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Neuroscience and Creativity the colorful components of the human brain.

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Stephen Herman

CRTV 615: Spring Quarter

Drexel University

Dr. Keiser and Dr. Betts

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the brain, education, neuroscience, creativity

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"We are who our brain is..." And did you know...? Our brain is constantly changing! This is an opportunity with endless possibilities.

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Are we aware of our own functional fixedness? What would it take to become a solution-oriented problem solver?

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Functional fixedness describes why we're unable to use an object in ways beyond its traditional use. Functional fixedness is a phenomenon found in problem-solving psychology and affects an individual's ability to innovate and be creative when solving challenges. ¹

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Functional fixedness describes why an individual develops an inability to use an object in more ways than it is traditionally intended to be used.

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"Creativity can grow over time..."

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Big-C, Pro-c, Little-c & Mini-c Creatives - Dr Tim Patston

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Our brain has the ability to think and think about thinking. We also have the ability to develop new thinking.

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By messaging ChatGPT, you agree to our Terms and have read our Privacy Policy.

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Text and Personal Definitions

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Check out this Real Estate Flyer designed by Stephen Herman.

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Do we believe everything we are told? What does research say about the brain?

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Conexiones: The Learning Sciences Platform

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Debunking Neuromyths: Transform Your Teaching Practice Today!

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An AI generated podcast about "The Predictive Brain." Developed from multiple sources.

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Not your computer? Use Guest mode to sign in privately. Learn more about using Guest mode

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Do you ever picture our brain like the inter workings of a lively city?

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Architecture of the brain.

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Center on the Developing Child at Harvard University

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Unit #5 Uniqueness, Imaging and the Power of Neurodiversity

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Unit #5 Uniqueness, Imaging and the Power of Neurodiversity

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Where does creativity happen in the brain? One of the many answers can be found in this video.

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Ever wondered what part of your brain keeps your most cherished memories safe? 🎥🧠 ⁣⁣ ⁣⁣ Welcome to the hippocampus, your brain’s memory maestro! ⁣⁣ ⁣⁣ In today’s #BettysBrainyBytes find out how it shapes your declarative memories and get the inside scoop on some fascinating new research!⁣⁣ ⁣⁣ Tell me a unique way that you’ve used your creativity recently, below!👇⁣ ⁣ #brain #science #creativity #wendysuzuki 

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@drwendysuzuki
Ever wondered what part of your brain keeps your most cherished memories safe? 🎥🧠 ⁣⁣ ⁣⁣ Welcome to the hippocampus, your brain’s memory maestro! ⁣⁣ ⁣⁣ In today’s #BettysBrainyBytes find out how it shapes your declarative memories and get the inside scoop on some fascinating new research!⁣⁣ ⁣⁣ Tell me a unique way that you’ve used your creativity recently, below!👇⁣ ⁣ #brain #science #creativity #wendysuzuki
♬ Cute - Audiolist Productions

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Unit #5 Uniqueness, Imaging and the Power of Neurodiversity

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Unit #5 Uniqueness, Imaging and the Power of Neurodiversity

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How to build a neurodiverse workplace.

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Plan and design: Rethinking workforce systems

Be inclusive in how you reimagine work systems. Create and reimagine your work systems based on the assumption that your team includes neurodiverse individuals. In doing so, you may be both helping the nondisclosed and achieving other forms of inclusivity in the process, making your organization a better place to work for all. For example, flexible scheduling could not only benefit undisclosed neurodiverse individuals but also those with other medical needs.

Radically change visions of promotion and career pathing. Neurodiverse individuals may face challenges in getting promoted to managementroles due to prevailing expectations of what emotionally intelligent leadership looks like. Traditionally, promotions involve managing larger and larger teams and require new skills that many individuals, both neurodiverse and neurotypical, may not be prepared for. In such situations, executives we spoke to suggest looking for opportunities to modify next-level roles to help embrace the skills and talents of neurodivergent professionals. Some organizations create "specialist" roles that could benefit neurodiverse employees. Though not designed specifically for the neurodiverse, such roles are available for workers in general who wish to elevate their responsibilities and scope of work without necessarily adding managerial responsibilities. A skills-based promotion approach also aligns to the evolving nature of work which is more fluid, nonroutine and context-specific. Organizations should consider what other opportunities for career advancement can be created based on the skills and talents of the neurodivergent individual without the kind of "othering" that sometimes accompanies the creation of nontraditional career paths.

