CREATIVITY

Beyond the Myth of Genius

What is Creativity?

The lexeme in the English word creativity comes from the

Latin term creō "to create, make" and its derivational
suffixes also come from Latin. The word "create" appears
in English as early as the 14th century, notably in Chaucer.
However, its modern meaning as an act of human creation
did not emerge until after the Enlightenment.

Creativity is defined as the tendency to generate or

recognize ideas, alternatives, or possibilities that may be
useful in solving problems, communicating with others,
and entertaining ourselves and others.

Creativity is any act, idea, or product that changes an

existing domain, or that transforms an existing domain into a new one...What counts is whether
the novelty he or she produces is accepted for inclusion in the domain."

According to Robert W. Weisberg...."creative" refers to novel products of value, as in "The

airplane was a creative invention." "Creative" also refers to the person who produces the work,
as in, ?Picasso was creative." "Creativity," then refers both to the capacity to produce such
works, as in "How can we foster our employees' creativity?" and to the activity of generating
such products, as in "Creativity requires hard work."

Creativity requires whole-brain thinking; right-brain imagination, artistry and intuition, plus left-
brain logic and planning. Creativity and creative acts are therefore studied across several
disciplines - psychology, cognitive science, education, philosophy (particularly philosophy of
science), technology, theology, sociology, linguistics, business studies, and economics.

To be creative, it is not enough for it to be novel: it must have value, or be appropriate to the
cognitive demands of the situation."

[1]
Need for creativity

Three reasons why people are motivated to be creative:

1. need for novel, varied, and complex stimulation

2. need to communicate ideas and values

3. need to solve problems

[2]
How to be creative ?
In order to be creative, you need to be able to view things in new ways or from a different
perspective. Among other things, you need to be able to generate new possibilities or new
alternatives. Tests of creativity measure not only the number of alternatives that people can
generate but the uniqueness of those alternatives. the ability to generate alternatives or to see
things uniquely does not occur by change; it is linked to other, more fundamental qualities of
thinking, such as flexibility, tolerance of ambiguity or unpredictability, and the enjoyment of
things heretofore unknown.

Individuals who have changes our culture in some important way. Because their achievement
are by definition public, it is easier to write about them. (e.g., Leonardo, Edison, Picasso,
Einstein, etc.)

USES OF CREATIVITY
Creativity is of great use in housekeeping. Simplification requires a lot of creativity. Re-
engineering requires creativity. Effective downsizing requires creativity.

Creativity is not just for problem-solving. Very often the most powerful effects of creativity are
seen when we challenge existing ways of doing things which are very satisfactory.

In 1971 I suggested to Shell Oil that they should consider drilling oil wells which proceeded
sideways when the right depth was reached. Today most oil-wells are drilled exactly like that.
Such wells yield between three and six times as much oil. There had been nothing wrong with
traditional oil wells. But it was a matter of challenging something that was not a problem.

I am not claiming that the change in drilling wells was a direct result of my suggestion - I have
no way of proving that. It is a historical fact, however, that I made the suggestion in 1971.

[3]
Characteristics of the creative
personality:
 Creative individuals have a great deal of energy, but they are also often quiet and at
rest.

 Creative individuals tend to be smart, yet also naive at the same time.

 Creative individuals have a combination of playfulness and discipline, or responsibility

and irresponsibility.

 Creative individuals alternate between imagination and fantasy ant one end, and rooted
sense of reality at the other.

 Creative people seem to harbor opposite tendencies on the continuum between

extroversion and introversion.

 Creative individuals are also remarkable humble and proud at the same time.

 Creative individuals to a certain extent escape rigid gender role stereotyping and have a
tendency toward androgyny.

 Generally, creative people are thought to be rebellious and independent.

 Most creative persons are very passionate about their work, yet they can be extremely
objective about it as well.

[4]
Advantages and Disadvantages of
Creativity:

It is important to realize that creativity is neither inherently positive nor negative!

