Personal Endeavour > Creativity in Endeavours > Creativity in Organizations > Influences on Challenges

Influences on Challenges

THEE Note: As explained, the organizational context affects both perception of challenges and their handling. In terms of this Creativity Framework, various considerations come into play. Some are suggested here.

RG5: Dynamic Equilibrium affects Perseverance

Determination, justification and motivation remain important regimens in organizations, but they are no longer about personal vantage. You should press on with any challenge but at the same time, the organization requires you, like everyone else: ●to be socially predictable, ●to work cooperatively with others, and ●to complete essential tasks on time. This is not easy, but when it occurs generally, the organization is in a stable dynamic equilibrium. This allows it to move forward and innovate at a rate that avoids damaging mishaps and misunderstandings.

Perseverance leads you to stick tenaciously to the organizations's challenge despite delays, hardships or even costs, and despite failures. You may make a radical change of course or engage in lengthy workarounds. We are dealing with creativity so the process is not wholly under rational control.

Management, by contrast, expects all employees to persist with assignments, until told to desist. You cannot insist on delays, new approaches or altered targets. Your manager was probably not the originator of your challenge. He was following orders. So you know that an instruction may be given, at any moment, to desist.

Awareness that you may be told to drop a challenge is profoundly inhibitory to creativity.

RG6: Accountability affects Immersion

In the personal challenge, immersion is subject to your control. You start and stop ruminating or experimenting as feels right and feasible for you. You devote your precious time, money and attention as you choose, even if within constraints. It is all part of the responsibility assumed when you allowed yourself to become immersed in the challenge.

In employment challenges, you are assigned something specific and substantial by a manager. Your accountability to your manager takes priority over personal judgements of responsibility. Whatever work you do and whatever resources you expend must be accounted for. There is no way out: you must accept accountability and you know full well that colleagues, bosses and those even higher up do not always see things your way. Sometimes they seem really stupid.

(Issues of management and accountability are examined in much more detail within the Framework of expectations and obligations in organizations.)

Accountability for meeting a challenge also relates to behaviour expected of you within the organization e.g. you usually must champion the issue. Also whatever you do about the challenge becomes inextricably entangled in judgements of your overall performance. As a result, the experience of risk includes many organizational uncertainties

It seems easy to map the creativity qualifiers on to championship (= preoccupation) and performance (=experimentation):

ClosedChampionship involves:

ClosedPerformance involves:

RG7: Necessity & Obligation affect Challenges

A mindset of obligation naturally flows from signing a contract (or making a compact). This leads you to use your willpower-G1 for the organization and release your creative energies generally in its service. This is healthy for both parties.

When assigned specific and difficult or undesirable tasks (i.e. challenge-equivalents) by a manager, you evoke necessity as well as courage, and experience an obligation to discharge the task-challenge with positivity.

ClosedWhy not a genuine experience of «personal challenge»?

Next, we look at the release of creative energies in an organization.

Originally posted: 17-Feb-2012

All posted material is part of a scientific project and should be regarded as provisional. Visitors are encouraged to think through the topics and propositions for themselves. Copyright © Warren Kinston 2009-2016.
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