The purpose of this article is to discuss why creativity in the organization is important for the next generation manager and how it could impact on the future of a business. This paper also highlights the challenges, importance of creativity, how management can address these in the future business environment in the next 5-10 years and to focus on how future managers affect creativity through their efforts to nurture a work climate that supports creative thinking.
In order to ensure that the objectives of the paper were met, the exploratory research design was used, using secondary sources f data. Recommendations will be made after a thorough study on how organizations with next generation managers should deal with creativity in the workplace. Keywords Vision, challenges, future, managers Introduction (400 words) “Around here, however, we don’t look backwards for very long. We keep moving forward, opening up new doors and doing new things, because we’re curious… ND curiously keeps leading us down new paths. ” Walt Disney Company Today’s organizational leaders are facing accelerating rates of unpredictability, complexity and uncertainty, all of which are showing no signs of slowing down. Whether it is the ongoing digital revolution or increasing global markets, our current environment requires a constant state of innovation. According to Karl Moore on the Forbes website, in order for companies to continue on a path to success, next generation managers must be able to handle any curve ball thrown their way.
Leading through this new business environment requires the capability to sense and respond to changes in the business environment with actions that are focused, fast and flexible. In order to do this, the next generation manager has to be agile. He dates that the next generation managers must be able to proficiently move, change and evolve the organization. Agile leaders are creative thinkers with a deep sense of purpose. They show a propensity and ability to move into action and make decisions, and their Implementation often results in greater learning.
Agile leaders actively engage diverse stakeholders, Influencing and studying them simultaneously. This individual is not an average employee; they “seek pain to learn. ” Agile individuals are motivated by expanding their knowledge, questioning the status quo, and actively migrate towards challenges. They thrive off of solving the difficult problems within the organization, as they believe it mutually benefits themselves and the company. They This paper will explore the challenges that future generation mangers will face in the next 5- 10 years specifically.
It aims to: (1) Understand the importance and impact of creativity (2) Identify the challenges for next generation managers (3) Understand the impact of creativity on the future business environments (4) Identify what kind of managers will be to required to manage creativity You can’t expect your business to be a 21st-century success story if you persist in sing 19th-century techniques to run it. A fundamental re-think is needed. In the age of Web 2. 0 and Wisconsin, managers must modernize or die. Http:// cogitative. Wordless. Com/2010/06/09/77/ Literature review (1450 words) What is creativity?
There is no single, commonly accepted definition of creativity. Creativity has been described as “any form of action that leads to results that are novel, useful, and predictable” (Boone & Hollingsworth, 1990, p. 3); as “seeing things that everyone around us sees while making connections that no one else has made” (Waco, 1995, p. 21); as “a process or change from what is and has been to hat might be” (Sings, 1985, p. 108); and as “the entire process by which ideas are generated, developed, and transformed into value” (Aka, 1996, p. Xvii).
Definitions and interpretations of creativity differ, in part, because they emphasize different aspects of creativity in different settings. Http://www. Savages. Com “At its simplest, creativity is the thinking process that drives employees to generate new and useful ideas. Without the development of new ideas, the ability to respond to dynamic market pressures, or to imagine alternative ways of doing things, organizations may lose heir competitive position and become staid and unresponsive to the shifting demands of their customers” (Indianapolis, Dawson 2009).
An organizational culture open to creativity and innovation, is a key determinant of company competitiveness. Abernathy and Clark (1985) state that “creativity is identified with ideas generation, while innovation implies ideas transformation into new products or services. In this sense, innovation is the implementation of creativity results. Thus creativity is part of the innovation process. ” Richards (1985: 5) defines creativity as the personal discovery process, partially unconscious, which leads to new and relevant insights’.
Richards (1988: 225) also advocates a view of creativity as a universal human process resulting in the escape from assumptions and the discovery of new and meaningful perspectives, or as an ‘escape from mental astuteness. ” www. Oversimplifications. Com/demystifying-the-creative-process/ The creative process can be broken down into five distinct processes: 1. Preparation 2. Frustration 3. Incubation 4. Illumination 5. Elaboration Preparation This phase is where most of the work gets done, individual attempts to define the robber, gather information and look for the right answer.