While we often view creativity as something positive, and it often is, but it can also be negative.
You can use ideas to improve the world, but you can also have ideas that bring hell on earth.
Creative can bring you fun, fame and fortune, but it can also ruin, ostracize and kill you.

ADVANTAGES OF CREATIVITY
1. Personal Advantages

a. Fun

b. Fame and Remembrance

c. Satisfying the need to be creative

2. Advantages for Society

a. Enlarge mankind’s options

b. Improve mankind

c. Bring Fun

[5]
DISADVANTAGES OF CREATIVITY
1. Personal Disadvantages

a. Open Resistance and personal danger

b. Isolation

c. Personal Danger by the Domain

2. Disadvantages for Society

a. Negative effects of science

b. Negative effects of art

3. Consequences

a. Take responsibility for your creativity

b. Plan Ahead

c. Follow up .

[6]
TECHNIQUES FOR DEVELOPING
CREATIVITY:
Long term improvements in creativity and innovative capacity depend very much on an
organisation's ability to develop appropriate control and reward systems, and on the adoption
of management styles which encourage innovative approaches to problems.

Basic Rules for Creativity Techniques

All techniques which are designed to foster creativity, whatever their particular
emphasis, seem to rely on two basic rules or elements. These are:

 Separate out Judgment and Evaluation from the Generation of Ideas.

 One certain way of drying up the flow of ideas is to pass judgment on specific notion as
they are put forward.

 Consider All Ideas that are put Forward

 One non-creative way of treating ideas is to deny them evaluation and consideration.

 Condition which Aid Creativity

 It is possible to focus attention and to heighten sensitivity towards the task at hand by
structuring the situation in which any particular technique is attempted. Such structural
aids, though simple in themselves, go a long way towards improving the chances of
success.

 Set a Define Time Limit on the Exercise

[7]
 Although the actual limit must vary from case to case, there is a lot to be gained by
limiting the time available and, perhaps, reducing the chances of over-elaboration and
evaluation.

 Choose a Private Secluded Location

 Those working on the technique must be free from distraction and interruption, so as to
allow them to focus their full attention on the problem before them. Telephone calls are
fatal!

 Allow Facilities for Writing, Drawing and Display

 Ideas get lost when they are not recorded. Evidence suggests that short term memory
inhibits us in problem solving and idea building because of the limited number of steps
and developments that can be held in the mind at any one time.

 Start with Tension Breaking Exercises

 Individuals may well start sessions feeling uncertain, embarrassed, uncomfortable.

 Give up When the Energy Goes

 Creativity techniques only really work well when those attempting them are enthusiastic
and motivated.

[8]
The Techniques:
Most creativity techniques rely on two basic approaches. These are:

 The through and systematic analysis of the problem

 Attempt to encourage a free flow of ideas and the association of previously unrelated
notions.
 An Analytical Technique – Attribute Listing
 This technique is essentially very simple, and is perhaps most useful.
 As Association Technique – Brainstorming
 Brainstorming is perhaps the most well known of all creativity techniques.
 Familiar rules applied in the brainstorming session.
- Aim for as many ideas as possible
- All ideas must be recorded
- Building on to the people's ideas is encouraged
- No judgment or criticism is allowed
 Forced Relationship Techniques
 One group of techniques is based upon the establishment of relationships between
normally unrelated objects of ideas.
 A Forced Relationship Technique – Focused Object Linking
 This technique is particularly useful in situations where new applications are sought for
existing product or services.
 Individual and Group Techniques
 Most of the techniques discussed here are designed primarily fo use in small group.

 Conclusion:
- There is considerable danger that managers may see the use of operational
creativity techniques as being the "answer" to the creativity problem.

[9]
Creativity in management:

Managers usually have well defined responsibilities, duties, powers. So it can be difficult for
them to be creative. They can be creative in framing management policies, in team building,
making plans, etc. Some of the barriers to creative thinking are fear, anxiety, pessimism, stress,
and environment. The creative thinking ability can be stunted due to fear of failure, fear of
humiliation, fear of risk taking, etc.

