There must be a
rather than a reactive, responsive one. People in a creativeorganization have a positive spin on everything. They are playing to win rather than playing “not tolose”. They are creating their future and not protecting their past. If your organization has preponderance towards reactive problem solving there will be little time for creating anything new.
must be valued as a resource. If people aren’t getting real kicks out of what they’redoing and having some laughs along the way, you might as well kiss the creativity goodbye. Peopleneed to be able to get loose and crazy and get into the
often. The good news is that theability to tap humor as a resource has many benefits apart from helping to tap creativity.
People must have a
in their work. Where there is no passion there is no creativity. People justhave difficult times conjuring up creative energy regarding things that don’t turn them on. Passion isdriven by an exciting, visual, attainable, stretch vision along with a good dose of self-confidence. Dothese things exist for you and your associates? Do you have a way of helping people focus on their areas of passion?
Creative idea stimulating techniques
must be understood along with the ability to use them inspontaneous ways. There are some wonderful ways to stimulate creative thinking to get people intothe zone. It’s often well to rely on skilled creative process consultants to bring out the best in thethinking capacity of you and your associates.
There must be an understanding that creativity and innovation is not something you turn on and off with the flip of a switch. The
environment must exude creativity
in all aspects. It must look, sound,feel, and smell creative. Just entering the environment makes people come alive. In a creativeenvironment, creativity and innovation is like garlic - no matter what you do, you can’t shake it.
There needs to be a good balance of
dreamers, builders, and realists
and an appropriate balance of creative processes (expanding thinking) and innovative processes (making them real). If your entiregroup consists of all dreamers who love to ideate all the time but really don’t like to bring anything toits innovative conclusion, nothing will be accomplished! If it’s all realists who spend most of their time in relatively judgmental modes, there will also be little innovative output. Work to get a goodmixture in the group.
The creative/innovative process must contain the ability to
scout the future
. Information abouttrends, drivers, technologies, and emerging capabilities in the future serves as some of the most powerful fodder for today’s ideas. Pulling yourself toward some powerful future possibilities is muchmore exciting (and effective) than pushing forward from today’s problems. My own experience is thatfew companies do a very good job in this area, so the potential for an organization with these abilitiesis awesome.
There must be the ability to carry out processes with total
. Much easier said thendone! Most of us seem to have a natural built in tendency to evaluate. It’s difficult to listen toanything without thinking about whether it’s right or wrong. It takes a good amount of practice beforewe can truly take in information in a non-evaluative mode where there is no good or bad - onlyinteresting. How might you bring out some non-judgmental behavior in your own situation?
Fear of success
is also a blockage to creativity and innovation. People need to know that, if theycreate breakthrough through their creativity, they won’t eliminate their job or compromise their future. This is particularly true of consultants - internal and external. I speak from experience on bothends. A consultant’s job, in most cases, is to work themselves out of a job. This can be a hard pill toswallow so many consultants opt to recommend things that will lengthen their association with their clients.
The environment needs to provide opportunities for people to
play outside of their normalsandboxes
. There needs to be time to wander away from the normal work and wonder about just