Description
'Creativity' and 'Innovation' are two words popular with modern managers. They form part of the current jargon often heard in the corridors of the corporate environment. The notion that creative and/or innovative organisations are more likely to attain excellence than those which are devoid of these two ingredients is universally accepted. However, in practice, not many organisations know how to develop or stimulate a so-called 'Creative Mode' in their midst. One often meets senior managers who encourage their subordinates and other members of the firm to 'become more creative' or to 'encourage others to become more innovative'. However, the gap between good intentions and reality appears almost unbridgeable unless a few basic conditions exist in the organisation.
My interest in the whole subject developed during my years in industry. I had a boss who was recognised by all as an extremely creative gentleman. The success of the company seemed to be elo- quent proof of this. He used to chide me constantly for not being sufficiently creative in solving problems or developing new mar- ketable ideas. I was determined to meet the challenge and prove him wrong by galvanising myself towards generating and submit- ting what I considered were 'good ideas'. Unfortunately I soon dis- covered that they were not 'good ideas'. With very few exceptions, my boss proceeded relentlessly to demolish all these ideas. On the one hand I was exhorted to try to become more creative; on the other, my ideas were always found lacking. I found the situation frustrating and somewhat dichotomous. I was prepared to assume that it either represented a quirk on the part of my busy and impatient boss or a personal shortcoming on my part. Nevertheless, I made a genuine attempt to gain an intellectual insight into the creative process and establish whether or not I was destined to lead an uncreative existence in the business world.