The exploring stage involves identifying alternative courses of action. The inventing stage
involves identifying techniques and methods to help in creative thinking. The selection stage
involves analysis of ideas and information.

The implementation stage involves selecting the best idea and implementing it. A review must
be made after the implementation. Creativity gives an organization a competitive advantage
and a unique identity over its rivals. Nevertheless, creativity in organizations can exist only with
supportive environments. An organization that has a creative culture can nurture new ideas,
diverse thoughts, and encourage risk taking nature.

Many people believe that creativity is inborn and cannot be developed. But by identifying and
overcoming the barriers, creativity can be developed in an individual. In order to develop
creativity, a creative and encouraging work environment has to be created.

Apart from overcoming the barriers, managers can use certain tools and techniques to develop
creative thinking in organizations. There are various techniques for creative thinking like
brainstorming, attribute changing technique, morphological analysis, and synectics. Creative
thinking can be stimulated using lateral thinking, the Delphi technique, and mind mapping.

[10]
What is Decision Making?
The word 'decision' is derived from the Latin words de ciso which means 'a cutting away or a
cutting off or in a practical sense' to come to a conclusion. Decisions are made to achieve goals
through suitable follow-up actions. Decision-making is a process by which a decision (course of
action) is taken. Decision-making lies embedded in the process of management. Decision-
making is an essential aspect of modern management.

It is a primary function of management. A manager's major job is sound/rational

decision-making. He takes hundreds of decisions consciously and subconsciously. Decision-
making is the key part of manager's activities. Decisions are important as they determine both
managerial and organizational actions. It is rightly said that the first important function of
management is to take decisions on problems and situations. Decision-making pervades all
managerial actions. It is a continuous process.

[11]
Definitions of Decision-making:

1. The Oxford Dictionary defines the term decision-making as "the action of carrying out or
carrying into effect".

2. According to Trewatha & Newport, "Decision-making involves the selection of a course

of action from among two or more possible alternatives in order to arrive at a solution for a
given problem".

[12]
Management decision making
It is self-evident that better management decision making and problem solving can greatly
improve an organization's profits and goals. My research has shown that the SM-14 model is by
far the best management decision making tool. A number of studies have shown that managers
do not achieve much over 50% correct results in their decision making and problem solving.
Why is this? Decision making technique has only been taught to a small extent in our colleges
and universities. Many now offer a decision sciences course. But what has been lacking is
widespread teaching of a good introductory course to decision making and a decision making
model formula suitable as a standard, such as SM-14. Teaching decision making using a
universal complete model such as SM-14 and a standard short model would be a tremendous
advance in management decision making.

Steps Involved In Decision Making Process

Decision-making involves a number of steps which need to be taken in a logical manner. This is
treated as a rational or scientific 'decision-making process' which is lengthy and time
consuming. Such lengthy process needs to be followed in order to take rational/scientific/result
oriented decisions.

It was Peter Drucker who first strongly advocated the scientific method of decision-
making in his world famous book 'The Practice of Management' published in 1955. Drucker
recommended the scientific method of decision-making which, according to him, involves the
following six steps:

1. Defining / Identifying the managerial problem,

2. Analyzing the problem,

3. Developing alternative solutions,

4. Selecting the best solution out of the available alternatives,

5. Converting the decision into action, and

6. Ensuring feedback for follow-up.

[13]
The figure given below suggests the steps in the decision-making process:

[14]
1. Identifying the Problem:
Identification of the real problem before a business enterprise is the first step in the
process of decision-making. It is rightly said that a problem well-defined is a problem half-
solved. Information relevant to the problem should be gathered so that critical analysis of the
problem is possible. In brief, the manager should search the 'critical factor' at work. It is the
point at which the choice applies. Similarly, while diagnosing the real problem the manager
should consider causes and find out whether they are controllable or uncontrollable.

