Posted: January 15th, 2015

Research assessment 3

Research assessment 3

I need you to use 6-7 very reliable sources as references. Please DO NOT USE ANY BOOKS and make sure all journal articles are peer reviewed and recent within past ten

years.
I need you to upload a copy of all the references used for this assignment and I want you to highlight all the information you have extracted from those articles. I

need to submit a copy of all sources used to the lecturer so he can check the references so please make sure everything is accurate. Please do not cite articles or

authors you have not used and do not provide fake references. I NEED A DRAFT OF THE ASSIGNMENT WITHIN 48 HOURS OF COMPLETED PAYMENT.
A Harvard referencing guide has been attached as well so make sure you reference accordingly.

For question 4, just confirming that I will stick with the Turkish Consulate General where my friend works.

Please note that we are a foreign body located in Melbourne. We represent the Turkish authorities abroad. Ministry of Foreign Affairs in Ankara. We working according

to the Vienna Convention 1963.

We have very strict security measures. Therefore, are restricted to making changes or updates relating to work. we must always get approval from the authorities in

Turkey prior making any decisions. So in a way are limited.

You will have to base question 4 on this so please let me know what information you require to answer the said question and I will compile a list for you.

TALE OF CONTENT
1.    Introduction
2.    C-K Theory
3.    Componential Theory of Creativity
4.    Process and Tools that Promote, Communicate and Embed Creative Thinking
5.    Risk Management Strategies Vital to Monitor and Review Creative Thinking and Innovative Practices
6.    Potential Inhibitors and their Impact to Innovation
7.    Evaluation of Turkish Authority in the Ministry of Foreign Affairs and its Contribution to Creativity and Innovation
8.    Conclusion
9.    References

INTRODUCTION
Creativity and innovation are central to human development and envisage a robust force to the success of personal growth and organizational processes. In every facet

of life, human beings and organizations tend to seek unique ways to improve on creative designs and techniques. The only way to comprehend the diversity and

applicability of creative techniques and innovative measures is through careful analysis.

Different theories and models suggest divergent views that expound on the use and dynamism of creative designs and innovative techniques. Creativity and innovation

vary from one organization to another as well as human beings.

C-K Theory
Hatchuel and Weil (2003) stipulate the core aspects of this theory integrate creative thinking and innovation techniques. This theory comprises two major spaces:
1.    K (stands for knowledge space) refers to the space of propositions that have logical status for a designer.
2.    C (stands for concepts space) alludes to the space that contains concepts that are propositions or groups of propositions that has no logical status.

This theory implies that when a concept is formulated, it is impossible to prove that it is a proposition in K- which stands for knowledge.

Concepts can only be partitioned or included, not searched or explored in C (which stands for concept) above. If new properties are added to (K       C) to form

concept the sets will be partitioned into subsets. If properties are deducted, the set is included in a set that contains it.  No other operation is permitted. After

partitioning or inclusion, concepts may still remain in their original form (C       C), or can lead to creation of new propositions in K (K       C).

C       K

C    K

Figure 1: The design square modelled by C-K theory (Hatchuel  & Weil 2003)

A space of concepts is necessarily tree structured as the only operations allowed are partitions and inclusions and the tree has an initial set of disjunctions. In

addition, we need to distinguish between two types of partitions: restrictive and expansive partitions. If the property added to a concept is already known in K (which

stands for Knowledge) as a property of one of the entities concerned we have a restricting partition; if the property added is not known in K (which stands for

Knowledge) as a property of one of the entities involved in the concept definition, we have an expansive partition. In C-K theory, creativity is the result of two

operations: using addition of new and existing concepts to expand knowledge; using knowledge to generate expansive partitions of concepts.
This article is based on a design theory framework, C-K Theory (Hatchuel and Weil 2009), that models the cognitive design reasoning in situation of innovation. Since

its introduction, the principles of C-K theory have been industrially applied several times in order to model and support industrial design processes. In particular,

previous research argued that C-K theory could be fruitful in order to explore and structure radically new alternatives during the upstream design processes (Hatchuel,

Masson & Weil 2004) or to manage the projects portfolio of cross-industry innovation partnerships (Gillier et al. 2010). This paper provides insights on practical

bridges grounded on design theory. Our purpose is to go a step further on the benefits of C-K Theory-based design tools for the management of advanced creative design.

C-K tools become more managerial and practical tools as they improve the decision making process for the successful administration of organizations. Indeed, C-K tools

give a whole synthesis of the comprehensive choices made at every stages of the design process. Applying the principles of C-K design theory allow designers to model

the creative process as the interrelated expansion of these two spaces. C-K theory then sets the framework for a structured and manageable design process based on

refining and expanding the initial concept by adding attributes stemming from the K-space or challenging it. As C-K approach presents a high potential to increase the

efficiency of design process, several research programs aimed at implementing tools and creative methodologies from C-K theory.

