CREATIVITY & INNOVATION IN
BUSINESS
by
Norhaniza Abdul Latiff
LECTURE 7
FUNCTIONAL CREATIVITY:
HUMAN RESOURCES,
COMPANY CULTURE &
UNUSUAL WORKSPACE
‘The Innovation Gap’
No = 25%
Elaborated responses
(30.5%)
Yes = 44.5%
Only 9.3% reported having a formal innovation strategy
and allocated budget in place
Managers’ Perceptions of Innovation - An Exploratory Study 3
(September 2003 – March 2004) Applied Innovation Centre, surveyed
almost 100 managers in 46 organisations across 5 different industries
Summary AIC Research Findings
‘THE INNOVATION GAP’
 Concept of Innovation not always clearly understood.
 Most organisations don’t know how to cross the bridge
between concept and implementing performance-based
innovation strategies.
Whilst 44.5% of organisations claimed their organisation
to be innovative only three had a formal innovation
strategy in place.
Only one organisation offered their employees
creativity/innovation related education and training.
4
Supporting factors and barriers
Supporting factors
Barriers
Leadership and
support from top management
Resistance to change
Culture, climate and identity
Org culture and climate
Rewards and recognition
Corporate structure
Competition and deregulation,
need and diversity
Workloads and
Lack of skills
5
Desired Future
Discrepancy
Gap
Need
Innovation
Champion
Strategy on how
to get there
Current State
• Lack of useful ideas
• Lack of skills or support for creative and strategic breakthroughs
• Perhaps, other challenges and problems
6
INNOVATION
WITHIN THE
ORGANIZATION DEPENDS UPON:


Resources – everything the organization has available to aid
in the area targeted for innovation, including time, funding,
information and materials.
Management Practices – allowing freedom and autonomy
in the practice of work; providing challenge; specifying clear
strategic goals and forming work teams comprised of
individuals with diverse skills and perspectives.
7

Organizational Motivation – the basic orientation of the
organization toward innovation; shared vision; providing
rewards and recognition; lack of internal politics, and lack of
overemphasis on the status quo.
IMPACT OF THE WORK
ENVIRONMENT
Work
Environment
Management
Practices
Resources
Innovation
I
Organizational
Motivation
Creativity
Skills
Expertise
Individual/Team
Creativity
C
Task
Motivation
Creativity
8
HR ISSUES
Competition in the labour market
 Rivalry between competitors
 Demographics (customers)
 Age structure, lifelong employment?
 Staff from related industries
 Domestic-versus regional –global demand

INDUSTRY COMPETITION;
THE FIVE FORCES
PRESSURE DETERMINE PRICES, COST, INVESTMENTS ,HR CAPITAL ETC.
Threat of new
Entrants
Bargaining
Power of
Suppliers
Rivalry among
Existing
Competititors
Threat of
Substitute
Products
Bargaining
Power of
Buyers
NEW ENTRANTS-INCUMBENT
Offer better salary-promotion- trend
 New technology-support (capacity building)
 High responsibility – deliver-promotion
 Competence gap
 Outsourcing of training-to whom
 The role of education systems

GENERIC STRATEGIES AND IMPACT ON
HR STRATEGIES
Competitive Advantage
Lower Cost
Differentiation
Broad
Target
Cost
Leadership
Differentiation
Narrow
Target
Cost Focus
Competitive
Scope
Focused
Differentiation
HUMAN RESOURCE PARADIGMS
Old Thinking
New Thinking
People are part of the
process
People design and
improve processes
Process requires
external control
Workers who run the
process control it
Managers have to
control what
people do
Managers must obtain
commitment of workers
13
STATISTICS OF HR TRANSFORMATION



50% of organisations are in the middle of transforming
their HR functions;
12% completed their HR transformations in the past
year;
Another 10% intend to begin the process in the next
year.
(Global HR Transformation Study, 2006,
Mercer Human Resource Consulting)
HR TRANSFORMATION
 Process
of Recreating the HR function so as to
enhance HR contribution to the business
 It
involves a shift from the internal operations
(transactional, inward) activities to a more
market perspective related performance.
 Over
the years role has been evolving, but within
its HR (Personnel) box. Current transformation is
breaking outside the box
 Now
HR transformation deals with issues of
Organisational Renewal, Change Management,
Business Success, Business intellegence, Culture,
Behavioral Change.
TRANSFORMATION WAVE
 5-10
years ago: focused on improving technology
and service delivery, technology shift gives new
aspects
 Competition,
Time to market, Intranet,
Restructuring/Rightsizing, Outsourcing
 This
was the role of HR as a Consultant. Role did
not transform the HR function into a business
partner
 Now
HR is being called up to deliver
TRANSFORMATION WAVE



