How to Manage Creativity

Organizations have barriers that eliminate chances of creativity, and it is important to identify and address them. In my organization, we have some barriers, which include the following. Fear of experimentation. People are afraid to try new things because of the fear that they might fail, and in my organization, it has prevented people from suggesting new ideas. To overcome the barrier, an organization should highlight courageous actions and also acknowledge the actions which did not lead to positive outcomes.  If the organization only rewards those who won, then the rest will think that you have to get it right to be celebrated, which will only increase their fear.  Leaders should reward the risk-taking, not the outcomes.

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Employee stress has also been a barrier to creativity in my organization. A stressed person finds it difficult to think because it needs exploration and inspiration. It also affects mental processes. To overcome the barrier, leaders should help employees balance their life and work to encourage more creativity by providing amenities such as healthcare benefits and onsite counselors. Employees become successful when stress is eliminated.

Finally, the barrier of stereotyping makes the employees feel pressured to be productive instead of being creative and innovative in the organization. A successful worker is considered productive, which decreases creativity. To overcome the barrier, leaders should change the stereotype that exists because when employees are aware that creativity is part of their role, then real creative activities increases.

A conformist person adheres to the traditional standards of behavior. He/she prefers to keep things the way they are. They participate well with others but do not use critical thinking skills (Miron-spektor et al., 2011). SAS promotes creativity and innovation, and for a conformist person in a management role at SAS, I think he/she will balance the creative’s in the organization. A conformist in an innovation team will increase the output of innovation because they dislike conflict, adhere to the rules, and contribute to the team cohesion. Creative people, on the other hand, create conflicts, and they don’t follow rules which hinder their performance.

Reference

Miron-spektor, E., Erez, M., & Naveh, E. (2011). The Effect of Conformist and Attentive-To-Detail Members on Team Innovation: Reconciling the Innovation Paradox. Academy of Management Journal, 54(4), 740-760. https://doi.org/10.5465/amj.2011.64870100