A climate of creativity involves behaviors, attitudes and feelings

We know that inventions and innovations rarely come up when we’re in our comfort zone or status quo.

The solution for many problems can be reached through some regular reading (learning), a bit of observation and creativity. By a systematic improvement as a result of targeted review processes we can resolve some problems incrementally.

However it is often necessary to resort to other processes, such as intuitive and creative solutions, not incremental or radical.

Troubleshooting incrementally is a systematic process that begins with a given problem to a particular solution. This involves a problem definition and a set of appropriate operations to solve the problem, but dependent on the description of this and making its execution limited to a restricted number of people.

This approach that seems simplistic is frequent in companies that develop their activity within the limits of “enough” and usually create a problem with the problem statement. That is, when the lack of responsibility and the lack of motivation for problem solving in time leads to poor service and the collapse of proper functioning of companies.

At these times we have to look for another way!

When an organization is committed to the resolution of problems, but for which the departments fail to respond, they must widen their horizon and develop a culture of creativity.

In today’s business world, product cycles are becoming shorter. There are increasingly obsolete and discontinued products that result from an attitude of creative laziness installed in the organizational culture.

The creative potential exists but is not released! There is no place for confrontation of ideas with reality!

Organizations to monitor demand, have to be fast and be awake, have to be innovative and constantly adapt to the new market.

The need to develop a culture of creativity becomes a reality, but it is not easy to achieve. Actually the intention is that the visible result can be plenty of ideas backed by a solid structure.

The culture has to do with maintaining assumptions, meanings and beliefs in an organization and that are deeply rooted, feeding and giving security to the Organization, such as the roots of a tree.

But, for people to develop creativity, they must work in environments that are inspiring and where it manifests a welcoming climate, without fear of failure or fear of the ridicule.

This climate is the manifestation of behavioral patterns and practices that are grounded in the culture.

In an organization when the strategic vision is shared, we are providing a guidance framework that serves as a compass, but when employees are given a GPS your creativity boils down to turn on and off any switch to dump solutions not worked.

The deep motivation for generating ideas and pass these to the final product is the result of forces that constitute the organizational climate.

Organizations must allow employees freedom and sense of responsibility. When an organization offers time to be creative is developing an atmosphere of closeness, trust and recognition.

People who feel challenged, feel that there is somewhere to extend personal boundaries, develop latent talents and explore new possibilities, living a climate of creativity (and happiness).

People who have a smile on his lips, that face the fun as a form of experimentation and telling jokes about unexpected things, are inserted in an atmosphere of creativity.

Organizations that invest in an atmosphere of creativity create conditions to face the risk and develop an environment of trust.

People know they are not punished for failing when they are involved in activities of experimentation, which is fundamental in the way of ideas.

People who live in a climate of creativity are in constant conflict of ideas which provides new opportunities and broadens the scope of knowledge.


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