Enhancing Creativity: Enriching the Organization and Workplace Essay

1. Risk taking is acceptable to care a. focussing must recognize the risk/reward relationship and find organisational mechanisms for handling it. And it must communicate a clear understanding that level-headed risks are acceptable, since they are the handmaidens of progress. On the innovative front, two methods are on tap(predicate) for dealing with risk diversification and cheap failures. They nominate and should be apply in concert. i. Diversification- allows companies to spread risk over umteen rolls of the dice, as foreign to betting the company on a single roll. Because one tail never chouse in advance which ideas give be winners and which will be losers, having a diversified portfolio of ideas in play makes sense. ii. Cheap Failures- visualise or experiment that is terminated with the least possible outlay of resources fair(a) enough to tell managers that This isnt going to toy. They back promising ideas with pocketable budgets and look for ways to test them with the least input of resources. Like display board players, they quickly fold when they recognize that they fork over a weak hand. Conversely, they maturation backing for strong ideas.2. New ideas and spic-and-span ways of doing things are welcomed b. The wipe up milieu for creativity is one that is unwelcoming to new ideas. Weve been successful over the long beat by doing things this way, so why should we change? An organization with this attitude is mien for trouble. In fairness, precaution is compelled to shoot down good ideas when (1) those ideas lack a strategic fit with the business, or (2) the organization lacks the resources to pursue them. In these cases, how- ever, management has a responsibility to communicate its reasoning to employees. Beyond welcoming new ideas, the organization should view innovation as a popular get around of businessnot a special activity practiced by a handful of employees.3. Information is free flowing c. Information hind end stimulate thinking, which leads to idea generation. Many creative ideas are formed at the intersection of different lines of thought or technology. When state communicate and dowry training, they get ideas that excitent been considered yet. In hierarchical firms, breeding is frequently hoarded as a source of organizational power. Information flows are controlled and channeled through with(predicate) the chain of command. People must demonstrate a gather up to know to collapse access to certain information. This control impedes the catalytic function of parley and limits opportunities for different pieces of information to intersect and combine in peoples minds. Managers can encourage the free flow of information in many ways through e-mail, the physical co-location of team members, joint work sessions, and systematic brown-bag lunches.4. Employees have access to cognition sources d. Knowledge is often the raw bodily of creative thought. Some companies have developed elaborate fri endship management systems to capture cognition, store it, and make it easily avail- able for reuse. These systems help gibe that what was learned by someone in Unit A doesnt have to be learned anew by someone in Unit B. iii. Another way to help employees tap sources of internal knowledge is through the creation of communities of interest. A community of interest is an informal mathematical group whose members share an interest in some technology or application. any(prenominal) the interest may be, newsletters and periodic meetings held by these communities go away opportunities to share knowledge and spark the imagination. iv. External knowledge is equally important as a stimulant to innovation. External knowledge invigorates and adds decisiveity to organizations. Employees access that knowledge when they have opportunities to attend professional and scientific meetings and to visit customers and benchmarking partners, and when outside experts are brought in to share their know- how via lectures and workshops.5. Good ideas are reenforcemented by executive patrons e. Organizations need people in high places who will champion good ideas and rear them with moral reliever and protection as they travel the bumpy driveway toward commercialization. Although executive patronage is often necessary for constitutional innovation, such support is not always well directed. Senior executives are not necessarily more clairvoyant than other managers, and they sometimes place their bets on the persecute ponies. Nevertheless, research points to executive patronage as an important contributor to radical innovation.6. Innovators are rewarded f. Creativity will not flourish in the absence of a reward system that encourages individuals to stretch beyond the bounds of normal work. Creative energy is quickly dissipated and must be replenished some- how. Rewards coiffe this purpose. v. Recognitionvi. Control vii. Celebration viii. Rejuvenation g. Motivating reward can eit her be intrinsic or extrinsic. An intrinsic reward appeals to a persons desire for self-actualization, curiosity, enjoyment, or interest in the work itself. An extrinsic reward appeals to a persons desire for science distinct from the work itself a cash bonus, a promotion, or crinkle options.Enriching the Physical Workplace a. Physical surroundings can also have an shock absorber on creativity. Like the organizational purlieu, the physical surroundings can be engineered in ways that encourage higher creative output. For example, when an environment is filled with many types of stimuli and when it set ups physical and electronic links between individuals, it encourages people to see new connections and to think more broadly. Workspace design and work lastingness are linked. b. Organizational researchers have known for a long time that the frequency of communication between co-workers decreases dramatically as the physical standoffishness between them increases. Workspace desi gn and the physical location of project team members have a major impact on the depth of communication and knowledge sharing. c. The idea to improve the physical environment is to encourage the interactions that lead to information sharing and creative ideas.What is the nature of this article? The nature of this article is to provide with guidelines and examples of information regarding making the organizations culture and physical employment more supportive of creativity and innovation.How does the article relate to business, management and leadership, and what is its deduction to the field of business? This article relates to business, management and leadership because it provides for guidelines and the sharing of information so that after you have put together a real hot team of creative people, the organization will no be condemned to having a team produce disappointing results due to an unfriendly environment to new ideas. The purpose of this article is to provide will the capital punishment of a system within the organization, both physically and culturally, to create a more supportive workplace that enhances creativity and innovation.What are the objectives of the article? The objectives of the articles are to provide an organization with useful information to create organizational enrichment through characteristics that support creativity and innovation. And to create an enriched physical workplace that allows having a positive impact on creativity.Examine the authors position within the article, what assumptions do they make? Through the information and examples provided by the author, the reader is to believe that the implementation of such guidelines and useful information will create an organization whose environment is welcoming and friendly to creativity and innovation. That this implementation will create for a physical and cultural workplace that enriches the follow of generating new ideas and the share of vital information between employee s and managers of the organization.