Creativity Management Deconstructed
Successful firms generally start off as small, creative enterprises. So what happens when they grow?
What are the blocks to creativity and Can Creativity Management be Deconstructed so they Can Be Overcome?
We can all be more creative, so what is stopping us?
Evaluation Apprehension
There are many blocks to critical and creative thinking such as apprehension about evaluation (in its many forms), and lack of adequate finance and resources.
Separating creativity from critical thinking, incremental productivity, tools that draw out tacit knowledge, and using frameworks to trigger flow are some of the effective unblocking techniques.
Creativity Management Deconstructed
What is psychological safety and freedom?
What properties of an organisational culture cultivate productivity?
Organisational Structure
What properties of an organisational structure most foster creativity?
There are many reasons why an entity has a particular organisational structure: history, logistics, market segmentation, product line, strategy, and so forth.
It is often unreasonable to ask a firm to change its organisational structure, so how do we get around this problem?
Group Structure
What is the most effective team structure?
Many people who are acknowledged to have made great contributions to society have worked alone, but it is very easy for individuals to go “off track” and feedback is required to some degree, as well as other things.
It is also very difficult to separate the idea from its influences.
Many others work in pairs or small teams, as this reduces the negative effects of large groups.
Successful firms generally start off as very small, creative enterprises.
Many people think that brainstorming in large groups enhances creativity, but large groups bring with them their politics, status differentials, groupthink, dilution of ideas, and conformity among other things.
This article was contributed by Kal Bishop
Creativity Management Deconstructed
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