A writer, for example, prepares either by writing, reading, or revising earlier work. A musician plays scales, chords, or songs, a painter messes with paints or visits an art gallery, an entrepreneur researches problems to solve,a programmer plays with code. Http:// wry. Retaliatory. Com Frustration In this phase, it seems like the road too possible solution is lengthy, confusing and indirect, which often leads to dead ends and creative blocks. People often give up in this step and settle for a non-creative solution. Incubation
It’s at this phase that your conscious and subconscious mind are working on the idea, making new connections, separating unnecessary ideas, and grabbing for other ideas. Http://www. Retaliatory. Com Illumination This is the “Eureka” moment when an idea suddenly comes to mind, a light bulb flashes. When it hits, the idea must be documented immediately. Elaboration This phase is the one in which the idea you’ve been preparing and incubating sees the light of day. It’s when that written piece comes out, when that song flows, when that canvas reveals its painting, and so on.
It’s also when a good creative starts to valuate the idea and determine whether it’s good or not. Http:// Literature also looks at the Creative problem solving where each step starts with divergent thinking where ideas are generated and then moves to convergent thinking in which the best ideas are explored. Figure 1 explains this process: Understand the importance and impact of creativity Creativity, is a critical skill for achieving success in the 21st century workplace. As mentioned , creativity is the ability to produce new, diverse and unique ideas.
Thinking creatively means looking at things from a different perspective and not be stricter by rules, customs, or norms. Innovation is the implementation of creativity – the introduction of a new idea, process, or product. Creativity provides the necessary spark to get the ball rolling. Http://www. Habitualness’s. Com/importance-of- creativity. HTML In an organizational environment, problems arise every day , therefore novel solutions are required, it has become increasingly difficult to find solutions by thinking in conventional ways. Doing business in the same way will no longer lead to success.
In order to stay in business, organizations have to respond to creativity. How to profit from individual potential and leverage it to produce organizational innovation and excellence Creative organizations should attract, develop and retain creative talents if they want to remain competitive Creativity is the Most Crucial Factor for Future Success VIM’S 2010 Global CEO study stated: “The effects of rising complexity calls for Coos and their teams to lead with bold creativity, connect with customers in imaginative ways and design their operations for speed and flexibility to position their organizations for twenty-first century success. Identify the challenges for next generation managers Understand the impact of creativity on the future business environments The main problem in management, according to James March (1988), is that: ‘Organizations face a large number of problems of about equal importance, but only a few solutions. Thus the chance of finding a solution to a particular problem is small. ‘ In order to identify and so solve many of the problems that arise in business it is necessary to challenge the problem solving capabilities of those in charge.
In many cases the creative process which is used to approach problems has to be structured and redeveloped in order to produce new ideas and perspectives. Change is an intrinsic necessity for a company that wishes to perform well in the long term. As Sir John Harvey Jones stated: “Unless a company is progressing all the time, it is in fact moving backwards. It is quite impossible to maintain the status been done in the past can lead to difficulties in a business environment which is experiencing rapid cultural, economic or technological change.
Change is an ever- present phenomenon to which businesses of all kinds are forced to respond if they wish to stand the best chance of survival and prosperity. Conducted through in-person interviews with senior leaders and consultants from Vim’s Global Business Services division, less than half of global Coos believe their enterprises are adequately prepared to handle a highly volatile, increasingly complex business environment.