On the other hand, C       C: this operator relies on the classical rules in set theory that control partition or inclusion. From a managerial perspective, a partition

can be either restrictive or expansive. The restrictive partition reduces the space of possibilities without changing the definition or the attributes of the object to

be designed. An expansive partition modifies the identity of the initial design object by adding unexpected attributes to the initial concept. It is precisely because

of those expansions that breakthrough innovations, including surprises, are possible. A central finding of C-K theory is that concepts are the necessary departure

point of a design process. Without concepts, design reduces to standard optimization or problem-solving. Concepts assert the existence of an unknown object that

presents some properties desired by the designer. Concepts can be partitioned or included, but not searched nor explored (Gillier et al. 2010), (Hatchuel et al. 2004),

(Hatchuel and Weil 2009).

COMPONENTIAL THEORY OF CREATIVITY
This theory is unique from other models of creativity in the following respects:
1.    The scope of the theorem is comprehensive enough to cover skills and motivation within the individual and external social environment.
2.    The specification of this theorem impacts the components at each stage of the creative process.
3.    Idea validation (involves testing of ideas)
4.    Outcome assessment (involve introducing the ideas)
5.    The theorem places emphasis on the social environment, and the impact of that environment on the individual engaged in the creative process – particularly the

individual’s intrinsic motivation (Sears & Baba 2011).

External influences include those from the work environment (external motivation) and internal factors include intrinsic motivation, domain-relevant skills and

creativity relevant processes. The creative process should be “the production of a novel and appropriate response, product, or a solution to an open-ended task. The

response must be new, but it must also be appropriate to the task to be completed or the problem to be solved”. Creativity is the production of novel, useful and

appropriate ideas by either an individual or group. Novel ideas are those that are unique compared with other known ideas. Useful and appropriate ideas are those that

have the potential to add value to products, processes or procedures. (Amabile & Mueller 2008)

Unlike other psychologically based theories of creativity, the componential theory was formulated to expand the process of organizational motivation. The theory

facilitated the implementation of creative ideas within organizations. Similarly, the theorem became multilevel encompassing creativity into individuals, teams and

organizations. One shortcoming of the componential theory, as applied to organizations, is its focus on factors within an organization. Its failure to include outside

forces, such as consumer preferences and economic fluctuations, limits the comprehensiveness of the theory in its current form. Moreover, the theory does not include

the influence of the physical environment on creativity. Although recent research suggests that the physical environment has a weaker influence on creativity than the

social-organizational environment, the effect is still measurable.

PROCESS AND TOOLS THAT PROMOTE, COMMUNICATE AND EMBED CREATIVE THINKING
Creativity is in everyone. Creativity can be learned, practised and developed by use of various divergent tools and techniques which, enhancing and stimulating the

creative abilities and ideas, aid persons in walking out of their ordinary ways of solving problematic events. It is worth mentioning that persons should explore

different alternative options to improve productivity and quality of work. Creativity is quite crucial because it helps individuals to evaluate the relationship

between concepts and events, which seemed apparently disconnected before but upon thorough consideration produce new entity of knowledge.

Creative thinking is very imperative in the development of personal life and organizational factors. This component has become an inevitable aspect to put into

consideration prior to determining achievements of any activity.

One of the major frames of creative minds is self- perception. Self-perception seeks to improve an individual’s self-esteem and the view a person can create novel

ideas. Individuals should have the freedom to facilitate creative techniques and believe in developing something new out of every opportunity.

Leadership is an important tool help to instil shared direction, alignment and commitment particularly in creative thinking and implementation of innovative practices.

The creative process and the climate for innovation are easily achieved through a set of three competencies that include personalizing, imagination and collaborative

inquiry. Collaborative inquiry is central to innovation leadership. This element provides a viable opportunity to propel innovations on a successful trajectory.

Leadership in every organization or rather different environments require dialogue to strengthen the myth of one big idea and one great mind. Leadership in an

organization or in managing teamwork helps in transforming ideas into cohesive and successful innovation.

In addition, attitude-shift is a fundamental human element that enables individuals to view problems as viable opportunities for improvement. Human beings should not

only bear the perspective that problems bring about disasters only but also cultivate a feasible opportunity to generate creative ideas and innovative techniques.

Though ideas must be carefully evaluated, analysed, improved and polished, this exercise should be accompanied by action. Creativity is termed pointless when ideas and

techniques are formulated without exerting the necessary effort and support to implement and track the progress of any activities undertaken.

RISK MANAGEMENT STRATEGIES VITAL TO MONITOR AND REVIEW CREATIVE THINKING AND INNOVATIVE PRACTICES
Risk situations are unavoidable and present in every human activity. Risk elements occur in daily lives and usually contribute to uncertainty of outcomes. These

uncertainties involve risk elements that surround future events and outcomes. Risk situations prompt the likelihood of an event to impact either positively or

negatively to an organization. Therefore, risk exposures have an influence to the achievement of organization’s objectives.

