Reflective Paper

Initial Expectations

Today, the existence of one’s innovation and creative mind are valuable in the eyes of many. I find the purpose of the Creativity, Innovation and Design (CID) module mandatory and meaningful. Based on the comments I received from my seniors, I assumed the module assesses my media production skills. Little did I know, it was stretching us way beyond that. This module prepared me with useful concepts towards CID and its influence on organisational growth. CID improves one’s personal development and corporate growth especially when our lifestyle is adapting with the constant technologies and globalisation (Bornet 2009). Not only must we to brainstorm ‘out-of-the-box’ ideas, but we were expected to implement them to solve real-life organisational/non-organisational issues. As compared to the other boring and conventional study curriculum, this is my definition of fun. In addition, the idea of a reflection paper enhances my ability for personal growth (Autry & Walker 2001). Creativity and self-reflection guide my belief system into perceptions and interpretations of others (Griffith & Freiden 2000).

Learning Outcomes

Team Creativity, Team and Strategy Formation

This section discusses my two cents and my group’s process for Video Tutoring 2.

I joined a group of 4 whom I later found out that they already knew one another. Tuckman’s team development model breaks down into 4 stages: forming, storming, norming and performing (Tuckman & Jenson 1977). The ‘forming’ stage made me especially uncomfortable initially because I had to break down barriers and overcome my anxieties within this new group. Forming requires one another to cooperate and strengthen bonds through shared goals (Natvig & Stark 2016). 

Several obstacles and challenges showed up in the ‘storming’ phase (Finch & Lewis 2003). Getting a common consensus was almost impossible. Natvig & Stark (2016) revealed that conflicting views and arguments are common. The team wasted a lot of time getting the two solutions up. Therefore, I started to share the strategic concepts taught in class into our discussions. Porter (1989) emphasises the importance of a clear definable strategy to gain a unique competitive advantage. To have a solution, we first needed a problem, followed by identifying key success determinants and differentiated core competencies (Ovan 2015). We started to ideate questions like “where do we compete, what is our value proposition, what is our capabilities and resources, how to be sustainable”. Finally, we agreed to target the cleaning industry with a unique proposition to replace inefficient cleaners with machines through technology and support from Keppel company.