Coos are confronted with massive shifts – new government regulations, changes in global economic power centers, accelerated industry transformation, growing volumes of data, rapidly evolving customer preferences – that, according to the study, can be overcome by instilling “creativity’ throughout an organization. Http://www-03. IBM. Mom/press/us/en/parallels/31670. Was recent Businesswomen article reported that, “According to a new survey of 1 ,500 chief executives conducted by Vim’s Institute for Business Value, Coos identify ‘creativity as the most important leadership competency for the successful enterprise of the future. While the study results will come as no surprise to hard-working creative professionals, they do raise an important question: How do we identify – and hire for – the qualities that add up to creativity? By our lights, the notion of “creativity’ can’t be separated from the skills required for creative execution. So our analysis of the characteristics crucial to creativity focuses particularly on the skills that facilitate putting ideas into action. Below, we outline five key qualities of particularly productive creative, followed by some recommendations for how to uncover them in potential hires, co-workers, and collaborators. . Communication skills. As Albert Einstein said, “If you can’t explain it simply, you don’t understand it well enough. ” Whether you’re leading a team, managing clients, or training a new hire, the ability to communicate clearly and concisely is an absolutely essential skill. We must all develop the capacity to efficiently manage our communication channels (email, Twitter, Backbone, etc), to rally people around our ideas, and to play well with others – our coworkers and our clients. How to test for it: One easy way to test this ability is by having a candidate explain a simple task.
If you were hiring a Systems Administrator, for instance, you might ask something like, “Walk me through the process of setting up a web server. ” It doesn’t have to be a hard question; the point is to get insight into their ability to communicate clearly. 2. Pro-activeness. We tend to Judge people based on their experience. This is, of course, the whole basis of the resume©. Yet, while on-the-Job experience is valuable, we must dig deeper. A better indicator of productive creativity is one’s willingness to act, to take the initiative to put an idea in motion.
As we’ve written elsewhere on 99%, “Those who How to test for it: Inquire about past instances where the candidate was proactive. Have them explain how and why they started that club, magazine, or film series listed on their resume©. You can also get a glimpse into their future willingness to take initiative by asking questions like: “If I put you in charge of the company today, what would you do differently? ” or “What are some things that you would change about the product (or sales process, or website, etc. ) if you had the chance? 3. Problem-solving. “Thinking outside of the box” is really nothing more than creative problem solving – the ability to arrive at new solutions by looking beyond obvious or traditional approaches. As designer Michael Beirut taught us at the inaugural 990 Conference: “The problem contains the solution. ” In this way, successful creative don’t see robbers as problems at all – they see them as opportunities. Aside from using Karl Dancer’s classic “candle task” to test problem-solving abilities, there are a few other options.
When interviewing candidates for your creative team, don’t focus on leading questions. Instead, ask questions that emphasize shades of grey, and offer insight into the candidate’s thinking. For a Community Manager position, a good question might be, “How would you deal with an irate customer who won’t stop posting negative comments on message boards? ” 4. Curiosity. “Judge a man by his questions rather than by his answers. So said French philosopher Voltaire. As anyone who’s had a “Eureka! ” moment knows, daring to ask a new question goes a long way toward finding the right solution.
What’s more, a high level of curiosity – the hallmark of an inquiring mind – is typically indicative of other good qualities, such as inventiveness, resourcefulness, and fearlessness. It also tends to ward off boredom and apathy – sentiments that will poison any creative endeavor. When interviewing a potential hire, note how many unprompted questions they ask, and how much they’ve already learned about your company. You can also ask simple questions like, “Tell me about something outside of your area of expertise that you recently learned about? ” or “What was the last book you read, and why? 5. Risk- taking. Being open to risk (and thus failure) is crucial. We can only truly learn and develop when we push ourselves outside of our comfort zones. According to choreographer Tally Tarp, “If you only do what you know and do it very, very well, chances are that you won’t fail. You’ll Just stagnate, and your work will get less and less interesting, and that’s failure by erosion. ” For Tarp, inventor James Tyson, and innumerable there, failure is a badge of accomplishment because it means that you took a risk, that you tried something new.
