Diversity or interdisciplinary teams
When people see their organization with a big light but focused, when people feel the collaboration, openness to new ideas and the organization is able to evaluate and develop new ideas with justice, focused on a clear vision of innovation and they are recognized for their work, these people are more creative.
On the contrary, people are less creative if the environment is of internal competition, if there are political struggles of departments or aversion to new ideas and to take risks and uncertainty.
And people are most creative when …
“The project outcomes “strongly support the notion that the participation of representatives from very diverse higher-education institutions in the four networks, and especially the combination of the arts and other disciplines, provided a highly favourable framework for tackling a multifaceted topic like creativity”. – Euroactiv.com
People easily believe that diversity in creativity and innovation is a good bet. But when innovation is necessary and urgent, most people believe that a response is given by the capacity of people favoring often teams with more homogeneous characteristics.
In other words the diversity is seen as something interesting and possibly fun, but the urgent does consider capacity as critical in many situations.
“The core of diversity lies in understanding that we are better performers, better leaders, better service providers and better people when we surround ourselves with those who are different from us. However, the reality is that most adults are more comfortable with people who are just like them.” – Alicia Arenas
In that same reality, diversity generally exceeds the capacity, and the teams built based on diversity (interdisciplinary) outnumber the teams based on the competence of a discipline.
For that companies could be innovative, they must understand that the best innovations often are from the lowest levels of the Organization and that innovation can and should take place in any functional area.
Innovative organizations will instill a culture of innovation throughout the organization. This culture is based on stimulation of ideas and creativity, not forgetting that the appearance of failure follows the conviction sooner fail less costs entails.
In a company with a culture of innovation, management and his peers are venture capitalists and deal with uncertainty, assuming this role in seeking to collect a large number of ideas from various sources are they cultural, academic or functional.
But it is not enough the desire, it is not enough want to innovate and think that all the rest are facilities.
Organizations must create conditions for creativity to flourish through the connections between people.
It is important to break cultural barriers and the barriers between disciplines, causing people to meet and learn from each other.
The new ideas arise at the frontiers of knowledge of each one of us when we borrow to art a little of science, when an innovative thinks like a designer or an engineer embraces a philosopher.
Sculptors, scientists, poets, philosophers, financiers, painters, architects, psychologists, mathematicians, computer, etc. should all converge to creativity and innovation.
When an organization offers its employees a framework to focus on contexts and tools, (context analysis analogies and conceptual mixture), to establish connections between the diversity of its employees then we can create a new Renaissance.
“The best ideas come from the fringes of the disciplines or overlap of different peoples approaches …” When you build the team you should encourage diversity and bring the outside inside, (consumers, partners …) “– Tom Hulme-Ideo
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