Leveraging Enterprise
Creativity in products, services, procedures, and processes is now more important than ever. It is needed equally in the established enterprise, the public sector organization, and the new venture. Why is it then that many organizations unwittingly carry out managerial practices that destroy it? With exceptions, most managers do not stifle creativity on purpose.Yet, in the pursuit of productivity, efficiency, and control, they often undermine it. The figure below shows that creative-thinking skills are one part of creativity but that expertise and motivation are also essential. Managers can influence the first two, but doing so is costly and takes time.They can make a more effective difference by boosting the intrinsic motivation of personnel. To manage for creativity and innovation in ways that keep clients, audiences, and partners satisfied, they have five levers:
(i) the amount of challenge they give to personnel to stimulate minds
(ii) the degree of freedom they grant around procedures and processes to minimize hassle
(iii) the way they design work groups to tap ideas from all ranks
(iv) the encouragement and incentives they give, which should include rewards and recognition
(v) the nature of organizational support. Needless to say, managers must themselves be motivated.
(Adams, 2005.p4)
(i) the amount of challenge they give to personnel to stimulate minds
(ii) the degree of freedom they grant around procedures and processes to minimize hassle
(iii) the way they design work groups to tap ideas from all ranks
(iv) the encouragement and incentives they give, which should include rewards and recognition
(v) the nature of organizational support. Needless to say, managers must themselves be motivated.
(Adams, 2005.p4)
Innovation begins with creativity. For any organization, operating in an external environment,an interactionist model of creativity and innovation needs to encompass organizational context, organizational knowledge, and inter- and intraorganizational relationships, not forgetting the (increasingly multicultural) creative makeup of the individuals.
Creativity flourishes in organizations that support open ideas: these organizations create environments that inspire personnel and maintain innovative workplaces; those that fail are large organizations that stifle creativity with rules and provide no slack for change. There is a role for management in the creative process: but it is not to manage it; it is to manage for it.Why? Because creativity does not happen exclusively and tacitly in a person’s head but in interaction with a social context wherein it may be codified. Creativity plays a critical role in the innovation process, and innovation that markets value is a creator and sustainer of performance and change.
(Serrat, 2009)
http://www.adb.org/documents/information/knowledge-solutions/harnessing-creativity-and-innovation-in-the-workplace.pdf
Creative Innovation 2010; Professor Peter Shergold AC - part 1
http://www.youtube.com/watch?v=fF6XMTiwilo
Creativity flourishes in organizations that support open ideas: these organizations create environments that inspire personnel and maintain innovative workplaces; those that fail are large organizations that stifle creativity with rules and provide no slack for change. There is a role for management in the creative process: but it is not to manage it; it is to manage for it.Why? Because creativity does not happen exclusively and tacitly in a person’s head but in interaction with a social context wherein it may be codified. Creativity plays a critical role in the innovation process, and innovation that markets value is a creator and sustainer of performance and change.
(Serrat, 2009)
http://www.adb.org/documents/information/knowledge-solutions/harnessing-creativity-and-innovation-in-the-workplace.pdf
Creative Innovation 2010; Professor Peter Shergold AC - part 1
http://www.youtube.com/watch?v=fF6XMTiwilo
Comment:
In order to foster a culture of innovation, companies need to motivate their employees with rewards, recognition, and empowerment.
"The innovative culture thrives on the free exchange of ideas.Be communicative and train managers and supervisors to allow the free flow of information among them, their subordinates, and their superiors.”
Companies need to create a management team to oversee innovation and to communicate expectations to employees. It is also important to create a series of milestones to be used to gauge the progress toward a more innovative culture. There is no doubt that creation is a vital part in innovation process and it can motivate workforce in any organisation.
(2005 Deloitte Touche Tohmatsu.)
(2005 Deloitte Touche Tohmatsu.)
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