The most obviously troubling situations found in an organization can usually be identified
as symptoms of underlying problems. (See Table 1 for some examples of symptoms.) These
symptoms all indicate that something is wrong with an organization, but they don't identify
root causes. A successful manager doesn't just attack symptoms; he works to uncover the
factors that cause these symptoms.

2. Analyzing the Problem:

After defining the problem, the next step in the decision-making process is to analyze the
problem in depth. This is necessary to classify the problem in order to know who must take the
decision and who must be informed about the decision taken. Here, the following four factors
should be kept in mind:

1. Futurity of the decision,

2. The scope of its impact,

3. Number of qualitative considerations involved, and

4. Uniqueness of the decision.

[15]
3. Collecting Relevant Data:
After defining the problem and analyzing its nature, the next step is to obtain the relevant
information/ data about it. There is information flood in the business world due to new
developments in the field of information technology. All available information should be utilised
fully for analysis of the problem. This brings clarity to all aspects of the problem.

4. Developing Alternative Solutions:

After the problem has been defined, diagnosed on the basis of relevant information, the
manager has to determine available alternative courses of action that could be used to solve
the problem at hand. Only realistic alternatives should be considered. It is equally important to
take into account time and cost constraints and psychological barriers that will restrict that
number of alternatives. If necessary, group participation techniques may be used while
developing alternative solutions as depending on one solution is undesirable.

5. Selecting the Best Solution:

After preparing alternative solutions, the next step in the decision-making process is to
select an alternative that seems to be most rational for solving the problem. The alternative
thus selected must be communicated to those who are likely to be affected by it. Acceptance of
the decision by group members is always desirable and useful for its effective implementation.

6. Converting Decision into Action:

After the selection of the best decision, the next step is to convert the selected decision
into an effective action. Without such action, the decision will remain merely a declaration of
good intentions. Here, the manager has to convert 'his decision into 'their decision' through his
leadership. For this, the subordinates should be taken in confidence and they should be
convinced about the correctness of the decision. Thereafter, the manager has to take follow-up
steps for the execution of decision taken.

[16]
7. Ensuring Feedback:
Feedback is the last step in the decision-making process. Here, the manager has to
make built-in arrangements to ensure feedback for continuously testing actual developments
against the expectations. It is like checking the effectiveness of follow-up measures. Feedback is
possible in the form of organised information, reports and personal observations. Feed back is
necessary to decide whether the decision already taken should be continued or be modified in
the light of changed conditions.

Every step in the decision-making process is important and needs proper

consideration by managers. This facilitates accurate decision-making. Even quantitative
techniques such as CPM, PERT/OR, linear programming, etc. are useful for accurate decision-
making. Decision-making is important as it facilitates entire management process.

[17]
Steps to enhance decision making skills:

Clear up those unclear decisions

These articles on decision making skills will enhance your ability to view any unclear decisions in
a different light. Some of these tips you may know, some you may not. Some are even contrary
to popular opinion. At least when you come to implement a decision, having read these tips for
decision making, you can say that you are well informed!

Commit!
When you make a decision, you can do one of two things. You can spend a lot of time, effort
and energy considering what it would have been like if you had made a different decision and
searching the internet for more tips on decision making processes. Or you can spend that time,
effort and energy on making your decision work. You get to decide. (Sorry, couldn't resist it!)

Do the right thing

Many people want to do the thing right. In fact, it is one of the major reasons for delaying
decisions. They want to get it right.

Peter Drucker, the management guru, insists that it is much more important to do the right
thing. Most people really do know what the right thing is. But because it's difficult, disagreeable
or uncomfortable, they choose not to make that decision. They choose something different.
The consequence is misery. Only the amount and duration varies.

[18]
The best
Here's another great barrier in decision making to help you delay some more: The desire to
make the best decision. In truth, there really is no way to know which is the best decision. Every
decision will have consequences, so what people end up doing is comparing the consequences.
This is all well and good, but it makes for an unclear decision. It doesn't actually get anything
done.