Hire: Prioritizing trust in hiring practices

Our research emphasizes change across the employee life cycle to drive neuroinclusion, and there appear to be numerous opportunities for improving the hiring experience for neurodiverse professionals. As with all applicants, the first experience neurodiverse candidates have with an organization is the talent acquisition process; in most organizations, hiring processes likely need intentional, neurodiverse-supportive changes.

Reframe job descriptions with more inclusive language and focus on skills. This means reframing how we think about jobs and also how we present jobs to potential hires: for example, using plain, jargon-free language; using nongendered and personal language; and stating in clear terms how the applicant can request special accommodations. The effect of such deliberation in crafting a job posting goes well beyond just the job posting. It demonstrates to the outside world the organization's culture, intent, and ways of working that can help serve as a reputation builder in general.

Recognize that the hiring process is an opportunity to begin establishing a trusted relationship with the neurodivergent professional. To ensure diversity during the interview process,include neurodiverse teammates in interviews with potential candidates. Consider different approaches to understand the candidate's skills, which could include a project-based or skills-based evaluation. And if you are uncertain about how to adjust the hiring process, consider working with talent acquisition specialists focused on neurodiverse candidates.

Ensure that promotions of neurodiverse professionals are communicated broadly across the organization, for those who would like to share their stories. When colleagues see neurodiverse professionals advancing, it may inspire others (including those who don't self-disclose). As part of demonstrating their commitment to fostering inclusion, leaders can take a prominent role highlighting neurodiverse promotions to the broader organization.

Individualize plan and design: Adapting roles for individual success

Design for the person and their skills rather than jobs. Some jobs in today's workplace are becoming more flexible and fluid. Organizations are becoming more skills-based rather than job-driven. A recent study found that 98% of HR executives surveyed plan to move toward becoming a skills-based organization. This points to an opportunity for organizations to craft roles for neurodiverse employees that better align to their skills and personal interests.

Coach and develop: Building support systems

Assign mentors strategically. Provide mentoring and opportunities to join employee resource groups so neurodiverse professionals can meet colleagues in different departments and gain exposure beyond their particular area of focus. A well-trained mentor can engender a productive relationship with a neurodivergent professional. Consider the potential value in developing mentorship programs on behalf of neurodiverse employees in which the mentor, too, is neurodivergent.

Establish neurodiverse employee resource groups. Establishing employee resource groups focused on neurodiversity can be an effective way to gather feedback and insights from employees with diverse neurological conditions. These groups can provide a platform for individuals to share their experiences, discuss challenges, and propose initiatives to improve neuroinclusion within the organization.

Manage and measure: Establishing metrics that drive outcomes

Our interviews with subject matter specialists suggest measurement of neurodiversity hiring and program outcomes is still in its early stages at most organizations. But even without formal tracking, some organizations are still achieving concrete steps that point to progress. Building on existing DEI measurement programs can be a good place to start.

Formalize voluntary efforts to self-identify. Expanding existing programs to self-identify disability more broadly. Track results over time and recognize that progress may be slow. Emphasize the voluntary nature of any self-disclosure initiative.

Make neurodiverse professionals in leadership positions visible within the organization. Organizations are beginning to include neurodiverse representation on leadership committees, especially neurodiversity-related communities. Consider highlighting those who are neurodivergent and already in more traditional leadership roles in the organization, assuming, of course, that these individuals are comfortable with and consent to self-disclosing. The benefits to neurodiverse employees could manifest and include lessened stigma, visible representation, improved understanding of the challenges neurodiverse employees face, greater policy action, and improved accommodation awareness, among others.

