Managing the creative process in organizations (original) (raw)
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Identify FactorsAffecting Organizational Creativity: A literature review
In today's business environment, one of the essential elements to an organizational success is adaptability, which is introduces as people must be able to accept changes and so takes creativity and innovation. To encourage creativity organizations need to create a climate that supports and enables the creative thinking of employees. In other words, organizations must try to remove barriers that might impede creativity and enhance the factors that enable creativity. For more understanding of creativity, this article attempts to bring into business setting a conceptual framework, which is supported by prior literature. So we review writings in an attempt to clearly identify the factors that influence organizational creativity and hence that need to be taken into consideration when managing creativity in organizational setting.
Creativity training in organizations: a ready-to-implement concept
Gruppe. Interaktion. Organisation. Zeitschrift für Angewandte Organisationspsychologie (GIO)
This article—published in the Journal Gruppe. Interaktion. Organisation.—provides a ready-to-implement creativity training concept with elements of Design Thinking. Although organizations have expressed an increasing interest in creativity training to help their employees become more creative and innovative, recent research indicates effective creativity training is still lacking. The training course described in this report fills this organizational human resource development requirement for practical, effective idea generation techniques. It focuses on increasing the creativity performance during the Design Thinking idea generation phase. The training concept is designed for a one day onsite workshop with up to 40 participants.
Organizational Behavior and Human Performance, 1982
The effects of training in a multistage "complete process of creative problem solving" on attitudes and behaviors of individuals were assessed both immediately after training and return to work. A controlled field "true" experiment was conducted within an engineering department doing applied research in a large industrial organization. Multiple methods and measures were employed on trained (n = 16), placebo (n = 16), and nonplacebo (n = 13) groups. The process trained addressed three critical stages: problem finding, problem solving, and solution implementation, each containing a fundamental diverging-converging two-step process called "ideation-evaluation." The main findings strongly suggest the training resulted in significant, systematically measurable effects both immediately after training and 2 weeks later at work. The trained participants were significantly higher in preference for ideation in problem solving, practice of ideation in both problem finding and problem solving, and performance in problem finding. The data give rise to speculation that there may exist differing "optimum ideation-evaluation ratios" for each of the problem finding, problem solving, and solution implementation stages. These ratios may also differ by field of endeavor. A survey of the literature shows that creativity research has taken three distinctly different directions. First has been the identification approach; that is, can we develop cognitive and personality tests capable of identifying relatively more-or-less creative people? Guilford's work (1967) is among the best known in the cognitive realm and MacKinnon's (1962) in the personality realm. Dunnette (1976), Gough (1976), Roe (1976), and Torrance (1972) provide comprehensive reviews of this identification movement. A second research direction has been the study of organizational factors; that is, can we determine what factors in an organization tend to inhibit or nurture creativity? Baker, Sweeney, Langmeyer, and Reprint requests should be sent to Min Basadur,
An analytical study on organizational creativity : implications for management
Polish journal of management studies, 2014
In dynamically and unpredictably changing environment becomes creativity a key factor of the success of businesses and organizations because it affects the development of innovation and ingenuity, and consequently the business success and profit. The paper analyses the creativity of employees at work. Primary data collection was conducted through questionnaire survey among employees (mostly managers) working in Presov region. The research was conducted on a sample of 118 respondents from Presov district in Slovakia. To evaluate the data and hypotheses was used statistical program STATISTIC using the Pearson correlation coefficient (r).
Exploratory study of organizational creativity in creative organizations
Creativity and Innovation Management, 2009
The creative industries represent an important and growing sector of the UK economy. This paper explores organizational creativity in firms within the creative industries. A questionnaire based on both Amabile's 'Organizational Creativity' model and Ekvall's 'Creative Climate' model was completed in ten firms in different sectors of the creative industries. Follow-up interviews with five firms were also conducted, to compare the outputs from each model as well as the variation in responses from firms in different sectors. The results indicate that both models of organizational creativity are complementary, although not necessarily fully applicable in the creative industries. Specific differences between firms in the graphic design/branding sector and firms in product design were also observed.
A review of creativity within organizations from a psychological perspective
Journal of Management Development, 2010
Purpose -The aim of this paper is to survey the main creativity models, mediators as well as the enhancers of organizational creativity, all from a psychological perspective. In addition, the paper seeks to identify gaps in knowledge of organizational creativity. Aspects of creativity that require closer inspection are described. Design/methodology/approach -A review of the literature on creativity within organizations from a psychological perspective was undertaken. A large number of research papers, mainly published after 1985 covering creativity and/or innovation, were identified and critically evaluated for relevance to the paper's purpose, and were judged on sufficient scholarship in order to create a narrative literature review. Findings -Despite the great amount of psychological research on creativity and innovation, only a few models and theories appear to be defined. Moreover, their predictive value and incorporation of possible influencing factors is limited. In general, it can be concluded that the field of creativity requires more in-depth research as well as a synthesis of results of various studies and models in order to effectively develop, promote and predict creativity within organizations.
Decision Making: Social and Creative Dimensions, 2001
In an era o f rapidly accelerating chang e , th riving organizations are not m e rely efficient but adaptable, that is, innovative. They act as open systems, that is, they are sensitive to their environment and transform continuously changing inputs into continuously changing outputs. Organizational innovation is modeled as a continuous, creative process of deliberately generating and formulating new problems and opportunities and creating and implementing new solutions. Success in this four stage process depends on four creative thinking skills: active diverging, active converging, and horizontal and vertical deferral of judgment. By deliberately encouraging people to develop skills in applying such a creative process to their work daily, an organization can simultaneously achieve both the economic outputs they crave and also the people outputs they must provide to assure motivation and continued economic success in the long run. The continuous creative process is integrated into an open systems model that features both economic and people inputs and outputs and also features two environments-internal and external through which the people and economic inputs/outputs must filter.
Optimising creativity management: problems and principles
International Journal of Management and Decision Making, 2006
This paper explores the problem of optimal management of creativity to develop and mobilise employee creativity in more effective ways. Optimising creativity management presumes interventions for employee creativity development and the improvement of the work environment for creativity, which are most relevant to the specific organisation, its goals, objectives and resources. This paper identifies the main principles and problems of optimising creativity management, as well as cognitive blocks to such optimisation. This study also allocates specific functions of creativity management research and development management and innovation management to define where these functions overlap and can be coordinated. Optimising approaches to managing creativity indicate prospective directions both for theoretical investigations and practical techniques to manage employee creativity more systematically and methodically.
Understanding the Individual Creative Process Within Organizations
warwick.ac.uk
Organizational learning and knowledge management literature has focused on how an organization can successfully socialize, articulate, store, retrieve and use knowledge which resides within each individual. It remains uncontroversial that the individual is the main ...