“There is no doubt that creativity is the most important human resource of all. Without creativity, there would be no progress, and we would be forever repeating the same patterns” (Edward de Bono (2004) cited by Innovation Tools [online], Accessed 9/11/11)
What is it?
According to Bilton (2007:3), creativity “requires that we make or think something new” as well as a combination of existing ideas but “the idea must also be useful, or valuable”. This concept includes the ability of individuals, groups and organisations to consistently develop ideas, reconfigure new and existing ideas, examining constituent parts and broadening the overall scope. This can only work in the workplace if it is prepared to do things differently as creativity often involves taking appropriate risk which can lead to dramatic changes. Mary Lou Cook believes that “Creativity is inventing, experimenting, growing, taking risks, breaking rules, making mistakes, having fun” (Parker, Wayne & Kent Ltd. [online], Accessed 9/11/11). This quote, applied to a workplace environment, does not encourage rule-breaking but for employees to enjoy their work and be creative at every opportunity.
Margaret Boden (1994:75 cited in Bilton, C. 2007:3), believes there are two levels of innovation. These are “P-creativity” which is new to the individual and “H-creativity” which is new to the world. To allow creativity, encourage is needed from the organisation concerned. This can be affected by the business culture, organisational structure and, most importantly, the people involved. West et al. (cited in Thompson, L. and Choi, H.S 2006:137) suggest that there are three main themes regarding team creativity and innovation; the “group tasks” and the “demands and opportunities” for creativity and innovation, “diversity in knowledge and skills” and finally “team integration”. A fourth element has also been proposed; “external demands of uncertainty” which can inhibit idea generation but implement creative ideas or innovation.
In the past, organisations had departments who specifically focussed on creativity, such as the Marketing department with creative advertising and developing slogans. However, in today’s environment, it is common to find that all employees are involved in this concept. West et al. (cited in Thompson, L. and Choi, H.S 2006:137) outline the differences between innovation and creativity; “Creativity is the development of ideas, whereas innovation implementation is the application of ideas in practice”.
It is difficult for individuals to apply their creativity in a situation whereby they are ignored by others and an autocratic management style is present leading to low levels of participation, limited communication and lack of opportunities. Communication is of particular importance. Often ideas are discussed by rarely implemented; this can hinder the willingness to contribute and make suggestions in the future if promised by management but never turned into reality.
What does it enable?
Without creativity, innovation becomes difficult to achieve. Creativity allows ideas, invention, imagination and innovation to occur. As described by Edward de Bono, “Creativity involves breaking out of established patterns in order to look at things in a different way” (2004, cited by Innovation Tools [online], Accessed 9/11/11)
Problems can often be resolved with creative solutions. For example, the quality management tool of Total Quality Management (TQM) achieves reduced waste and costs, leading to an increase in business efficiency. Although the focus may primarily be on devising creative solutions, it can also help identify potential opportunities; leading to success and competitive advantage over rivals as a result.
Organisational structures
Although not as frequently found in todays organisations compared to in previous years, rigid and hierarchical structures can discourage and prevent creativity and innovation. This may occur in businesses whereby risks are minimal and ensure rationale decision making. Organisational structure can relate to management styles; an important determinant for whether creativity is allowed within a company. Styles can vary between sectors, for example, a manufacturing sector may require an autocratic style whereas an office environment could acquire a democratic management allowing two way communication to occur.
Culture
The term ‘culture’ depicts the norms, believe and values help by an organisation and governs how the business runs. Creativity can be determined by the business culture whereby idea generation is supported; both on an individual and group level. The exchange of knowledge and ideas is critical, however, individuals are often reluctant to share their ideas because knowledge is power and someone else can easily take advantage of this; passing off ideas as their own. Sufficient time, resources and opportunities and recognition of contributions should occur as this can prove to be a motivating factor and encourage creativity in the future.
A culture that encourages creativity can be related to Herzberg’s two factor theory. In terms of the motivating factors, allowing employees to be creative can give them responsibility and lead to personal growth (Mullins, L. 1996:495). As a result, dependent on management styles, a sense of achievement from their creative ideas can therefore motivate them leading to high productivity and commitment.
Clegg (2001:18) considers there to be four distinct stages to creativity; identifying the question, generating answers, polishing the outcome and then the implementation. Despite this, the acceptance of creativity within the workplace is dependent upon the culture adopted in addition the organisational structure and management styles (as discussed above). Innovation depends on people and people rely on corporate culture; highlighting it as a highly influencing factor with regards to behaviour and conforming.
