| Course Title |
Purpose |
Target |
| Creativity & Innovation Forum |
A highly interactive presentation, in-depth discussion and workshop outlining what encourages and what inhibits creativity and innovation from a personal and organisational perspective. |
A foundational session for all staff to reflect on their individual and organisational creative processes and understand the need for psychological self-management. |
| Surviving the Creative Roller Coaster |
To increase creative understanding, improve creative work patterns and promote creative sustainability. |
Professionals working in, or managing others in, high pressure, 'create on demand' environments. |
| Creative Awareness and Mastering Creativity |
To develop innate creative and innovation potential and extend creative boundaries. To enhance insight into creative motivations and understanding the creative 'flow' experience. |
All creative practitioners, especially those wanting renewed inspiration and deeper understanding of their creative potential. |
| Creative Opportunity and Realistic Optimism |
To develop creative resilience, creative outlooks and constructive behaviours to maximise creative performance, sustainability and the capacity for maximising opportunity and innovation. |
Creative practitioners interested in re-igniting their creative interest and motivations, spotting innovative opportunities and avoiding creative burnout and fatigue. |
| Creative Communication |
To enable people to increase creative and capacity for innovation effectiveness with colleagues, managers and clients and audiences through improved interpersonal understanding and skill. |
All professionals supporting creativity and innovation where critical communication and interpersonal factors are important for success. |
| Managing for Creativity |
To introduce creative managers and supervisors to the creative process and to creative and innovative work patterns, and to provide skill development to be more effective as a manager. |
Managers and supervisors looking to develop their own understanding about creativity and the needs and challenges facing their creative staff. |
| Managing the Social Space of Creativity |
To develop advanced skills in managing the social, psychological and behavioural factors that enhance creative productivity and encourage innovation. |
Current and aspiring creative managers and supervisors looking to extend their existing management and leadership capabilities. |
| Developing Creativity |
To demystify the creative process and enable those working in traditionally non-creative areas to develop and utilise their creative potential. |
Those professionals working in roles that support traditionally non-creative areas, such as sales, human resources and business development. |
| Navigating Creative Change (pt 1) |
To equip professionals in creative industries with the knowledge of what to expect and what skills are required in themselves and their people to drive innovation and respond to the challenges of the environment of accelerated media and technological change. |
Anyone with responsibility for guiding strategic direction and responding to opportunity in the new media environment. |
| Navigating Creative Change (pt 2) |
To provide the actual skills needed to personally navigate creative change. This includes developing realistic optimism, problem solving current and emerging issues, and increasing objectivity and responsiveness to the accelerated change environment. |
Those who want to extend their understanding, knowledge base and skills set from Navigating Creative Change (pt 1). |
| Creative Techniques |
To provide practical training in a variety of creative thinking techniques. This workshop covers when various techniques should be used, why they work and what to do when confronted by creative impasse. The workshop provides scope for practically applying various techniques to current and emerging creative problems. |
Those who want to extend their creative thinking capabilities and gain the inspiration and tools for tackling creative problems and overcoming impasse. |
| Survey |
Description |
| Creativity & Innovation Audit (CIA) |
The Creativity and Innovation Audit (CIA) is an online survey based on several workplace and innovation factors. It is offered to our creative industry clients around the world to help them better realise their creative and innovation potential. It utilises a psychological model of creativity and innovation and measures a number of human and workplace factors CMI has identified as critical to creative performance.
The CIA has been developed by senior psychologists and academic researchers. It is like a 'creative health check' for organisations and enables targeted learning and development planning and increased insight into the internal factors that support or limit workplace creativity and innovation. In 2008 we will be able to provide benchmarked comparison data against other international and domestic organisations.
The basic logic underlying the CIA is that optimised performance in a creative industry is a function of collective employee capabilities interacting with the organisation's culture and infrastructure for employee success (or enabling factors). The CIA consists of three parts relating to each of the three interacting dimensions:
- Part One: Creative Performance Indicators (assessing elements of creativity and innovation within the organisation)
- Part Two: Capability Factors (assessing the largely intra-personal factors, including the ability to communicate with others, that collectively support creative & innovative performance)
- Part Three: Enabling Factors (assessing the largely inter-personal & strategic alignment factors and systems that collectively support creative and innovative performance)
All three parts consist not only of factors relating specifically to innovation and creativity, but also to general workplace practices and general employee confidence and engagement. This is because effective creativity and innovation must be developed on a strong foundation of effective organisational practices.
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| Creative Needs Analysis Survey (CNAS) |
The (CNAS) - is a brief diagnostic tool that has been developed by CMI to help creative organisations identify their current and future creative professional development needs. The CNAS is like a 'creative health-check' and covers areas that CMI has determined to underpin the creative capabilities of organisations and covers topics such as: Creative Sustainability; Creative Communication; Creative Identity; Creative Efficiency; Creative Culture; and Future Focus.
The CNAS includes open-ended questions for participants to be able to elaborate on aspects of their own and the organisation's creative capability and where they would like to facilitate improvement. It also has a component whereby respondents indicate the areas where they are interested in undertaking further professional development. Results from the CNAS can be considered with other feedback and suggestions to help guide future creative professional development activities.
|
| Innovation Potential Survey (IPS) |
With the increasing emphasis on innovation for commercial advantage and sustainability, CMI has developed the IPS to assist organisations in understanding and developing their capacity for innovation. The IPS is designed to help organisations understand factors that may influence their potential for innovation and to help diagnose potential barriers to the innovation process. The IPS is based on the latest research into corporate and workplace innovation and covers areas such as innovation systems and practices, idea generation and implementation, creative leadership and creative culture. |
| Accelerated Change Readiness Survey (ACRS) |
The ACRS is designed to assist media and other creative organisations in assessing their readiness for entering into and successfully navigating the accelerated change environment that confronts the industry as a whole. As we move further into the new media environment, unprecedented technological change and creative pressures and challenges make uncertainty and ambiguity the norm rather than the exception. The capacity to accept, embrace and seize opportunities presented by such factors will be crucial to organisational differentiation and success.
While technological uptake is important, the common denominator in an organisation's ability to embrace the opportunities presented by accelerated change is its people. Their psychological readiness for such change will be crucial. Consequently, the ACRS provides a brief snapshot of some of the key psychological and cultural factors that CMI has determined to underpin readiness for accelerated change. The ACRS provides valuable information and insight into organisational strengths from a human factor perspective and identifies areas that potentially limit organisational capability and responsiveness. (The ACRS can be adapted to accommodate any industry experiencing rapid and ongoing change)
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| Tailored Surveys |
CMI can design and deploy corporate surveys covering any area of interest. Examples include Mission-Vision-Values alignment and understanding, staff satisfaction, employee engagement and workplace communication. |