How to test for it: Chief executive of The Limited, Linda Hassle, likes to ask, “Give me an example of a situation where you think you took a risk or took a controversial point of view. ” Or, for a sneakier approach, you can inquire if there’s anything the candidate regrets not doing at their previous Job. As psychologist Daniel Gilbert points out in this article on risk, people usually regret the things they didn’t do, more than those they did. Thus, egret and risk-taking usually work (loosely) in inverse proportion to one another. Restriction for encouraging organizational creativity, a number of factors may be identified that make creativity more probable. Broadly speaking these subdivide into the following areas: Setting an appropriate culture, leadership style and living values that encourage people to think and act beyond current wisdom. Focusing more on informal structures and communications than trying to formalism these features. Devising systems of reward and personal growth that fit with the strategy and minimize the SE of systems for their own sake. Encouraging diversity of people and skills. Tolerating the conflict that may result, provided that this is over ideas rather than being of a corrosive nature. Creative leaders do it differently Common attributes required for creative leadership include: The ability to set a direction that excites others, rather than bland “mission” statements. In practice this often involves the ability to be specifically vague. Leaders as idea advocates, sensing and moving ideas around the organization so that they attract resources and gain acceptance. Giving a tangible example to the concept that failure is a learning opportunity and encouraging risk taking. The creativity advantage – is your organization the leader of the pack? Peter Cook Industrial and Commercial Training, Volume 30 Number 5 1998 179-184 Intervene Pitters et al. (2010) argued that transformational leadership may render employees willing to be innovative but unless they consider themselves able to be innovate-dive (I. E. , psychologically empowered), transformational leadership will not have an effect on their creative behaviors.
It should also be noted that the role of a ramification leader is motivational in nature. The leader’s task is not to take responsibility for the creative products of employees, but to encourage them to be willing to attempt innovation, and to provide them a context appropriate to take that risk. It is not Just transformational leadership that affects the creativity of employees. Simply having an identifiable leader has been shown to increase innovation in organizations (West, Barrio, Dawson, & Brokered, 2003).
Uniform et al. (2002) described additional characteristics of effective leadership, such as expertise, retrieve problem solving, social skills, and planning, which are essential when leading individuals engaged in creative processes. Expertise and creative problem solving skills are of increased importance because these characteristics are highly respected by creative individuals, and thus lead to increased social influence on the part of the leader.
Furthermore, these characteristics enable leaders to provide guidance and structure in times of uncertainty because they are able to understand and relate to the creative process being undertaken by the employees. Without technical expert-ties, the leader would not be able to evaluate the products of creative processes. Other char?. Statistics of effective leaders include the ability to plan and set goals broadly, thus creating structure without stifling employee autonomy (Uniform et al. , 2002). Social skills (e. G. Coaching, communication, persuasion, and ?leaders must be able to communicate expectations, and interact with groups and individuals engaged in a stressful, emotionally charged task. It is easy to imagine how these skills would be helpful during a potentially heated debate over which employee’s novel solution to a particular problem is most useful. The characteristics discussed thus far describe ways in which leaders can most effectively express their expectations for creativity, and support employees in their attempts to reach these expectations.
Concerning the expectations themselves, Carmela and Checkbooks (2007) conducted a study investigating the mediating effect of self-expectations for Cree-divinity on the relationship between referent group expectations for creativity and employee involvement in creative behavior at work. The authors found that leader expectations for creativity had the strongest effect on individual self expectations for creativity (compared to customer and family expectations).
In addition to the proposed mediated effect, a direct effect between leader expectations and creative involvement of employees at work was found. Not only do leader expectations influence self-expectations, but employees are likely to comply to the expectations of leaders even if they do not internalize the expectations themselves (Carmela & Checkbooks, 2007). These results seem to be contrary to the suggestions of Uniform et al. 2002), which described conformity pressure as a detriment to creativity.
The authors also found that the relationship between self-expectations and Cree-dive involvement was stronger for individuals with high creative self-efficacy (Carmela & Checkbooks, 2007). This implies that individuals who do not believe they are capable of Cree-dive work are less likely to become involved in such work even if they have high expectations to participate. These results highlight the importance for leaders to not only communicate high expectations for creative work, but to also roved mechanisms for employees to enhance their belief that they are capable of meeting these high expectations.
This may require that leaders utilize different behaviors when communicating high expectations?such as by setting challenging group goals, than when communicating confidence in employees’ abilities?such as by providing individualized support (Carmela & Checkbooks, 2007). Successful leadership for creative performance is a unique challenge. Hunter, Thoroughwort, Meyer, and Logon (2011) highlight four clusters of 14 paradoxes that face leaders who alee innovation, following in the path of Chemosynthesis’s (1996) discussion of the paradoxes inherent in being creative.
