DCIC oral exam

Absorptive capacity is an organization’s ability to identify, assimilate, and exploit external knowledge for innovation.

A framework assessing leadership styles based on concern for production and concern for people, ranging from impoverished to team management.

A leadership style balancing exploration (creativity) and exploitation (efficiency) to drive innovation and performance.

A diagnostic tool assessing creativity in organizational environments, focusing on stimulants (e.g., autonomy) and obstacles (e.g., workload pressure).

A problem exploration tool that visualizes perspectives and relationships in complex problem spaces.

A strategic planning tool that anticipates future possibilities, balancing feasibility and originality for decision-making.

Divergent thinking generates multiple ideas, while convergent thinking narrows them to the most effective solution.

Forming, Storming, Norming, Performing, and Adjourning.

A mindset receptive to new information and perspectives, essential for the preparation and incubation stages of creativity.

Constructive feedback fosters intrinsic motivation and guides improvement, essential for creative growth.

A policy allowing employees to spend 20% of their time on passion projects, fostering innovation and creativity.

Imagining distant futures enhances abstract thinking, fostering innovative and visionary solutions.

A methodology emphasizing iterative experimentation and feedback to refine ideas and achieve product-market fit.

Organizational environments that promote creativity through autonomy, resources, and supportive leadership.

A model encouraging organizations to use both internal and external knowledge flows to drive innovation and market opportunities.

The generation of new and useful ideas within an organizational context, involving individual, group, and systemic levels.

Divergent thinking (exploring many possible solutions) and convergent thinking (focusing on the best solution).

A leadership style that inspires followers to challenge old ideas, innovate, and achieve shared goals beyond personal limitations.

Creativity involves generating novel and useful ideas; innovation is the process of implementing those ideas into products, services, or processes.

A network of interconnected organizations and individuals that collaborate to foster innovation through shared resources and goals.

A creativity framework with two phases: generating pre-inventive structures and exploring/interpretation to develop creative solutions.

A method of asking "Why?" five times to identify the root cause of a problem.

An organizational structure best suited for stable environments, characterized by hierarchy, formal rules, and centralized decision-making.

Complementary skills, shared purpose, psychological safety, and effective communication.

A team environment where members feel safe to share ideas and take risks without fear of judgment or punishment.

Surface-level diversity refers to visible traits (e.g., gender, age), while deep-level diversity involves psychological traits (e.g., values, knowledge).

A model where organizations use both internal and external ideas to accelerate innovation and create market opportunities.

A leadership approach balancing exploration (innovation) and exploitation (efficiency) to drive both short-term and long-term success.

Reframing helps uncover new dimensions of a problem, leading to innovative and effective solutions.