In this article, I focus on three defining characteristics of group creativity: improvisation, collaboration and emergence. To demonstrate these three characteristics, I present several examples of group creativity in both music and theater. Then I explore how structure and improvisation are always both present in group creativity. Improvisations contain elements of structure and structured performances contain improvisational elements. I conclude by suggesting some implications for musical education and for education in general.
Teaching has often been thought of as a creative performance. Although comparisons with performance were originally intended to emphasize teacher creativity, they have become associated instead with contemporary reform efforts toward scripted instruction that deny the creativity of teachers. Scripted instruction is opposed to constructivist, inquiry-based, and dialogic teaching methods that emphasize classroom collaboration. To provide insight into these methods, the “teaching as performance” metaphor must be modified: Teaching is improvisational performance. Conceiving of teaching as improvisation highlights the collaborative and emergent nature of effective classroom practice, helps us to understand how curriculum materials relate to classroom practice, and shows why teaching is a creative art.
Creativity is often considered to be a mental process that occurs within a person's head. In this article, we analyze a group creative process: One that generates a creative product, but one in which no single participant's contribution determines the result. We analyze a series of 5 theater performances that were improvisationally developed in rehearsal by a theater group; over the course of these 5 performances, a collaborative creation emerged from the improvised dialogues of the group. We argue that in cases of creativity such as this one, it is inaccurate to describe creativity as a purely mental process; rather, this case represents a nonindividualistic creative process that we refer to as distributed creativity. We chose this term by analogy with studies of distributed cognition, which are well established in cognitive science, but have not yet had a substantial impact on creativity research. Our study demonstrates a methodology that can be used to study distributed creative processes, provides a theoretical framework to explain these processes, and contributes to our understanding of how collaboration contributes to creativity.
Purpose: This article explores distributed leadership as it relates to two teacher teams in one public secondary school. Both situational and social aspects of distributed leadership are foci of investigation. Methods: The qualitative study used constant comparative analysis and discourse analysis to explore leadership as a distributed phenomenon. Data from field notes and video recordings of two teacher teams during one semester were used. Findings: Three constructs emerged that informed our understanding of collaborative interaction within each professional learning team: purpose, autonomy, and patterns of discourse. Purpose and autonomy, manifest as organizational conditions, largely shape patterns of discourse that characterize the interaction of the team members. We argue that the nature of purpose and autonomy within a teacher team can influence the social distribution of leadership. Conclusions: The nature of teams in shared governance structures—the fact that teams can organize to either find or solve problems—has important implications for the creative and leadership capacity of individual teams. Thus, structures and social dynamics of distributed leadership must be attended to and not taken for granted. Implications include (a) conceptualizing leadership in terms of interaction, (b) needing to help teachers become aware of conversational dynamics that lead to or subvert effective collaboration, and (c) needing to help principals become more aware of their role in helping to establish clarity of purpose and appropriate levels of autonomy, so that teams may engage in work that leads to effective and innovative problem-finding and problem-solving activities.
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