Seek input on current or planned neurodiversity programs via existing employee engagement surveys or other channels. Interviews/surveys with employees, including individuals with diverse neurological conditions, can provide valuable insights into their experiences and perspectives. Building on existing employee engagement questionnaires or feedback channels can help the effort stick over time.

Adapt and scale: Implementing organization-wide practices

Educate and train the organization. Begin to lay the groundwork even before neurodiverse professionals join teams. Educate employees about neurodiversity and different working styles, and train them on how to collaborate effectively in teams with neurodiverse professionals.

Educate and train managers. Our interviews indicate that managers and team leaders should understand how to lead teams with neurodiverse professionals, how to be clear about expectations, how to communicate goals and strategies clearly, how to deliver clear and constructive feedback, how to define what success looks like, and how to model what inclusion of all ways of thinking entails. These skills help many, not just neurodiverse individuals.

Educate and train teams so they understand what neurodiversity means beyond myths and possible misunderstandings and what is expected of them in working with neurodiverse team members. Consider training for a breadth of roles across the organization: recruiters/hiring managers, team leaders, and team members working with neurodiverse professionals. Be aware of potential bias in how professionals are trained on how to work with neurodiverse professionals. Such biases may include assumptions of uniformity among neurodiverse individuals, reinforcement of the idea that neurodiversity is a disorder, overemphasis on social skills, among many others. Other DEI education and training programs typically teach professionals to avoid bias against race or sexuality, for example, but not necessarily to help professionals avoid bias against those with different learning or processing styles, or different ways of working. Some ways that organizations can mitigate bias in training may include neurodiverse voices in the training design process, emphasis on strengths and skills of neurodiverse individuals, reinforcement that the neurotypical are themselves diverse, and socialization with neurodiverse employees.

Promote "universal design" (accommodations available to all in the organization) to anticipate the needs of neurodiverse workers. The organization should provide for the needs of neurodiverse professionals without requiring individuals to self-identify and ask for such needs. And those needs should be addressed in an agnostic, systematic way-it can be good for organizations overall.

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Research reveals strong support for building neuroinclusive workplaces, but hiring programs are just the first step.

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Unit #5 Uniqueness, Imaging and the Power of Neurodiversity

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Unit #5 Uniqueness, Imaging and the Power of Neurodiversity

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It is a social movement disguised as a coffee shop. Coming to a town near you!!!

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Changing the way people

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Our human rights movement disguised as a coffee shop creates an experience that changes the way people see other people, one cup of coffee at a time.

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Bitty & Beau's Coffee owns and operates a fully-automated, eco-friendly roastery, with over one-million pounds of annual capacity. Our specialty beans are carefully sourced through a top importer with a legacy dating back to 1917, ensuring premium quality in every cup.

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Rep the brand & start the conversation.

Our Story

Our human rights movement disguised as a coffee shop creates an experience that changes the way people see other people, one cup of coffee at a time.

Shop Our Coffee

Bitty & Beau's Coffee owns and operates a fully-automated, eco-friendly roastery, with over one-million pounds of annual capacity. Our specialty beans are carefully sourced through a top importer with a legacy dating back to 1917, ensuring premium quality in every cup.

Shop Our Merch

Rep the brand & start the conversation.

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Bitty & Beau's Coffee | The Original Inclusive Coffee Shop

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Bitty & Beau's Coffee is a human rights movement disguised as a coffee shop. Proudly employing 450+ people with disabilities nationwide!

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"The Brain Illustrated" - A deep dive into creativity and the brain.

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Check out this Presentation designed by Stephen Herman.

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What's the difference?

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"Creativity" and "innovation" are two words that are constantly thrown around in brainstorming sessions, corporate meetings and company mission statements. There's no question that these values are highly prized in the fast-paced modern workplace, but do leaders who use the terms truly know the difference between them?

What is creativity?