In risk management, vulnerable factors should be carefully assessed and evaluated in terms of probabilistic and nature of hazards. By so doing such risk analysis, it

is an indication that very unlikely events might, but not necessarily will, be tolerated. More rigorous risk management aids in managing risk situations either

systematically to mitigate any vulnerability. Sometimes risks can either be unforeseen at an early stage of activity level or noticed at later stages.

Strategies are designed to align every action with attaining organization’s or individual objectives. New ideas might be considered risky even though they in most

cases emanate from creative thinking. Similarly, innovative practices bear the brunt of committing inevitable mistakes that might escalate to failures.

Risk management strategies remain significant to evaluating strengths, weaknesses, threats and opportunities in creative thinking and innovative practices. Any

unexpected events arising from creative thinking and innovative practices should be properly reviewed to identify the possibilities of encountering risk avenues and

exposures and develop contingency plans made to mitigate the effects.

The key ingredients vital in fostering risk management process and its elements to monitor innovative practices effectively require flawless information and clarity of

communication. For a successful adoption of the risk management techniques, proper reporting systems must be properly established at initial stages of every innovation

to facilitate efficient management of projects and other activities in various organizations.

Documentation is vital in managing risk management strategies whose targets revolve around review of suitable innovative designs. These designs must be demonstrated to

propose a systematic process of risk management.  A documented output (risk identification, analysis, evaluation and controls) gives a comprehensive risk register for

site, plant or activity under consideration.

Risk management strategies should be monitored and reviewed on a continuous basis to facilitate proper design of innovative techniques and execute them within

specified periods or timelines. The period under review is solely determined by the operating environment. However, the industry norms dictate that review of risk

management techniques should be adopted after every five years (Amabile & Mueller 2008).

POTENTIAL INHIBITORS AND THEIR IMPACT TO INNOVATION
Innovation practices are sometimes inhibited by various factors that include resources, motivation, risks and uncertainties. The aforementioned practices require

enough resources to spearhead the implementation. Innovation cannot be complete without implementation. Management of innovation requires complete confidence and trust

from individuals to ensure successful implementation.

Assessment of creativity is seen to be a neglected area despite its importance. This is regarded as a reason for concern keeping in view the high profile that

creativity currently has and its linking with successful outcomes for preparing individuals and organizations to realize positive achievements for the future. Other

problems include different opinions over what is deemed creative thinking across different personalities to offer concurrence. Also, the value and usefulness of

creative thinking and implementation of innovative techniques may differ from culture to another.

Innovation and risk do not augur in people’s mind. Risk exposures can produce uncertainties that are regarded as elements that cannot be measured in terms of

probabilities. Along the innovation chain, all the variables operate under situations of uncertainties. This situation normally applies during the early phases of the

chain; and in innovation over the long run.

Motivation is behavioural process that initiates and guides individuals to attain goal oriented activities remarkably. Motivation causes persons to put extra effort to

attain set targets. Innovation cannot be achievable without prior demand for motivation. It takes a great effort and initiative to facilitate innovative practices

towards the reality.

The aforementioned inhibitors can be mitigated by focussing on several strategies that defy the rationality deterring innovation. In Economics resources are described

as scarce implying the dire need to optimize on use. Resources should be allocated to innovation whose successful implementation can uphold stable growth and

development in any activity undertaken. Also, the risk involved in innovation can be thoroughly assessed and determined to the extent of fostering viable environment

and get rid of all uncertainties. However, risk exposures sometimes tend to create bottlenecks in achieving the desired results but contingency plans become vital to

guide in absorbing disastrous situations and make them better.

Motivation can be boosted in various ways. Positive thinking and optimism in whatever situations organizations and individuals face, play a crucial role in building a

robust and reliable team or people. The outcomes expected in a piece of innovation should stimulate the craving for incredible results in activities pursued for

different reasons. Motivation in an individual espouses the inner spirit to manifest outwardly a more devoted and committed person in readiness to conquer and

accomplish set objectives. In organizations, motivation is an important stimulus to drive teams and other personnel to manage quite demanding and challenging projects

that may arise as a result of continuous innovative practices.

Nonetheless despite many inhibitors and other attributed problems of creativity assessments many efforts have been channelled to development and use of various

instruments and methods to resolve emerging issues.