HR Business Partnering model often started off as a Cost
Saving initiative, responding to a Business Directive. This was
the Driving force of the model in the 90’s.
Led to the introduction of IT Driven HR Services, Self- service
forms processes etc.
What started as a Cost Reduction/Competition Program ended
up as a Revitalisation of the whole HR Activity

Now HR is the driving the vision-strategy targets

Closer follow up related to market changes
HR ROLE/CONTRIBUTION
CHANGING ROLE OF HR
BUSINESS
PARTNER
CONSULTANT
TRANSACTIONAL
LOW VALUE
HIGH VALUE
CHANGING ROLE OF HR
TRANSACTIONAL
CONSULTANT
Inform
Advise
Police
Solutions
Control
Inward
Reactive
Reactive
BUSINESS
PARTNER
Integrate
Strategy
Outward
Proactive
TRANSACTIONAL EXAMPLE OF HR
Delivering a Service to a client or end user.
Recruit an Engineer
 Investigate a discipline Case
 Book Training for the participants to
Workshop
 Provide Consulting
 Plus all the other Record keeping Functions

CONSULTANT
Provide HR to a Business Unit in order to solve a
specific problem.
 Define competence requirements


Giving advice in dealing with specific issues eg.:
How to stop a Competitor from poaching your staff;
How to create a Customer Care Culture.
PARTNER
Working with the top Management Team as a
partner in:





Participating in defining Business Strategy.
Actively live up to Vision and mission statement
Influencing change in Strategy in view of the
organizations Talent Base, or ability to build one in
the short Term.
Develop capacity building
Implementing the HR component of the Business
Strategy.
STRATEGIST AND STEWARD



Deloitte Report (2007) on the Evolving Role of the
Chief Human Resources Officer (CHRO).
Today’s CHRO is a leader who not only manages
the HR function, but also collaborates with the
CEO and Board of Directors on a range of Strategic
issues.
They play a role in building and shaping –not just
staffing- enterprise Strategy.
THE DELOITTE FRAMEWORK
FOR THE ROLES OF THE CHRO
1.
Workforce Strategist
2.
Organisational and Performance Conductor
3.
HR Service Delivery Owner
4.
Compliance and Governance Regulator
1. WORKFORCE STRATEGIST




Crafting workforce Strategies with an eye on
global trends
Conscious of the Challenge of Attraction and
Nurturing Capacity building
Next Generation Perspective including
technology shift
Understanding of the Needs of Today’s
Workforce
2. ORGANISATIONAL AND
PERFORMANCE CONDUCTOR


Making choices among options of maximizing
performance of workforce
CHRO must be a Rewards Program Structuring
the job design, a change Master
3. HR SERVICE DELIVERY OWNER


Still Delivering HR Admin and operations in a
Cost Effective way.
A mix of Self Service operations, use of Vendors
(outsource) and integrating these into one whole.
4. COMPLIANCE AND GOVERNANCE
REGULATOR



Work directly with the Board on HR Issues
relating to Risk Mgt, Business intelligence,
Ethics, Integrity
Assist Board with Member Selection, Executive
Compensation, Succession Planning, etc.
Interpretation of regulatory issues
STRATEGIST AND COACH



Help CEO leverage global talent trends as viable
opportunities (fast changes).
They lead the change towards new working
methods with more individual responsibility.
They identify the kind of culture the company
should have, then define that culture, and supports
the environment that emerges.
WHAT IS HR AS A BUSINESS PARTNER??



Must manage people (Talent Management)
Identify skills required within people in the
organisation (Competency Profiling)
Develop and supply quality executives (Leadership
Development)
WHAT IS HR AS A BUSINESS PARTNER??