Creativity and innovation highlights the important of recruiting a diverse workforce. With people from various backgrounds, cultures, countries and ethnicities, many thoughts are likely to be generated. Culture is shown to be effective in generating and encouraging creativity in companies such as Innocent Smoothies. In a recent programme broadcast on BBC2, Peter Jones set out to discover whether there is a blueprint for success. The programme focussed on Richard Reed and Michelle Mone. It was clear from the programme that the working environment at Innocent is very relaxed; employees are allowed to wear whatever they feel comfortable in, working in a very relaxed atmosphere with no allocated desks to encourage face to face interactions and Peter Jones said it looked more like a play centre than a workplace with astro-turf covering the floor at Fruit Towers. Richard Reed, Co-founder, was described by employees as ‘very inspirational, honest, excited and constantly thinking of ideas’. They have been awarded on many occasions including the Sunday Times Award for being ‘One of the best small companies to work for’ in 2010 (Peter Jones: How we made our millions, 2011). They have been awarded on many occasions including the Sunday Times Award for being ‘One of the best small companies to work for’ in 2010.
The people
It is important that everyone is involved in creativity in order for it to become effective within the organisation and create an impact. In the 1970s, Dr Meredith Belbin observed groups focusing on why some groups thrived and others failed to deliver. Belbin’s research revealed that success or failure for a team was dependent on behaviour. From this, nine team roles were devised to explain the differences between individuals and their behaviours. These team roles included: Plant, Monitor Evaluator, Co-ordinator, Resource Investigator, Implementer, Completer Finisher, Teamworker, Shaper and Specialist.
The “Plant” role is the most important in this case as this describes the group member(s) who is “creative, imaginative and solves difficult problems” but associated weaknesses could include the ignorance of details and too distracted to allow for effective communication (Huczynski A. and Buchanan D. 2007:329).
Although each team role has their associated strengths and weaknesses, achieving the right balance is important. It was found that presence of each behaviour was essential for a team to succeed. For example, the absence of a “Plant” can lead to a lack of creativity within a group and any ideas to pursue. In addition, without a “Shaper” there would be little direction for a group leading to missing deadlines. Too many “Plants” in a group can lead to conflicts between differing ideas and solutions and a high number of “Shapers” can lead to low morale as more than one individual aims to take control.
In his book, Team Roles at Work, phrases used by Llants include “When there’s a problem, there’s a solution”, “Ideas start with dreaming” and “Without continuous innovation, there is no survival” (1997:80). This clearly illustrates the high focus of creativity for this team role.
Can creativity be learnt?
This is debatable. People argue that you can be born creative. Steve Jobs, for example, was a highly inquisitive individual and began asking questions at an early age that no typical teenager would ask. Edward de Bono believes that “Creative thinking is not a talent, it is a skill that can be learnt. It empowers people by adding strength to their natural abilities which improves teamwork, productivity and where appropriate profits.” (2004, cited by Innovation Tools [online], Accessed 9/11/11).
How to encourage creativity
- The ‘right’ culture - i.e one that encourages creativity, willing to take risks and the acceptance that mistakes will be made
- Encouragement from management
- Sufficient time and resources
- Interest in topic – this can lead to motivation, commitment, loyalty to product or project, more likely to succeed
- Commitment – by managers to encourage creativity of employees
- Engagement – contact with and amongst employers and employees to share knowledge and ideas
Regular meetings to discuss ideas can ensure that creativity levels remain high as well as allowing employees to make contributions. Suggestion boxes could also be used to engage those from the workforce who are willing to contribute and share ideas.
From a University talk delivered by two placement students at IBM, they explained the scope of creativity throughout the organisation. A Dragon’s Den idea has been adopted whereby employees can pitch their idea to a panel of executives. If deemed a successful venture, IBM will fund them, provide patents, turn their ideas into a tangible product and pay them the royalties.
In 1964, Vroom devised the ‘Expectancy Theory’ and which is “founded on the idea that people prefer certain outcomes from their behaviour over others” (Mullins, L. 1996:500). If an employee expects to be given the scope to test their creativity in the workplace but this is hindered by management styles, the business culture or the overall operating environment; this can significantly affect motivation levels.
Organisations need to be innovative and creative if they are to stay ahead of competition; especially with the emerging markets (Asian markets especially) climbing through the ranks. For example, China
Creativity is affected by culture and climate and demands creating opportunities and effective communication.
No creativity means no progress.
References:
Belbin, R.M (1997) Team Roles at Work, Oxford
Bilton, C. (2007) Management and Creativity; From Creative Industries To Creative Management, Oxford
Clegg, B. (2001) Creativity and Innovation for Managers, Oxford
Huczynski A. and Buchanan D. (2007), Organisational Behaviour, 6th Edition, Essex : Prentice Hall
Innovation Tools [online], Available from: http://www.innovationtools.com/Quotes/QuotesDetail.asp?CatID=2 (Accessed: 9th November 2011)
Mullins, L. (1996), Management and Organisational Behaviour, 4th Edition, Essex : Pearson Education Ltd.
Parker, Wayne & Kent Ltd.[online], Available from: http://www.pwkpr.com/public_relations_quotations/Creativity.htm (Accessed: 9th November 2011)
Peter Jones: How we made our millions, (2011) [TV Broadcast] BBC2, 9th November. 21:00 hrs
Thompson, L. and Choi, H.S (2006) Creativity and Innovation in Organizational Teams,Mahway , New Jersey
Thompson, L. and Choi, H.S (2006) Creativity and Innovation in Organizational Teams,
