Organizational Creativity is an application of a powerful interdisciplinary understanding of a technology of creativity interlinked through a common set of information to create health, wealth, inner satisfaction or whatever we desire to create.
Organizational Creativity captures the concepts, principles and understanding relating to organizational transformation, organizational design and organizational dynamics resulting from an exploration of creativity in the workplace and subsequent exploration of our individual inherent creativity. Applications of these concepts, principles and understanding to organizations and groups are discussed in the topics “Transforming the Organization” and “Transforming the Heart of the Organization.”
Organizational Creation is a complement to any existing organizational development and/or organizational dynamics approach. It is not some new or different organizational theory. Rather, its primary purpose is two fold. One aspect is to provide individuals an understanding and insights as to how to “get out of the box” of mind set and tunnel vision to manage organizational change and transformation. The second aspect is to raise awareness as to the existence of what is best called a creative spirit within each individual and how this creative spirit impacts organizational performance at all level. What is significantly different is organizational creativity perspective as to why an organization even exists and the individual’s relationship with the organization.
In order to increase the competitiveness, organizations need to utilize the creative potential of their employees. One of the best ways to utilize this potential for organizational benefits is to create a climate that nourishes creativity. A climate consists of many attributes and can be seen as the manifestation of the organizational culture. Some of these climate attributes have the ability to affect organizational creativity. The intention of this paper is therefore to provide an understanding, in the form of a model, of what attributes constitute a creative climate and thus illuminate in what ways organizations can improve regarding organizational creativity.
In order for organizations to improve it is fundamental to assess the present climate and determine how it ideally should be. To facilitate this we have in addition to the model designed a checklist that can be used to assess the creative climate within an organization or organizational unit. The model and the checklist are mainly designed for management consultants to use in their clients’ organizations.
The creative climate attributes were identified through literature studies and empirical data gathering. The attributes were then grouped and categorized, leading up to a three-layer model, called the Category-Element-Attribute Model, that describes the different building blocks of a creative climate. On the broadest level, our findings suggest that an organizational creative climate can be divided into eight different categories: work characteristics, management support, co-worker support, safety, resources, diversity, dynamism/risk-taking, and organizational systems and processes.