Creativity in organizations has become an issue of great importance, but how does a company encourage personnel to find creative solutions to budgeting, product development, marketing and training? With engaging contributions from leading academics and professionals, this book explores the key factors that are critical to the development and promotion of creativity in any organization.
Chapter 12: How Organizations Channel Creativity
How Organizations Channel Creativity
Top managers are especially prone to resist changes—their promotions and high statuses persuade them that they have more expertise than other people. They have strong vested interests. Reorientations threaten their dominance, and they believe they will catch the blame if current practices, strategies, and goals prove wrong. Also, organizational properties that support some goals conflict with the properties that support others, so organizations must take conflicting actions, and every “solution” creates a new problem.
Organizations cannot obtain creativity merely by hiring creative people. Most organizations have many members who come up with creative ideas, but all organizations ignore or suppress some forms of creativity, and organizational creations often reflect the ...