Individual versus organisational innovation
When attempting to improve creativity in business, there are two approaches which may be taken, either individually or together: INDIVIDUAL CREATIVITY and ORGANISATIONAL CREATIVITY.
Individual creativity is, of course, the creativity of the individual. Everyone has what I call a creative comfort level which is based on their natural creativity quotient, their willingness to risk new ideas and their personality. People can be trained to think more creatively and to apply creative thinking strategies to various activities. However, you cannot push someone far beyond her creative comfort level without causing stress. And stress is likely to lead to reduced creativity, unhappiness with the company and other problems.
Likewise, naturally creative people forced to work in an organisation that inhibits creativity will also become stressed. Naturally creative people have ideas all the time and like to share those ideas. Moreover, they appreciate the recognition that is showered upon a good idea. Having their ideas ignored, criticised and being told to focus on the tried and tested rather than finding new approaches will only disillusion the creative thinker and cause stress.
Organisational creativity, on the other hand, is the creative capability of an entire organisation.
One method of boosting an organisation's creativity, of course, is boosting the creativity of the individuals within the organisation. Unfortunately, this is inefficient and will not succeed at all unless aspects of the organisation's creative processes are also managed.
In order to boost organisational creativity, it is critical that the organisation create an environment that includes:
Trust. Employees must trust management before they will share ideas with management. Employees must not feel their jobs or their future prospects will be threatened should they propose a bad idea. Employees must feel they will be rewarded for sharing ideas...