Motivate and retain key players (Human Capital)
so that they perform at their best
Maintaining and improving company’s image and
being an attractive employer Exemplify
 Be involved at the sharp end of the business, (time
to market etc)

UNDERSTANDING THE BUSINESS



Being concerned with the bottom line and impact of
any decision on profitability.
The business environment (SWOT, competitor
moves, market share, etc.)
Understanding customers, customer profiles
(segments) and their needs. Why ?
FOUR KEY ROLES OF HR AS A BUSINESS
PARTNER
 HR
as Capacity building force
 HR
as Change Manager (OpportunitiesSteering)
 HR
as Relationship Builder
 HR
maintaining Human Capital
HR AS CAPACITY BUILDER



Participate in formulation of list of organisational
and individual competencies linked to the
corporate goals or strategies and support systems
Develop access to information and has key role in
information dissemination (analyze shifts in
market and draw conclusions on HR need
Identifying, nurturing, developing and untapping
human talent.
HR AS KNOWLEDGE FACILITATOR
This assumes HR is involved in the formulation of
the Organisation’s Vision, Mission and Business
Strategy;
 Must be part of the Management to advise on
what is possible given the stock of talent and
capacities available in the oganisation;
 Propose Strategies that best attracts and retains
the talent that will deliver on the Business
Objectives.

HR AS RELATIONSHIP BUILDER
Both internal and external customers (follow market
demand
 Supply Chain Management for maintenance of brand
image and brand integrity…
 Branding ? is a powerful tool for promoting Culture. A
growing school of thought is that Branding is as much
an HR responsibility as it is a PR function because of
its power to attract and retain employees.
 Managing diversity - Many organisations now
operating in different cultural environments and
markets and different owners requirements

MANAGING WORKFORCE DIVERSITY

Workforce diversity:
 Gender, race, national origin, age, disability

Embracing diversity

Changing demographics

Workforce diversity can increase creativity and
innovation in organizations as well as improve decision
making by providing different perspective.
HR AS HUMAN CAPACITY BUILDER



Career Management
Facilitate progression of staff based on their
competencies, desires and contribution to
organisational goals
Capcity Building (job design) in anticipation of future
needs
39
LEADING PRACTICES (1 OF 2)
 Integrate HR plans with overall strategic
objectives and action plans
 Design work and jobs to promote
organizational learning, innovation, and
flexibility
 Develop effective performance
management systems, compensation, and
reward and recognition approaches
 Promote cooperation and collaboration
through teamwork
LEADING PRACTICES (2 OF 2)
 Empower
40
individuals and teams to make
decisions that affect quality and customer
satisfaction
 Make extensive investments in training and
education
 Maintain a work environment conducive to
the well-being and growth of all employees
 Monitor extent and effectiveness of HR
practices and measure employee satisfaction
STRATEGIC PERSPECTIVE
HR plans should be linked to business strategy and
aligned with business needs
 Key choices





Planning
Staffing
Appraising
Compensating
Training and development
41

SO WHAT IS STRATEGIC HUMAN
RESOURCES MANAGEMENT??



It is about getting the Human Resources
FUNCTION INTEGRATED
within the Business.
It is about INVOLVEMENT in the Business
Strategy Formulation Process.
It is about being listened to and heard, because
Human Capital is the only Sustainable source of
Competitive Advantage at the Disposal of the
Organisation.
SO WHAT IS STRATEGIC HUMAN RESOURCES
MANAGING??



But it is up to the HR Function to rise to this
Challenge.
In fact, it is up to the HR professionals to rise to the
new challenge of the HR function.
After all, this is what we have been asking for.
THE STRATEGIC ROLE OF HRM:
THE STRATEGIC APPROACH TO HRM
HR must drive organizational performance; it’s the competitive
edge

Matching process

Integrate strategy

HR builds (organizational) culture
The right people:

To become more competitive on a global basis

For improving quality, innovation, and customer
service

To retain during mergers and acquisitions

To apply new information technology for e-business
44
STRATEGIC HRM
BUILDING HUMAN CAPITAL TO DRIVE
PERFORMANCE
Strategic decisions are related to human decisions
 More companies rely on information, creativity, and
knowledge

Human Capital is the economic value of the
combined knowledge, experience, skills, and
capabilities of employees
 To build Human capital, HRM develops strategies for
1. Recruiting: Finding the best talent,
2. T & D: Enhancing their skills and knowledge with training
programs and opportunities for personal and professional
development, and
3.
Providing compensation and benefits that support the
sharing of knowledge and appropriately reward people for their
contributions to the organization.
THE CHANGING NATURE OF CAREERS:
OLD SOCIAL CONTRACT
In the old social contract,


the employee contributed ability, education, loyalty, and
commitment in return for
the company providing wages and benefits, work,
advancement, and training.
THE CHANGING NATURE OF CAREERS:
NEW SOCIAL CONTRACT
Employees:


