The dictionary definition of creativity is that it ‘relates to or involves the use of the imagination or original ideas to create something’ (Oxford Dictionary Online). However Bessant and Tidd quite rightly point out ‘being creative at work is not the same as having a creative job’ (2011, p156). This is completely true as being creative at work could relate to an artist or a graphic designer, however having a creative job could involve; having the confidence to ‘adopt non-conformist perspectives, take risks or act without social approval or dependence’ (Bessant and Tidd, 2011, p157). Although not the typical depiction of creativity these different actions could ultimately lead to a creative outcome.
Generic creative people are said to be ‘unaccustomed to staying within set borders’ and require an open and free environment in which to think’ (Goldenberg et al, 2002, p32). However it is also appropriate to state that some extreme creativity comes from people who are deemed to have ‘mental disturbances or mood disorders’ (Goldenberg et al, 2002, p32). It is also stated that the correlation between madness and genius is ‘one of the most controversial of all notions’ (Goldenberg et al, 2002, p32). Not only that, it has been said that disorders such as depression can in fact enhance of sometimes otherwise contribute to creativity (Goldenberg et al, 2002, p32). However is would be ridiculous to believe that any company that is deemed creative consists of manic depressants and mentally disturbed employees. So it has to then be questioned, how do companies achieve creativity?
The concept of a virtuous circle, shown below (Trott, 2008, p97), of innovation highlights certain stages that an organisation will go through when innovating. The concept of this circle is that if a company can gain a competitive edge then they are able to reinvest the additional profit into the activities that created the advantage to begin with (Trott, 2008, p97).
One of the stages is the ‘organisational encouragement of creativity and innovation’. This suggests that the organisation itself plays a significant role in the creativity of innovation, I believe that this may be one of the most important stages of the circle as if the organisation does not encourage creativity then essentially there is no point having creative people to create new ideas. Trott states that organisations support innovation with ‘resources’, i.e. ‘people with the time to be creative’ (2008, p98). Conway and Steward extend this in saying that ‘it is the encouragement of the organisation that impacts creativity and innovativeness’ of said individuals (2009, p300). Additionally, in order for an organisation to be creative it has to ‘build an environment that tolerates errors and mistakes’ (Trott, 2008, p98). This leeway would give the creative individuals the time and space to try new ideas, hopefully resulting in the organisation developing new, creative innovations. It is also beneficial for organisations to not only encourage and support creativity but also to reward it as all of these ‘play a positive role in creative innovation’ (Conway and Steward, 2009, p300). Reward and recognition will also will also help the ‘high morale and retention of creative people’ stage of the circle as if individuals feel that they are valued then they are more likely to remain in the same organisation. Retention of creative individuals should ‘reinforce the company’s innovative capabilities’ (Trott, 2008, p98).
In conclusion it is highly likely from my research that success in all areas of the virtuous circle of innovation will ensure that organisations are innovative and achieve creativity.
References
Bessant, J. Tidd, J. (2011) Innovation and Entrepreneurship. Second Edition. UK
Goldenberg, J. Mazursky, D. (2002). Creativity in Product Innovation. Cambridge
Trott, P. (2008). Innovation Management and New Product Development. Fourth Edition. Harlow : Pearson Education Ltd.
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