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Guilford classed these two traits as ‘fluency’—the ability to produce ideas—and ‘flexibility’—the ability to come up with different types of idea (Guilford 1967). The above experiment will quickly show that, working as a group, people are usually much more fluent and flexible than any single individual. When working together people spark each other off, jump on and develop each other’s ideas, encourage and support each other through positive emotional mechanisms like laughter and agreement and in a variety of ways stimulate a high level of shared creativity.

Frank Cass, London. Kay, J. (1993) Foundations of Corporate Success: How Business Strategies Add Value. Oxford University Press, Oxford. Lamming, R. (1993) Beyond Partnership. Prentice-Hall, London. Leonard-Barton, D. (1992) ‘The organization as learning laboratory,’ Sloan Management Review, 34 (1), 23–28. Leonard-Barton, D. and Smith (1994) ‘Transforming R&D and manufacturing capabilities,’ in Souder, W. and Sherman, J. (eds), Managing New Technology Development, McGraw-Hill, New York. Lillrank, P.

Take any group of people and ask them to think of different uses for an everyday item—a cup, a brick, a ball, etc. Working alone they will usually develop an extensive list—but then ask them to share the ideas they have generated. The resulting list will not only be much longer, but will also contain much greater diversity of possible classes of solution to the problem. ), a musical instrument, a measure, a template around which one can draw, a device for eavesdropping (when pressed against a wall) and even, when thrown, a weapon!

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