It's much more useful to consider whether a particular decision will be effective or not, within
the frame you choose. People in critical situations quickly learn this decision making skill. Gary
Klein has studied firefighters and medical personnel, people who make decisions in life or death
situations. They just don't have time to weigh up the pros and cons. They are asking themselves
about the effectiveness of a particular option. If they think it'll work, they go for it.

If at any point along the line they realise it is not working, they choose a different route that
they think will work. Then they do that. They will cycle one option at a time, until they find one
that works. They improve their decision making skills with experience in their area of expertise,
so their first option is not random. It is the one most likely to work.

So it's much more useful to be effective and get the job done than to spend endless hours
trying to determine the best decision.

By the way, if you find yourself wasting a lot of time, this site offers some useful and effective
time management tips and techniques.

I need to be 100% sure

Again, this is a great one for delaying making that decision. And, of course, it's a myth that you
can be 100% sure with people. Humans are complex, dynamic creatures. Life itself is messy and
unpredictable. And the future, well, that's an unknown quantity. Period. Enough said.

[19]
Give it lots of thought - not!
Most of the decision making models and processes available are organised around assessing
and understanding the issues at hand. The idea is to build your decision making skills so that
you are not engaged in decision making without critical thinking, but rather you reason and
think your way to making good decisions. Occasionally, it is suggested that you actually use
your intuition. But not, however, at the expense of logic and rationality.

To develop your decision making skills, this concept is one to pay attention to. There is an idea
that we actually make our decisions emotionally, and then justify it with reasons and
explanations, even excuses! An example would be making a decision to buy something that you
cannot really afford, but somehow you find a reason that it would be useful to you.

"The stereo costs more than my budget, but it would look great in my room and the great
sound would allow me to work more effectively".

Sound familiar?
Some of the newer sales training programs use this as the basis for their sales models. Why?

Because it works! They know they can make more money using this particular sales model.

What if this is actually the way it works?

Wouldn't it make sense to know your own emotional signals that let you know how to make
good decisions? Not only would you be able to make more effective decisions, but others would
not have the power to manipulate you!

[20]
Not making a decision
It is sometimes thought that by not making a decision, you cannot go wrong. The difficulty here,
of course, is that not making a decision is often a very poor decision. And not making a decision
may actually be a decision to not take action. A classic example is where all the evidence is that
there's a career change needed, but nothing happens. Another example might be not making
those decisions that are needed to keep yourself organized. Delayed decisions are a primary
cause of disorganization.

It's usually much more effective and useful to make a decision, act, assess as you go along, and
change the decision later if indicated.

This is obviously easier if the other tips and decision making skills mentioned above are in place.

You see, decision making is a whole form process!

[21]
IMPROVING CREATIVITY IN DECISION MAKING
Although following the steps of the rational decision making model will often improve
decisions, the rational decisions maker also needs creativity, that is, the ability to produce novel
and useful ideas. These are ideas that are problem or opportunity presented. Why is creativity
important to decision making? It allows the decision maker to more fully appraise and
understand the problem, including seeing problems others can’t see. However, creativity’s
most obvious value is in helping the decision maker identify all viable alternatives or to identify
alternatives that aren’t readily apparent.

Creative Potential: Most people have creative potential that they use when confronted
with a decision making problem. But to unleash that potential, they have to get out of the
psychological ruts many of us get into and learn how to think about a problem in divergent
ways.

People differ in their inherent creativity and exceptional creativity is scarce. Albert
Einstein. Emily Dickinson, Pablo Picasso, and Wolfgang Mozart were individuals of exceptional
creativity. What about the typical individual? People who score high on Openness to
Experience, for example, are more likely to be creative. Intelligent people also are more likely to
be creative. Other traits that have been found to be associated with creative people:
independence, self-confidence, risk taking, an internal locus of control, tolerance for ambiguity,
and perseverance in the face of frustration.