Downsizing, outsourcing, rightsizing, and restructuring have
left little stability

Subsidized benefits are decreasing

Employees are expected to be self-motivated
Employers:


Organizations must be creative with training and development

New performance appraisal processes are required
12.4 THE CHANGING SOCIAL CONTRACT
INNOVATIONS IN HRM:
(1) BECOMING AN EMPLOYER OF CHOICE
 Organizations
that are highly attractive to potential
employees because of HR practices that focus on:
 Tangible

benefits such as pay and profit sharing:
Starbucks – Benefits to P/T employees
 Intangibles
(e.g., work/life balance, a trust-based
work climate, a healthy corporate culture) and
that embraces a long-term view to solving immediate
problems
INNOVATIONS IN HRM (CONTINUED):
(2) USING CONTINGENT WORKERS
 Contingent
workers (temporary/parttime employees) are not permanent,
maintain flexibility, and keep costs low
 The
temporary staffing industry doubled
between 2002 and 2007 and is projected to
grow into a $200 billion industry by 2010.
 People
in these temporary jobs do
everything from data entry to becoming
the interim CEO.
INNOVATIONS IN HRM (CONTINUED):
(3) PROMOTING WORK-LIFE BALANCE

Critical retention strategy

Helping workers lead a balanced life

Part-time work and telecommuting

Flexible scheduling

Gen Y/Millennials demand more work-life balance

On-site gym, Childcare, Eldercare, etc.
FINDING THE RIGHT PEOPLE: ATTRACTING
AN EFFECTIVE WORKFORCE – 4 STEPS
1.
2.
3.
4.
Planning, predicting the need for new employees based
on the types of vacancies that exist
Communicate with potential applicants
Select those with the best potential
Welcome the new employee to the organization
FINDING RIGHT PEOPLE (CONTINUED):
MATCHING MODEL [EXHIBIT 12.5]
HUMAN RESOURCE PLANNING
What new technologies are emerging?
 What is the volume of the business likely to be in the
next 5 to 10 years?
 What is the turnover rate?

What types of engineers will we need?
 How many administrative personnel will we need to
support additional engineers?
 Can we use temporary, part-time, or virtual workers?

RECRUITING (TALENT ACQUISITION)

Internal Recruiting: less

Assessing Organizational Needs:

costly, generates higher
employee commitment, and offers career advancement

Job Analysis: a systematic process of gathering and interpreting
information about the essential duties, tasks, responsibilities, and context
of a job

Job Description: clear & concise summary of tasks, duties,
responsibilities

Job Specification: knowledge, skills, education, physical abilities, etc.
Realistic Job Previews (RJP) – provide pertinent information;
positive and negative about the job & organization

Legal Considerations – recruiting practices must be legal

Innovations in Recruiting:

eRecruiting; Twitter, LinkedIn, and other social media

Getting referrals from current employees (cash rewards, etc.)
ROLES AND RESPONSIBILITIES FOR
RECRUITING AND RETAINING EMPLOYEES
Line Managers
HR Professionals
Employees
• With HR, develop
objectives, plans
• Develop objectives,
plans
• Openly discuss
objectives
• Understand HR
linkages
• Design recruitment
and retention
activities
• Consider all aspects of
HR in career decisions
• Disseminate info to
internal candidates
• Know labor market
trends
• Abide by laws
• Facilitate retention
• Evaluate recruitment
outcomes
• Provide training in
recruitment
• Use exit interviews,
surveys
• Participate in
recruitment efforts
• Assist in diversity
efforts
• Seek info on company
openings
HIGH PERFORMANCE WORK SYSTEMS
Work and Job
Design
Flexibility
Innovation
Health and safety
Suggestion
systems
Knowledge and skill
sharing
Organizational
alignment
Customer focus
Training and
Education
Compensation
and
recognition
Rapid response
Teamwork and Cooperation
Empowerment
Employee
Involvement
58
Companies using social media to recruit:
Sources:
1) http://www.mdgadvertising.com/blog/wpcontent/uploads/2011/08/the_roi_of_social_media_mdg_advertising_infographic.p
ng

50% of job seekers still spend
most their time searching on
traditional job boards

