Creativity and problem solving in the development of organizational innovation

This research focuses on creativity and innovation management in organizations. We present a model of intervention that aims at establishing a culture of organizational innovation through the internal development of individual and team creativity focusing on problem solving. The model relies on management’s commitment and in the organization’s talented people (creative leaders and employees) as a result of their ability in defining a better organization. The design follows Min Basadur’s problem solving approach consisting of problem finding, fact finding, problem definition, solution finding and decision implementation. These steps are carried out using specific techniques and procedures that will link creative people and management in order to initiate the process until problems are defined. For each defined problem, project teams will develop possible solutions and implement these decisions. Thus, a system of transformation of the individual and team creativity into organizational innovation can be established.

Accessing prospective early years’ teachers’ knowledge on fractions in order to design tasks for developing teachers’ MKT

Fractions is perhaps one of the most complex and difficult topics pupils explore in the early years of schooling. Difficulties in learning this topic may have its genesis in the fact that fractions comprise a multifaceted construct (Kieren, 1995) or can be conceived as being grounded in the instructional approaches employed to teach fractions (Behr, Harel, Post & Lesh, 1993). Thus, students’ limited understanding might be related to how their teachers understand and interpret fractions — it’s thus related with teachers’ knowledge and practice. Although there is a generalized agreement on teachers’ role on/for students learning, most research on fractions focus on students, leaving aside teachers’ role (and their knowledge on the topic). Thus, teachers’ training has in certain respects been left behind. We still know little about how teachers’ knowledge on fractions influences students’ broader view of mathematics, and its connection and evolution within and along schooling. Aimed at conceptualize ways of improving teachers’ knowledge, training and practices, it’s of fundamental importance to access the areas of knowledge (here conceived as mathematical knowledge for teaching (MKT) (Ball, Thames & Phelps, 2008) in which (prospective) teachers are more deficitaries.

Intervention for organizational innovation: a case study

This article is intended to report an intervention in a SME of the IT sector, aiming at an organizational change process towards a greater proactivity of employees. The presentation of the case includes the diagnosis, intervention, and the beginning of the implementation of innovation projects, based on an adapted model of third generation large-group organizational change methods. In addition to the steps followed, small-world analysis techniques were used, with the intention of determining the existing communication networks; also, a content analysis of collected success stories was made, in order to suggest strong points for a future organizational culture. The results clarified the desirable characteristics of an intervention method with large groups, adapted to Portuguese companies, and effective in organizational innovation project design. The analysis of the success stories helped to determine the strengths of an orientation for the future, while the use of measures of small-world networks allowed us to analyze the existing informal organization. Although this study does not include the completion of the projects, due to difficulties in the company, it can provide a solid basis for application in future interventions.