A study of the lifetime creativity of 461 men and women found that fewer than 1 percent
were exceptionally creative, but 10 percent were highly creative and about 60 percent were
some what creative. This suggests that most of us have creative potential; we just need to learn
to unleash it.

Three Component Model of Creativity: Given that most people have the capacity to be at
least somewhat creative, what can individuals and organizations do to stimulate employee
creativity? The best answer to this question lies in the three component model of creativity
.Based on an extensive body of research this model proposes that individual creativity
essentially requires expertise, creative thinking skills, and intrinsic task motivation. Studies
confirm that the higher the level of each of these three components, the higher the creativity.

Expertise is the foundation for all creative work. Many of Eminem’s lyrics for example,
were based on his childhood experiences. The film writer producer, and director Quentin
Tarantino spent his youth working in a video rental store, were he built up an encyclopedic
knowledge of movies. The potential for creativity is enhanced when individuals have abilities,

[22]
knowledge proficiencies, and similar expertise in their field of endeavor. For example, you
wouldn’t expect someone with a minimal knowledge of programming to be very creative.

The second component is creative thinking skills. This encompasses personality

characteristics associated with creativity, the ability to use analogies, as well as the talent to see
the familiar in a different light.

Research suggests that we are more creative when we’re in good moods, so if we need
to be creative we should do things that make us happy. Perhaps that is listening to music we
enjoy, eating foods we like, watching funny movies or socializing with others. There is also
evidence that suggests being around others who are creative can actually make us more
inspired, especially if we’re creatively stuck.

The effective use of analogies allows decision makers to apply an idea from one context
to another. One of the most famous examples in which analogy resulted in a creative
breakthrough was Alexander Graham Bell’s observation that it might be possible to take
concepts of how that ear operates and apply them to his “talking box”. He noticed that the
bones in the ear are operated by a delicate, thin membrane. He wondered why then thicker
and stronger piece of membrane shouldn’t be able to move a piece of steel. Out of that
analogy, the telephone was conceived.

[23]
CREATIVITY AND DECISION MAKING MANAGEMENT AS
A WHOLE IN AN ORGANISATION:

Introduction
For managers in most work organizations, one of the most desirable and sought after talents
must surely be that of creativity.

Creativity as a Widespread Activity

Whilst it is likely that some people are inherently more creative than others, modern thinking
has shifted away from the idea that the situation is one of all or nothing, that we are either
creative or not creative, towards the notion that the creative process can be stimulated and
improved in the majority of people.

Creativity and Decision Making

Much of the pressure to improve the quality of management decision making has been towards
the use of more systematic approaches to problems, and towards the development of more
useful analytical and evaluative techniques.

Formulating the Problem

One of the most difficult stages in problem solving in that transition from a situation where
"something hurts", to one in which we have to problem in sharp focus.

The Generation of Alternative Solutions

The process of optimisation in decision making depends, amongst other things, on the ability to
consider all possible alternatives.

[24]
Blocks to Creativity in Organisational Decision Making
If the need for creativity within organisations can so easily be identified, one might ask why it
sometimes seems to difficult for decision makers actually to be creative.

The Development of Control Systems and the Desire for

Efficiency
One characteristics of growing organisations, is that control over their activity tends to move
out of the hands of their originators.

Creative and Non-Creative Roles

Work roles within organisations vary in the extent to which they are prescribed and defined.

Variations in Function
In many organisations, work roles clustered around certain functions are seen as being
essentially creative, whilst others are not.

Status Level and the Generation of Ideas

Traditionally, the task of initiating new ideas and of opening up areas for change and
development has been seen as the prerogative of senior managers, team leaders, or other who
have been given the specials status of idea generator.

Socialisation into Non-Creative Activity

The majority of employees within any large-scale enterprise do not usually take part in decision
making activities where they are called upon to exercise any discretion.

Lack of Recognition
Creativity behavior in most large-scale organisations has come to be regarded as something of a
bonus, one which cannot be planned in, and which must be sized upon as and when it occurs.