29% of job seekers use social
media as their primary tool for
job searching
Sources:
1) http://www.tweetmyjobs.com/blog/2012/01/is-social-recruiting-real-video/
2) http://mashable.com/2011/07/10/digital-resume/
3) http://www.businessinsider.com/7-cool-resumes-we-found-on-pinterest-2012-2
57% of job seekers expect a company to interact with fans & followers
Both active & passive job seekers say they use a company’s social media
page to apply to jobs posted, ask and get answers questions and get
information –not the company’s website
59% of job seekers agree that what is said by others about a company is
more important in how they form their opinion about a company than what a
company says about itself
70% agree that positive posts from fans or followers on a company’s social
media site would make them more likely to apply for a job at that company
Sources:
1) http://www.scribd.com/doc/34282554/Social-Media-Infographic-Job-Seeker-Perceptions-and-Expectations
Twitter – Engaging and informing candidates

Have an account to engage candidates, share your stories and interact with current
employees
Facebook – Pages and engaging candidates
New and creative approaches
Sources:

Facebook Apps

BeKnown (networking tool)

BranchOut (networking tool)

Inside Job (networking tool, add
jobs to page)

LinkUp (add jobs to your page)

Work With Us by Jobvite (add jobs
to your page)
Mobile Apps
Jobs by Careerbuilder (search)
Indeed.com (search)
Jibber Jobber (management tool)
SnapDat (digital biz card exchange)
LinkedIn Mobile (mobile version of site)
In The Door (networking tool)
SnagAJob.com (for hourly employers and job
seekers)
CareerAMP- now Who Do You Know (networking
tool)
LinkUp (search)
1) http://jobsearch.about.com/od/jobsearchtools/a/facebookapps.htm
2) http://moneywatch.bnet.com/career-advice/blog/on-job/9-best-mobile-apps-for-finding-a-job/504/
YouTube career channel
Share culture
Employee network groups
Promoting intern initiatives
Day in the life
How to videos
Sources:
1)
http://www.youtube.com/advertise/watching.html
HR (CONCLUSION)
As Human Capital Related Issues
Continue to Challenge on
Organisations overall Strategy, The
Human Resources manager must
become a familiar face in the
Management Team and a potent
force in the boardroom.
HR (CONCLUSION – CONT.)
Findings however reveal a troubling gulf between
the needs of the business and the ability of HR to
respond.
 This is forcing companies to rethink their
approach to the recruitment, training and
development of HR

FOSTERING CREATIVITY &
INNOVATION
Human resource practices
 Structure
 Culture

ORGANIZATIONAL CULTURE
A cognitive framework consisting of assumptions
and values shared by organization members
Subcultures: Cultures existing within parts of
organizations rather than entirely throughout
them
Dominant Culture: The distinctive, overarching
“personality” of an organization , which reflects its
core values
Toxic Organizational Cultures:
Organizational cultures in which people feel that
they are not valued
Healthy Organizational Cultures:
Organizational cultures in which people feel they
are valued
CULTURE IN ORGANIZATIONS
70
©
Copyrig
ht
Prentice
-Hall
2004
THE COMPETING VALUES FRAMEWORK
71
©
Copyrig
ht
Prentice
-Hall
2004
CULTURE FORMATION AND
MAINTENANCE
Factors contributing to the creation of an
organization’s culture include



Company founders
Experience with the environment
Contact with others
Tools used to transmit an organization’s
culture include





Symbols
Stories
Jargon
Ceremonies
Statements of principle
EFFECTS OF CULTURE
73
To influence performance, organizational
culture must be strong:
 There is widespread agreement on values
among organizational members
 Approval is expressed to individuals who
act in ways that are consistent with the
culture
 Disapproval is expressed to individuals
who act in ways that are inconsistent with
the culture
Organizations should focus on attracting
individuals whose values match their own (to
ensure person-culture fit); otherwise,
employees will experience value conflict,
which will reduce their satisfaction and
commitment
HOW CULTURE CHANGES

