Companies implementing environmental management systems face many of the challenges that are a feature of financial control systems. The translation of policy into clear measures of performance is problematic, and some managers and employees may find it difficult to pay more than lip service to envi
How managers can spark creativity
β Scribed by Dorothy Leonard; Walter Swap
- Publisher
- John Wiley and Sons
- Year
- 1999
- Weight
- 984 KB
- Volume
- 1999
- Category
- Article
- ISSN
- 1087-8149
No coin nor oath required. For personal study only.
β¦ Synopsis
I
ii today's knowledge economy, we cling t o iiiariy niyths ;ibout c-rcativit): We believe, for instance, that creativity is ;I solit;iry practice, \vhcn iii fact most of this ccii t ii ry ' s grea tes t inve n tions and discover ies-coii i p LI tcr el cc tron ics , con1 i i icrci'il aviation and space flight, the breaking of the gciictic code-have cmviatcd fi-om inspired ,qrorrys. We believe that crcwivity cniitiot he nianagcd, \vhcn in reality iiim.iger5 can strongly shape the creative process. 13ut perhaps iiiost prevalent-md lexit productive-is the belief that groups iiiiist dcpctid on a few often eccentric individu,ils for crcativc output. In reality, any group caii hcc.oiiic iiiorc creative if its l c d e r s 1111derstaiici and support the dynamics of creative collabor;ltion.
Looking beyond these myths, most students of creativity and Icdc-i-ship agree t h t the t w o disciplines are deeply related. O n e c;innot thrivc \vithout the other. <:rc,iti.ity is a process of developing novel ;in d use fill i de.is, \.he t h er a I i i 11 c rcii icii tal i iiiproveiiieii t or .i \,orld-clianging breaktlirougli. I t ciiix>iiip~sscs 11101-c than the I,iiiiich of . i ne\v product or project teani. it is what effective or~aiiiz;rtioiis ffo. I)cc;idcs of psychological research 011 h u i i i a n behavior ;in11 the \vork ot'i~ollc.iguez such as Teresa Aniahilc have provided inuch insight into ho\v the creative p r o c w 1111foltls. I t liiiigcs on ;I rcpcatcd cycle of divergence .ind c'onvri-geiic'r-to t i n t c'rc*.ite .I rich diversity of options and then to agree on the best ide;is t o iniplemcm. Tfic process ot'crcativity involves five steps.
Pwpir~ttioti. Creativity may emerge i i i unexpected \v;iyh, but it docs n o t coiiic tiom the hluc. I t springs from deep wells of esprrtise. I\escarc.li dio\vs that the most crcative people have a to\vering conimand of a given discipline, a i d sucli cspcrtiw i x i i take 1 ( I yr;irs t o develop. Hut creative groups ,ilso need "begiririrrs' ii~ii~d~"--iie\vcomers to :i field who bring fresh perspective and ask good questions. Coniyosiiig groups with both kinds of iii\ight is a key for leaders.
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