[25]
THE CREATIVE INDIVIDUAL
Having previously put forward the idea that creativity is, or at least can be, characteristic of all
individuals, it is only fair to admit that some people are visibly more creative than others.

Dissatisfaction
A common finding is, that highly creative individuals tend to show considerable dissatisfaction
with the current state of affairs.

Mental Abilities
According to Steiner "highs" (highly creative persons) usually outscore "lows" in tests of
conceptual fluency, conceptual flexibility, originality, and in a preference for complexity.

Personality and Emotionality

Some writers have characterized the creative individual as continuously experiencing conflict in
being attracted towards what would normally be thought of as conflicting states; between
order and disorder, between rationality and intuition, between conformity and non-conformity.

Self Awareness
In general findings about creative individual seem to emphasize the extent to which they have
an awareness of themselves, their acceptance of both good and bad personal characteristics,
and, in a sense, the way in which they seem able to turn what, to other people would seem,
weaknesses into strengths.

The Creative Organisation

There is no doubt that many, if not all, organisations of any size contain some highly creative
people.

The Link Between the Individual and the Organisation

Organisations which allow their members to display their creative talents are in some degree
themselves behaving in a creative manner. There would seem to be a number of ways to which
individual creativity and organisational creativity are linked or related.

[26]
Potential Creativity of Organisation Members
The total creativity displayed by an organization is to a very great degree limited by the extent
to which its members are capable individually of creative behaviour.

The Value Placed in Creativity by the Organisation

The creative talents of organisational members tend to be used in the interests of that
organisation to the extent that they are seen to be valued.

The Building of "Creative" Structures and Management

Systems
An impetus to creativity can be provided through the characteristic of the organisational system
itself, over and above the potential of its members.

Recruitment or Development
One option which is, of course, open to any organisation, is to seek out and recruit new
members who are felt to be especially creative.Recruitment Tends to be Most Useful During
Periods of Organisational Growth

Adding new members to an organisation is a costly business. When increases in personnel as

justified by expansion and growth, then, of course, it becomes in perfectly feasible and indeed
sensible strategy.

Recruiting "Creative" People tends to Emphasis their

Special Status
The danger here is that organisations fall back into the trap of regarding creativity as the
possession of the few, rather than of the many; of assuming that the majority of organisational
members are non-creators, which they are not.

The Problem of Assessing Creativity

Whilst there have been a number of measures developed which purport to test for and assess
creativity, most organisations do not in fact make use of them, preferring instead to look at the
record of creative behaviour of potential recruits.

[27]
Recruiting for More than "just" Creativity
It is only is very special circumstances that recruiters feel that creativity is the primary quality
they are looking for in potential recruits to an organisation.

The Creative Management Strategy

The turning of potential into actual behaviour which is (relatively) highly creative is a central
part of the manager's task, especially in the decision making situation.

Such a climate would be characterised by:

- The free flow of information and open access to it.

- Encouragement and reward for finding, using and sharing such information

- Rewards for the positive acceptance of change and risk taking.

The Development of Appropriate Control and Reward

Systems
The aspect of the strategy is concerned essentially with the development of the "formal" and
systematic aspects of management.

The following guidelines, if taken into account when designing or modifying the organisation's
reward system, will encourage and stimulate creative decision making activity.

(1) Link Rewards to Task Accomplishment

Focus the attention of your decision makers on the end product, by gearing rewards to success
in problem solving, and to the accomplishment of organisational objectives, rather than on the
minute details of proper procedures. The emphasis should be on "getting the job done", rather
than on "doing it the right way".

(2) Set High Performance Standards

Performance targets, which are set within previously demonstrated capacity, are unlikely to
encourage creativity and innovation.

[28]
(3) Reward Cooperative Activities
Innovation and creativity is increased through the sharing and cooperative building up of
information and of ideas.

(4) Encourage Adaptation and Change

Organisational rewards should encourage employees to anticipate and accommodate changes.
Too rigid and complex a reward system may generate resistance and slow the adoption
process.

