Creativity and innovation are constant topics on the agenda of organizations of all kinds. The growth of technology and the speed of changes in the 21st century show the strength and the need to be attentive to the changes.
Finding different solutions, innovative ideas, breaking paradigms, are not more competitive differentials, but basic skills for survival.
This is clear, we all know it. is not true?
But how to address the issue of creativity in organizations? How to be more creative? And what is the role of HR and leaders in this context?
There is poetic marketing in the market focused on the development of individual creative skills.
It is easy to observe this phenomenon in calls from programs that seek to find your inner child, release fears, think with some different side of the brain, end traumas of the past and unlearn what we learn in school.
They seem simple solutions, but they are much more complex solutions, with low effectiveness and high levels of frustration.
Actions that end up leading us to inevitable comparisons with Picasso, Da Vinci, Mozart, Beatles and of course, Steve Jobs and Elon Musk. Thus it is difficult to get rid of fears and achieve creativity, isn’t it?
Organizational creativity is much simpler than that.
What we need in most organizations is a creative process-oriented to problem-solving and focused on improving results. And that implies management. And everything related to management can be measured and analyzed.
There are some theories and processes about creativity in organizations. I adopted in my projects the thesis developed by Jay Hall that basically says that the development of creativity in an organization is the result of some vectors of its organizational competence.
What would these vectors be?
Participation is necessarily the division of POWER. And this implies analyzing:
The management value system
The organizational structure (social and technical)
The credibility management
Commitment and Endeavor
There is no possibility of commitment and commitment without a true feeling of participation. That is, people need to see that they can make a difference, that they can make “the thing” happen to get involved. Commitment and commitment imply:
The power – possibility, and feeling of developing individual potential
Awareness of unity and organizational interdependence
Finally, we come to creativity. That is, in order to speak in organizational creativity we have to NEED to understand that:
PARTICIPATION generates COMMITMENT
COMMITMENT stimulates CREATIVITY.
To have creativity and innovation as part of the organizational culture, it is necessary:
The work environment (physical resource)
The social context (stimuli and local policies)
The problem-solving process
Does it seem complex? It is actually simple, but it may not be easy.
But the fact is that creativity is part of an organizational process and culture and demands much more than generating some creative impulses.
Impulses that tend to die immediately, without the competent spaces of participation, commitment, and creativity.
Want to know more about the cover photo of this article? Watch the interesting and fun video of the artist Dominic Wilcox. Highly creative. Would this type of functional creativity be in your organization?