Creativity is the ability to think in new ways and apply fresh perspectives to old problems. Shawn Hunter, author of Out Think: How Innovative Leaders Drive Exceptional Outcomes (Wiley, 2013), defines creativity as "the capability or act of conceiving something original or unusual." It is a critical skill in business that enables people to adapt and create unique approaches that may be even better suited than tried-and-true methods.

Types of creativity

Arne Dietrich, associate professor of psychology and chair of the Department of Social and Behavioral Sciences at the American University of Beirut, Lebanon, conducted research into creativity that segments it into four types: deliberate and emotional, deliberate and cognitive, spontaneous and emotional, and spontaneous and cognitive.

People can experience each of the four types of creativity. Especially for knowledge workers like researchers, lawyers and doctors, deliberate and cognitive creativity may manifest while on the job. Spontaneous and emotional creativity may show itself during an artistic pursuit or during down time off the clock.

Deliberate and cognitive creativities use focused attention and formed connections between information stored in the brain and rely on the prefrontal cortex, while emotional and spontaneous creativities stem from the amygdala and tend to be more instinctive. People who are good at taking insights derived from each type of creativity excel at thinking outside the box and applying new approaches to their work.

What is innovation?

Innovation is applied creativity, in which the spark of a new idea is turned into a novel solution or process. Hunter weighs in with his own definition: "Innovation is the implementation or creation of something new that has realized value to others."

Innovation is realized most vividly in the form of a tool, physical benefit or aid that solves a problem or creates an advantage. These tools are not limited to humans - for example, birds and monkeys use sticks to pull food out of tight locations. So, innovation is far more possible for different species under different conditions and environments.

Types of innovation

Doblin, a global innovation firm that helps leading organizations find human-centered solutions to business problems, created the Ten Types of Innovation framework as a way to identify transformational opportunities, specifically in business. Based on research of over 2,000 successful innovations, Doblin outlined three broad categories: business model, product and marketing.

Business model: Internally focused, these configuration innovations analyze how an organization operates and creates revenue. These can be higher-risk, as they sometimes change fundamental decisions on which businesses are built. Business model innovations are best pursued when owners and operators identify oversaturated markets, low customer satisfaction and outdated technology.

Product: Nearly always tangible, product innovations make existing material goods better in some way or result in the creation of an entirely new product. It's the most common form of innovation; famous examples include smartphones, fidget spinners, wireless headphones and foot-massaging insoles.

Marketing: Marketing innovation creates new markets or increases existing market share. Marketing innovations are new, positively-disruptive ways for brands to talk to and engage with their consumers. Not only can marketing innovation introduce a new way of connecting with the public, but it can be as simple as promoting an existing product for a different use than what was first intended.

Why are innovation and creativity important?

Creativity and innovation are important in business because each contributes to a dynamic evolution that prevents companies from stagnating and enables them to stay competitive in an ever-changing marketplace. While they are not the same, creativity can lead to innovation, so understanding each as two sides of the same coin is critical for business leaders.

Creativity precedes innovation

Creativity is the novel step of being the first to identify that something might be possible. Business leaders frequently interchange creativity and innovation without understanding what separates the two.

"Creativity isn't necessarily innovation," Hunter said. "If you have a brainstorming meeting and dream up dozens of new ideas, then you have displayed creativity, but there is no innovation until something gets implemented."

Hunter noted that many leaders emphasize generating creativity on demand instead of building the conditions that enable ongoing creative thinking, which can ultimately lead to innovative developments.

To boost creativity in your organization, consider giving employees flexibility within their workday to try out new things or explore different avenues of thinking. Create a company culture where thinking outside the box is encouraged and rewarded in order to spur your most creative thinkers to do their best work.

Innovation is applied creativity

Innovation is the action of putting things into practical reality, despite challenges and resistance, rather than just contemplating. It takes creative thinking, planning and implementation of new ideas to constitute innovation.

"Innovation isn't a mysterious black box," he said. "It can be simple small tweaks to existing processes, products or interactions. And by focusing on the process [of innovation], and not the heroically creative individual, we can build innovation at scale."

