Tang Min
Institute for Creativity and Innovation, University of Applied Management, Ismaning, Germany.
Front Psychol. 2019 Sep 4;10:2020. doi: 10.3389/fpsyg.2019.02020. eCollection 2019.
Teams are pervasive in the history of mankind. Particularly in our fast-growing modern society, teams composed of members from different cultures and disciplines are quite often used at the workplace. Though widely used, the effectiveness of teams is inconsistent. Meta-analyses report a double-edged effect of diversity on creativity and innovation, suggesting that diversity needs to be tactfully managed if we want to leverage the creative potential of teams. The current paper strives to meet this challenge and makes recommendations on how to foster creativity in intercultural and interdisciplinary teams. It discusses the concepts of teams vs. groups and creativity vs. innovation. Drawing upon sociocultural theories of creativity and innovation, particularly literature reviews and meta-analyses, this paper attempts to identify non-cognitive, cognitive and environmental enablers of team creativity. The VICTORY model offers a summary of these enablers, as it focuses on team (T) and synthesizes both non-cognitive (Vision, Openness, Risk-taking, Yes-I-Can Mindset) and cognitive (Ideation, Combination) antecedents of team creativity. Yet it is only through the combination and integration of environmental factors (including communication, collaboration, and support, among others) that the effect of these antecedents can be fully realized.
团队在人类历史中无处不在。特别是在快速发展的现代社会，由来自不同文化和学科的成员组成的团队在工作场所经常被使用。尽管团队被广泛使用，但其有效性并不一致。元分析报告了多样性对创造力和创新的双刃剑效应，这表明如果我们想利用团队的创造潜力，就需要巧妙地管理多样性。本文致力于应对这一挑战，并就如何在跨文化和跨学科团队中培养创造力提出建议。它讨论了团队与群体以及创造力与创新的概念。借鉴创造力和创新的社会文化理论，特别是文献综述和元分析，本文试图确定团队创造力的非认知、认知和环境促进因素。VICTORY模型总结了这些促进因素，因为它关注团队（T），并综合了团队创造力的非认知（愿景、开放性、冒险精神、我能行心态）和认知（构思、组合）前因。然而，只有通过环境因素（包括沟通、协作和支持等）的结合与整合，这些前因的效果才能得到充分实现。
