Marjorie V.

Ballesteros
PhD 720

A CREATIVITY CHALLENGE: A CASE STUDY

BACKGROUND: You've recently been promoted to the position of supervisor of your

agency's public information office. You're ecstatic about your new job and can't wait to

get to work with your seven-person team, both to enhance how your agency responds to

information requests and to open up new channels of contact between your agency and

residents. You ask your employees to assist you in identifying some of the problem areas

and opportunities that the unit can and should address at the conclusion of your first staff

meeting. You are disturbed by the silence that follows. Regardless, you wait for someone

to say something. “There is never any money around here to try anything new,” says the

most senior staff member, while another observes, “What’s the point? Our unit isn’t a

priority. Everything we’ve tried has been shot down.” Another adds, “Citizens don’t

respond to our efforts to communicate with them. They are completely apathetic.” After

a few more similar comments, you conclude the meeting by expressing appreciation for

their comments and your hope and vision that things will change for the better. Still, you

feel rather discouraged. After a few more similar comments, you end the discussion by

thanking them for their input and expressing your hope and vision for things to improve.

You're still down in the dumps. Later, in private sessions with your employees, you

express your desire to think creatively about difficulties and come up with fresh and

unique ways to accomplish the unit's purpose. During these exchanges, you discover that

the previous supervisor not only did not encourage suggestions, but also consistently

dismissed them whenever they were raised. "We tried it once, and it didn't work," he said
of suggested improvements. Employees said that they had learned a long time ago that

they just needed to keep their heads down and perform their duties. "Besides, it's enough

just to keep up with all the demands we get," one person said. There aren't enough people

to do anything else! ”

CASE EVALUATION: The way individuals perceive their work environment is referred to

as organizational climate, and it is a critical indication for determining an organization's

ability to be innovative and creative.

The past management showed a very authoritative character. It imposed certain

ways on doing things and must be followed strictly. Communication issues, general

discontent with leadership and company decisions, and structural and procedural

problems all contribute to irritation and lower engagement and satisfaction. In this kind

of organizational climate, employees tend to do things in order just to comply with their

tasks. Creativity and innovation is lost.

In order to resolve issues on creativity and innovation; and get out of this

organizational climate, a supervisor must learn to trust his subordinates. He/she must

allow them to suggest or try new things. A supervisor or a manager should also be open

and allow communication among them and their team. Ideas from members should be

considered. Members should also be oriented on the needs and goals of the organization

in order for them to move in one direction and be cohesive in their actions. Creativity is

also enhanced when diversity is accepted in an organization. It is known that people have

different characteristics. The more diverse the groups of people involved, the more

creative ideas will be provided.

 Based on the reference provided, I find the Design Thinking as an effective tool in

fostering creativity in the organization. It is an iterative process in which we try to

understand the user, challenge assumptions, and reframe challenges in order to find new

tactics and answers that aren't immediately obvious based on our current level of

understanding. It takes a solution-oriented approach to problem-solving. It is both a way

of thinking and working as well as a set of practical techniques. It revolves around a

strong desire to learn more about the individuals for whom we're building products or

services. It enables us to observe and empathize with the target user. It aids us in the

process of questioning: posing questions about the situation, the assumptions, and the

ramifications. By re-framing the problem in human-centric ways, producing many ideas in

brainstorming sessions, and taking a hands-on approach to prototyping and testing, it is

highly beneficial in handling challenges that are ill-defined or unknown. Sketching,

prototyping, testing, and trying out concepts and ideas are all part of the process.

It's a good idea for leaders to have their finger on the pulse of the organization and

avoid being caught off guard. Employee surveys are a fantastic method to gain a broad

idea of what employees are thinking, and the results can be used to launch initiatives

aimed at improving transparency, collaboration, talent alignment, and the ability to solve

concerns.

Change is inevitable. It requires creativity to start change. These changes will

result to success of the organization.

The organization should also recognize the accomplishment of its members by

giving rewards to those involve with the creativity and innovation which resulted to the

development and implementation of new and useful ideas.