A good example of innovation profiled on CNBC by Karen Gilchrist was Sergey Petrossov. He saw a need for a software tool to connect luxury jets that aren't being used with travelers willing to share trips with each other. All the pieces of that market existed, but it was Petrossov who built the bridge between the two via software to create a whole new company, JetSmarter.

In other words, an innovative process is replicable and scalable; a creative individual is not. Petrossov was one of a kind in realizing what was needed to create a new market, but his software code was easily repeatable by other programmers once written. Once leaders learn the difference between creativity and innovation, they can work on inspiring both among their team members - and building a culture that supports these values.

How do you develop creativity and innovation?

Developing creativity and innovation in your organization means granting employees permission to try new approaches within the context of their current roles. This starts with company leadership and buy-in for attempting new things.

"While leaders can foster innovation, the organization as a whole must also support innovation through the makeup of its culture and the way it designs its processes," Hunter said. "Sometimes the best way to spark innovation is by allowing activity within the organization that deviates from the norm but that may lead to positive outcomes."

Part of the issue is getting people to imagine and develop new visions of what could be. Creativity is often associated with art and culture, but it's not required to be Leonardo da Vinci. What matters is that a person is willing to imagine new possibilities outside of norms. This is where the idea that can be acted on starts. Consider crowdsourcing ideas to generate even more possibilities to consider.

The harder part, of course, is taking that great idea and translating it into a physical or technical prototype. When creative ideas that could lead to innovation surface, it's up to company leadership to dedicate enough resources to support the development of the new process or product. Without investment, creative ideas remain just that; but when enough support is provided by the company, it can become a hugely successful innovation.

The Starbucks Frappuccino as a successful innovation

As an example of the importance of investment before innovation, Hunter cited the birth of Starbucks' now-popular Frappuccino drink. The Frappuccino was the culmination of a license for creative thinking and investment from company leadership, following a false start in which that investment was absent.

In the early 1990s, the staff at a Santa Monica-based Starbucks invented a new drink and asked an executive to propose the product to headquarters, where it was ultimately rejected. The creative idea died on the vine because company leadership refused to invest resources.

Later, though, the same store invented the Frappuccino, and this time company leadership was on board. The same executive asked the staff to begin making and selling the drink to local customers as a proof of concept. It quickly became a hit, and the management group implemented the successful idea companywide once its value was proven.

"The Frappuccino turned out to be one of Starbucks' most popular and profitable drinks," Hunter said. "And, according to [Starbucks' then-vice president of sales and operations] Howard Behar, it happened because someone was allowed, and even encouraged, to experiment with a new product that deviated from the company's core product line."

Creativity and innovation are key in entrepreneurship

Together, creativity and innovation involve rocking the boat. Entrepreneurship depends every day on creation and innovation to create unique opportunities, market disruption and new revenue streams. While tried-and-true processes and products exist for a reason, it is important to periodically shake things up and try new approaches. After all, who knows what the next groundbreaking innovation may be?

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Creativity vs. Innovation: What's the Difference?

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Creativity may lead to innovation, but they're not the same thing. This guide describes the difference between the two and the importance of each to a small business.

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It's written on the fingerprints of nature's design.

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Math is logical, functional and just ... awesome. Mathemagician Arthur Benjamin explores hidden properties of that weird and wonderful set of numbers, the Fibonacci series. (And reminds you that mathematics can be inspiring, too!)

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A tool for creative music generation.

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Create music, instrumentals, beats, vocals, sounds, soundcapes with AI. World’s best. Edit files with AI. AI Voice Changer. AI Stem Splitter. AI Audio Enhancements

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Unit #8 Creativity in Movement and in Rest

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Unit #8 Creativity in Movement and in Rest

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Brain, Body, Potential

Training our brain and body together.

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Unit #8 Creativity in Movement and in Rest

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Unit #8 Creativity in Movement and in Rest

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Sleep boosts learning!

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Dr. Matthew Walker on Sleep for Enhancing Learning, Creativity, Immunity, and Glymphatic System

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