THEE Note: As explained, the organizational context affects both perception of and their handling. In terms of this Creativity Framework, various considerations come into play. Some are suggested here.
, and remain important in organizations, but they are no longer about personal . You should press on with any 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.
leads you to stick tenaciously to the 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 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. 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.
You know you may be expected to just switch off one assignment and take on another, regardless of all your effort and commitment. Someone may decide (perhaps without consultation) either that you are unable to succeed, or that theis too great, or possibly that the outcome is no longer wanted.
However much rationalized, you will experience such an instruction as an attack on your autonomy and on your judgement. This is so emotionally disturbing and personally disruptive that you need to protect yourself.
Past experiences of this sort and anticipation of such treatment by management leads people to keep theirin check. In the worst cases, like the UK's National Health Service which is a political football, cynicism starts pervading management and clinicians alike.
In the within constraints. It is all part of the responsibility assumed when you allowed yourself to become in the ., 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
In, you are assigned something specific and substantial by a manager. Your to your manager takes priority over personal judgements of . Whatever work you do and whatever resources you expend must be accounted for. There is no way out: you must 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 Framework of expectations and obligations in organizations.)are examined in much more detail within the
It seems easy to map the creativity qualifiers on to championship (=) and performance (= ):
A mindset of obligation naturally flows from signing a contract (or making a compact). This leads you to 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.) by a manager, you evoke necessity as well as , and experience an obligation to discharge the task-challenge with .
Many things in organizational life demand, but creative are not usually numbered among them. A person who takes on any so-called « » knows that it belongs to the organization just as the risk and the benefit do. Any direct personal benefit is primarily focused on career advancement.
Accepting an assignment, however nicely communicated, entails bowing before authority. Some mavericks do seek out peculiarly difficult assignments without permission, and deliver spectacular solutions, usually by breaking rules as they go. They do not usually last long in organizations, except as the leader.
Next, we look at the release of creative energies in an organization.
Originally posted: 17-Feb-2012