Composition of the workforce

Mergers and acquisitions

Planned organizational change

Responding to the Internet
74
Risk
Conflict
Ambiguity
External
Controls
FOM 13.75
Impractical
Characteristics
of an
Innovative
Culture
Ends/Means
Open
Systems
WHY IS CULTURE IMPORTANT?
•
Numerous studies show that organizations with
performance-driven cultures have better:
Revenue growth
o Employment growth
o Stock Price growth
o Net Income growth
• Bottom line: Companies that live their culture are high
performing and better places to work
o
THE NIKE STORY
77
©
Copyrig
ht
Prentice
-Hall
2004
HR’S ROLE IN SHAPING CULTURE
Recruiting &
Staffing
Compensation &
Benefits
Training &
Development
Talent
Management
Performance
Management
• Hire people
• Create
• Instill corporate
•Attract the best
• Create a
who will “fit in”
with the current
culture.
compensation and
benefit packages
that help reinforce
and drive the
company culture.
values and
desired
behaviors/skills
that will help
promote the
current culture.
•Measure culture
and identify
potential
derailers.
of the best
•Retain top
talent.
•Repel the ones
that just don’t fit
culture where
employees know
what is expected
of them and hold
them
accountable.
• Hire for
fit/aptitude, not
skills
EXECUTIVES AGREE THAT CULTURE
CAN BE A SIGNIFICANT ADVANTAGE
“We do a lot of things right but all those things can be copied by a
competitor tomorrow. The only thing they can’t copy is our culture.
Culture provides us a competitive advantage.”
Colleen Barrett, President – Southwest Airlines
“We have had firms study our processes and benchmark us for years,
but they are hard-pressed to duplicate our success. When it comes to
a sustainable competitive advantage, our GE culture is one of the
most difficult things for others to copy.”
Jeff Immelt, CEO – General Electric
“We have no patent on anything we do, and anything we do can be
copied by anyone else. But you can't copy the heart and the soul and
culture of our company and that distinguishes us from everyone else.”
Howard Schultz, Founder – Starbucks
“We have a culture dedicated to creating a place where talented
people want to work. This gives us a tremendous advantage when it
comes to attracting, developing, exciting and retaining exceptional
people.”
Ian Davis, Managing Director – McKinsey & Company
Today’s Employees Want Transparency
•
Employees are looking for a
meaningful, authentic and
congruent work experience
•
It is deeply rooted in U.S. culture
to talk about our “jobs”
•
Cultural fit is paramount in
finding a job you love (how long
did you stay at a job that you
didn’t fit)
•
Potential employees are
twittering about their job
interviews, the people who are
interviewing them and how they
are being treated. Potential PR
nightmare or outstanding
exposure opportunity.
WHAT IS ATTRACT, RETAIN, REPEL AS
IT RELATES TO CULTURE?




The ability to understand who you are from a
cultural perspective.
Being crystal clear on what your culture is as you
create an employment brand
Employees will be either attracted to your
organization or be repelled by this brand
Employees who do come to work for you and
enjoy an authentic and congruent work
experience will stick around – retain – and talk
to other people about how pleased they are
CREATING THE “RIGHT” ENVIRONMENT
FOR INNOVATION

Cultural Variables

Accept ambiguity

Tolerate the impractical

Have low external controls

Tolerate risk taking

Tolerate conflict

Focus on ends rather than means

Develop an open-system focus

Provide positive feedback
13–82
PROMOTING CREATIVITY

Training People to be Creative
Encourage openness to new ideas
 Take the time to understand the problem
 Develop divergent thinking

83
Morphology: An approach to analyzing
problems in which basic elements are combined
in systematically different ways
Developing Creative Work Environments


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2004
DEVELOPING CREATIVE
ENVIRONMENTS
84
Ensure autonomy
Provide exposure to other creative people
Allow ideas to cross-pollinate
Make jobs intrinsically interesting
Set your own creative goals
Support creativity at high organizational levels
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2004
STIMULANTS TO WORK CREATIVITY*






1) FREEDOM in deciding work to do or how to do it
2) CHALLENGE to work hard on important projects
3) RESOURCES needed to do the work
4) ENCOURAGEMENT from a supervisor who is a good
work model, sets appropriate goals, supports and has
confidence in the work group
5) WORK GROUP SUPPORTS such as diverse skills,
people who communicate well, are open to new ideas,
constructively challenge one another’s work, trust and help
each other, and feel committed to their work
6) ORGANIZATIONAL ENCOURAGEMENT in a culture
that supports creativity and communicates a shared vision
of organization
OBSTACLES TO WORK CREATIVITY
 1)
ORGANIZATIONAL IMPEDIMENTS
such as internal political problems, harsh
criticism of new ideas, destructive
internal competition, avoidance of risk
and overemphasis on the status quo
 2) WORKLOAD PRESSURES such as
extreme time pressure, unrealistic
expectations, or distractions
CREATIVITY: RESEARCH FINDINGS
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2004
BOOSTING CREATIVITY
88
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-Hall
2004
“Bringing together ideas that
were previously unrelated”