EVALUATION OF TURKISH AUTHORITY IN THE MINISTRY OF FOREIGN AFFAIRS LIMITED CREATIVE AND INNOVATIVE TECHNIQUES
The Turkish authority is administered using the guidelines obtained from Vienna Convention 1963. The Vienna convention is an international practise that lay down the

procedures for the establishment of consular relations and posts defining its functions, immunities and privileges. This convention was first endorsed on 24th April,

1963 but became operational on Mar 19, 1967. The convention outlines clear procedures on appointment of consular posts and their admission to the exercise of their

functions. The consular enjoys immunity derived from the convention that bars anyone from violating the consular archives, documents and working premises in the

receiving state. Although the consular enjoys immunity and personal inviolability, they may be detained or apprehended pursuant to a judicial decision with vested

authority to mitigate grave crimes. In addition, the local authorities can to gain access to consular premises in the event of a catastrophic event such as fire or any

other disaster without seeking consent from the head of diplomatic missions or any other authority.

It is noteworthy to understand that the consular cannot spearhead foreign missions and other vital activities without seeking assistance of other subordinate staffs.

Majority of the staffs working on behalf of the consular in the receiving state represent foreign officials. These officials execute various activities on authority

issued by the consular. Similarly, the foreign officials must enjoy the same immunity granted to the consular to bar them from any arrests unless in the event of grave

crimes.

Turkey is recognized as one of the founding members of the United Nations. The Turkish authority has been at the forefront in establishing lasting relations with

Europe as central role in their foreign policy. The most important aspect of Turkish foreign policy lies within the country’s strategic alliance with the Unite States

of America. Turkish government formed close ties with the aforesaid country during times of cold war that posed a threat to its political structure compelling the

authority to join North Atlantic Treaty Organization (NATO). This partnership with the Unite States of America facilitated bilateral relations and fresh impetus to

bolster foreign missions. Subsequently, the Turkey government can boast of the continuous support offered by the United State of America through political, economic

and diplomatic boost.

Creative thinking and innovation in the Turkish authority began many years ago especially when the government partnered with United States of America to promote

bilateral relations. The government creatively distanced itself from threats issued during cold war and partnered with peaceful countries to promote economic

development.

Turkish authority has designed attractive foreign programmes including foreign aids that are issued to developing nations. Sometimes back, Turkey launched a

comprehensive foreign aid programme worth 10 million shillings to boost institutional capacity building in some African nations such as: Gambia, Guinea Bissau,

Mauritania and Senegal. It was commendable for Turkish foreign missions to creatively channel their funds to strengthening international relations in a vast

geographical area and hence this initiative has contributed immensely in cementing cultural, historical and linguistic ties up to date. Turkish authority has

championed for development cooperation that coordinates development by foreign investors via national policy makers.

Although, most of the countries that Turkish authority has endeavoured to initiate stable relations have been greatly devastated by civil unrest and wars, the

authority has suffered lots of setbacks to administer its foreign missions effectively. The foreign ministry in turkey has been marred with excessive corruption that

has crippled some of the major missions and projects to be executed. In addition, the Turkish has been gagged by the national government to disseminate limited

information to the public and hence creating difficulties to harness sufficient support from the general public in foreign missions. Also, there have been limited

funds given the ripple effects of falling economy in Europe and the use of Eurocurrency thereby cutting down most of the projects through foreign missions.

CONCLUSION
Creative thinking and innovation have played a pivotal role in determining the success of an event or activity. Different creativity and innovation theories have been

expounded in the above discussion to outline the fundamental tenets of the same. Organizations and individuals have been noted to serve a vital role in maintaining

creative thinking and innovation. In addition, risk management strategies have been highlighted with regard to reviewing creative thinking and innovation. Finally,

creativity and innovation have been identified with several inhibitors that can be mitigated to achieve the set targets for any activity or event.

REFERENCES
Amabile, T. M., & Mueller, J. S. 2008. Studying creativity, its processes, and its antecedents. In J. Zhou & C. E. Shalley (Eds.), Organizational Creativity (pp. 33-

65). New York: Lawrence Erlbau Associates.

Gillier, T., Piat G., Roussel B. & Truchot P. 2010.  “Managing Innovation Fields in a Cross Industry Exploratory Partnership with C–K Design Theory”. Journal of

Product Innovation Management, 27(6), 2010, p.883-896.

Hatchuel A. and Weil B., 2003. A new approach of innovative design: an introduction to C-K theory, In CD-ROM Proceedings of the 14th International Conference on

Engineering Design (ICED), The Design Society.

Hatchuel, A., & Weil, Benoit, 2009. “C-K design theory: An advanced formulation”, Research in Engineering Design, 19, p.181-192.

Hatchuel, A., Le Masson, P., & Weil, B. 2004. “C-K Theory in Practice: Lessons from Industrial Applications”, proceedings of International Design Conference,

Dubrovnik, 13p.

Sears, G. J. & Baba, V. V. 2011. Toward a multistage, multilevel theory of innovation. Canadian Journal of Administrative Sciences, 28, 357-372.

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