Hunter et al. Focus on such conflicts as how to make employees intrinsically motivated in an environment tailored to extrinsic rewards and how to reduce costs while still supporting and nurturing creativity. We have described the characteristics of leaders that enable them to inspire individuals to engage in creative work and effectively manage these individuals throughout the Cree-dive process. Next we will describe how the relationships that effective leaders eve with their employees serve to encourage creativity.
Atwater and Carmela (2009) found that high quality relationships with leaders were related to feelings of high energy, which were subsequently related to increased creativity. However, this relationship was stronger for employees whose Jobs had a traditionally low-level demand for creativity. This is important for the current discussion, because we are addressing a range of organizations (which may not be considered to have creative the Job is assumed to be, without innovation, that organization will not survive in the current ever-changing economic environment.
Thus, leader-member exchange, as a mechanism for sustaining employee energy and thus facilitating creativity, is even more important for leaders in “low creativity’ fields than for leaders in characteristically “creative” fields. Their study highlighted the complex nature of the relationship between leadership and employee creativity and distinguished employee feelings of energy as an important intervening variable. Leadership is an imperative factor in strategic organizational change aimed to increase both the generation of new and useful ideas by employees and the application of these ideas n organizations.
Through influence, relationships, and strategic behaviors, leaders with the characteristics discussed in this section can effectively inspire, support, direct, and evaluate?. Ate the creativity of employees, resulting in organizations that are competitive in today’s ever-changing business environment. Leaders can inspire employees to think more openly and engage more fully in their tasks, in order to produce novel solutions to projects rang-ling from everyday work tasks to market changing products.
Leaders are also in a position to nurture, direct, and support the reiterative of employees by molding an organizational climate and culture that is supportive of innovation. Such a climate gives individuals the safety, autonomy, and intellectual stimulation needed to actively attempt creativity while lessening the negative associations linked with such an uncertain and stressful endeavor. Mark D. Gars. “Fostering individual creativity through organizational context” Given the definitions of creativity and innovation we have provided, it should be clear that creativity and innovation are closely linked phenomena.
These definitions of creativity and innovation, however, broach a broader question. Is there value to creativity and innovate-Zion in organizations? Given the topic of this volume, and people’s stereotypic reactions to the terms of creativity and innovation, the intuitive answer to this question is; “of course, creativity and innovation have value”. However, from the perspectives of an organization, this intuitive answer is often incorrect. A number of attributes of organizational operations conspire to limit the value of Cree-divinity and innovation.
To begin with, not all organizations are pursuing a strategy where innovation is likely to prove of value in enhancing organizational references (Miles & Snow, 1978). Although creativity and innovation may be valued in organizations that succeed through production of innovative products, it may not prove of much value in those where success is based on cost control (Hit, Hosking’s, Johnson, & Mosses, 1996). Along related lines, many, although not all, organizations must make significant capital invest–meets, which often drive the work it does.
Creative ideas or innovative products that disrupt the use of this capital are unlikely to prove of much value to the organization (Dean & Sherman, 1996). To complicate taters further, creative ideas and innovative products can often be imitated. Because the economic gains of creative and innovative efforts often go to second or idea or product), the difficulty of protecting creative work may limit its value to an organs-action (Sahara, 1999). Thus three external variables; strategy, capital intensity, and immutability, may limit the value of creativity and innovation to organizations.
However, it is not only external variables that may limit the value of creativity and innovation. Certain internal characteristics of organizations may also act in the same way. Organizations are structured as interactive systems, where system members acquire certain roles and certain forms of expertise (Katz & Khan, 1978). Creative and innovative efforts, however, may disrupt this internal structure, and cause a loss of focus that acts to inhibit organizational performance.
In fact, recognition of this point led Cohen and Leviathan (1990) to argue that organizations respond effectively to creative and innovative efforts when absorptive capacity is high. The importance of absorptive capacity is evident in an obvious attribute of organizations?certain organizations work on certain kinds of innovations. Thus Boeing focuses on innovation in aircraft and IBM on innovation in software systems. The nature of internal organizational structures, however, points to another variable that limits organizations’ investment in creative ideas and innovative efforts.