This allows intellectual cross-pollination, frame breaking and bridging of disparate worlds.

c) Access to many varied, diverse and novel information sources. These increase the intellectual input into problem identification and idea generation.

These and other topics are covered in depth in the MBA dissertation on Managing Creativity & Innovation, which can be purchased (along with a Creativity and Innovation DIY Audit, Good Idea Generator Software and Power Point Presentation) from http://www.managing-creativity.com/

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Kal Bishop MBA, is a management consultant based in London, UK. He has consulted in the visual media and software industries and for clients such as Toshiba and Transport for London. He has led Improv, creativity and innovation workshops, exhibited artwork in San Francisco, Los Angeles and London and written a number of screenplays. He is a passionate traveller. He can be reached on http://www.managing-creativity.com/

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