engagement towards Creativity in organizations
Creativity is a complex phenomenon, there are many conditions that impact its development. Also, creativity in an organizational framework is subject to further demands and constrains. Moreover, organizations expect to transform creative developments into innovative products and services. Thus we would need to structure the different aspects that conform the ability to create and innovate in an organizational setting.
Creativity has become a key organizational focus, as it is shown in the 2010 IBM CEO survey answered by more than 1500 CEO's worldwide. In a context of increasing volatility, uncertainty, complexity and ambiguity, the only possible answer is to become more creative.
Therefore, how to develop more creative organizations and more creative leadership?. In a broad manner we could differentiate two elements:
1. Creativity Development
Creative outcomes are possible when individuals are committed towards investigating a concrete field of interest (for example, physics, management, marketing, football, music, etc). This commitment is the fuel, the energy that generates the ability to keep investigating in the face of negative outcomes, and set backs. However, interest and passion are not enough, the attitude in which the problem is explored is a specific one of distance and silence. These capacities are intrinsic to human beings, however we need to work on them explicitly. Constant practice of these capacities allow individuals to set the conditions for creative development. You can explore some of our content for the courses 'Practicing Creative Leadership', 'Steps to Creativity' or 'Freedom to create: creativity in organizations' which work on these aspects. Moreover, you can access the courses Practising Creative Leadership 2014, and Steps to creativity 2015, as well as all the readings, videos and audios of those courses. Further, you have access to a wide range of materials in the form of books, apps & webs, visuals & videos and online courses.
2. Collective motivations Development
In the knowledge society, we need to be able to share our knowledge, to keep learning. We need to create specialists teams to achieve our creative objectives. It is difficult to collaborate with specialists, everyone works in a particular manner. We need to bring together a group of people or networks or teams to develop new ideas, products and services. Management needs to be adroit in generating the appropriate collective motivations for this collaboration with an attitude of research, mutual service and full communication. These collective motivations need to be created, we name them "CAPs" Collective Axiological Projects. There is a scientific way of developing this CAPs. Here you can access the Management Guide to transit to a creative organization.
Collective Axiological Projects ("CAPs") are constructed following the findings of epistemological axiology. It is a scientific construction that requires the development of axiological knowledge together with a certain degree of human quality to be able to create appealing projects for the collectivity.
We have developed a set of axiological procedures to follow, a protocol, that anyone could follow to achieve the axiologization, i.e. the mobilization of the collectives towards the creation of interesting objectives. This protocol could be thought as a set of detailed instructions to follow. Therefore this protocol would allow any individual not familiar with the basic research on axiological epistemology to produce axiological changes (value changes and therefore changes in attitudes and actions).
Managers will need to organize teams and to know how to manage systems of values, and this implies being able to affect others’ sensibilities, this is only possible through concrete value approaches. Otherwise, given current social and economic conditions, would be difficult to create and produce adherence to the collective project.
Our approach of mobilizing collectives through values is different to the existing approaches in three important ways. It is different than any approach in ethics, which treats values as abstract entities. It is also different from a psychological approach to values, which treats values as either need based, or as cognitive choices. These approaches have as a basic assumption a stable anthropological conception as "reasoning beings". Though we use a narrative approach, we focus on the immanent level of the discourse. Therefore we construct narratives taking into consideration the underlying collective and social value framework. We focus on building a web of meaning to which individuals feel drawn to, and thus creating our required mobilization. To work at the deep level of the narrative means that we have to deal with concrete value entities. This means that values are presented following transformative implications (Greimas, 1973) to be able to affect sensibility
Organizations will also need to create organizational processes and systems to generate a structured approach to creativity and innovation in an organizational setting. There are some resources about this organizational part in our "books" webpage. Please feel free to investigate it by yourself.
Our approach assumes that your organization is already investing in scientific and technological research areas related to your business.
Creativity development requires an engaged organization, however latest Gallup research show sobering figures: 'Gallup reported in two large-scale studies in 2012 that only 30% of U.S. employees are engaged at work, and a staggeringly low 13% worldwide are engaged. Worse, over the past 12 years, these low numbers have barely budged, meaning that the vast majority of employees worldwide are failing to develop and contribute at work'
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