(5) Reward Risk Taking

Increasingly creative decision making almost invariably brings with it an increase in risk.

The Development of a Supportive Personal Style

Managers have perhaps seen their task traditionally as being to channel and to control the
activities of subordinates in a fairly prescriptive and limiting fashion.

Some theory Y assumptions are:

(1) The expenditure of physical and mental effort in work is as natural as play or rest.

(2) External control, and the threat of punishment, are not the only means for bringing
about effort toward organisational objectives. Man will exercise self-direction and self-control
in the service of objectives to which he is committed.

(3) Commitment to objectives is a function of the rewards associated with their

achievement.

(4) The average human being learns, under proper conditions, not only to accept, but to
seek reasonability.

(5) The capacity to exercise a relatively high degree of imagination, ingenuity and creativity
in the solution of organisational problems is widely, but narrowly, distributed in the population.

(6) Under the conditions of modern industrial life, the intellectual potentialities of the
average human being are only partially utilised.

[29]
The Manager and Creativity
Whatever the absolute level of creative ability within a group of employees, the extent to which
mere potential is turned into actual behaviour which benefits the organisation will depend very
largely on the way the manager chooses to act.

The Production/Profit Style

Typified by – a high concern for production/profit, a low concern for the needs of the
individual.

The Needs for People Style

Typified by – an overriding concern for the needs of people; little or no direct concern for
production / profit.

The Rules Style

Typified by – a non-managerial style, following the rules, exerting as little effort as possible,
consistent with personal survival.

The Moderate Concern Style

Typified by – moderate concern with production / profits, linked with moderate concern for
people.

The Concern for both Production and Profit and Needs of

People Style
Typified by – a high concern for production and profit, coupled with a correspondingly high
concern for the needs of people.

[30]
Management as a Creative Activity

It is certainly true that some decision situations is which managers find themselves are not ones
which call for high levels of creative activity, either from themselves or from subordinates.

Their view of the conditions that will promote a movement towards this style are:

(1) The recognition that it is possible to gain a competitive advantage through better
management.

(2) An increasing knowledge and acceptance of ideas from behavioural science, and their
application in the management of people.

(3) The rising standards of general education, making employees more resourceful and
useful to management in decision making but, at the same time, bringing new and different
demands and expectations.

(4) The growing need for managers to achieve higher levels of creativity and innovation in
making decisions and in solving organisational problems.

[31]
CASE DETAIL
American Express:

A Relationship, Not a Transaction

Description: This case is about American Express (AXP), a leading financial services and travel
company. Jim Bush, Executive Vice President of AXP World Service, was confronted with a
challenge in the mid 2000s: After working for AXP for 24 years, he began to worry that the
company was focusing too much on cost reduction and customer service was eroding, as the
company strove to stay competitive during hard economic times. In response, he led the
organization in a large-scale reinvention of its customer service strategy with an initiative called
Relationship Care. This case addresses how AXP thoughtfully managed technology to enable
this initiative and ends by raising important questions about the challenges that the company
might face in launching Relationship Care from a national to a global initiative.

[32]
Key Topics In the case

• Business Information Technology

• Change Management

• Customer Relationship Management

• Developed Markets / Advanced Economies

• Emerging and Developing Economies

• Financial Services

• Globalization

• Innovation and decision making

• International Business

• Leadership & Organizational Behavior

• Strategic Management

CONCLUSION:
Creativity and sound decision making quailties of the vice president helped to confront the
challenges sucessfully.

:by M.S. Krishnan

[33]
BIBLOGRAPHY :-
 www.articlesdatabase.com., internet
 http://www.answers.com/topic/creativity#ixzz1HfzpoMJ9,
www.creativityatwork.com/articlesContent/whatis.htm
 www.icmrindia.org/courseware/.../MEC04.htm
 Source:- Internet
 www.globelens.com
 Google.com

[34]
[35]