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.

Using creative problem solving (CPS) to improve leadership in a non-profit organization

The purpose of this study was to evaluate the effectiveness of the Creative Problem Solving (CPS) method in improving the leadership process in a non-profit organization. The research was designed around an intervention and structured in three stages (pre-consult, intervention and follow-up), with a team designated by management, in order to bring leadership cohesion to both departments of the organization and also between the board and executive management. The results, expressed in the tasks performed and in the interviews to team members, allowed us to conclude on the effectiveness of the CPS method to improve organizational leadership, by establishing a stronger relationship between departments, as well as, in the long term, between the board and executive management. These results highlight possible solutions to improve the leadership of non-profit organizations.

Methods to improve creativity and innovation: the effectiveness of creative problem solving

This chapter focuses on the development of organizational creativity, using the CPS methodology, aiming at demonstrating its effectiveness in using the individual and team divergent thinking improvement in identifying organizational problems. A study was undertaken using problem solving teams in seven companies, in which each individual was submitted to a pre-post test in attitudes towards divergent thinking and asked to express the evaluation of the method. All the information reported in the sessions was recorded. The results indicate a change in attitude favourable to divergent thinking, the provision of a professional, efficient method of organizing knowledge in such a way that can help individuals to find original solutions to problems, and an important way to lead teams to creativity and innovation, according with companies different orientations.

Teachers’ reflections on non standard students work

One of the tasks of teaching (Ball, Thames, & Phelps, 2008) concerns the work of interpreting student error and evaluating alternative algorithms used by students. Teachers’ abilities to understand nonstandard student work affects their instructional decisions, the explanations they provide in the classroom, the way they guide their students, and how they conduct mathematical discussions. However, their knowledge or their perceptions of the knowledge may not correspond to the actual level of knowledge that will support flexibility and fluency in a mathematics classroom. In this paper, we focus on Norwegian and Portuguese teachers’ reflections when trying to give sense to students’ use of nonstandard subtraction algorithms and of the mathematics imbedded in such. By discussing teachers’ mathematical knowledge associated with these situations and revealed in their reflections, we can perceive the difficulties teachers have in making sense of students’ solutions that differ from those most commonly reached.

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.