The role of creativity in organizations I think the agility of an organization depends largely on the nature of its structure and how much flatter and more open, more permeable it is to new knowledge and new ideas. This is one of the advantages of work performed in networked structures that easily mobilize the imagination […]
The role of creativity in organizations
I think the agility of an organization depends largely on the nature of its structure and how much flatter and more open, more permeable it is to new knowledge and new ideas.
This is one of the advantages of work performed in networked structures that easily mobilize the imagination of every employee in an organization preparing them, at all times, to face challenges of the system where they are inserted and immediately seek to find solutions for the win.
Organizations must create environments facilitators of creativity and appropriate recognition and reward forms to several generations involved.
Opening the doors to the participation of employees in the construction of their work environments and the development of collaborative methodologies, the organizations can create attractive places for the retention of their talents.
The first generation that grew up with the Web, has its main assumption that the contribution of each to the Organization, are not titles, but the merit. Eventually earlier generations see their contribution as the sum of a few years of experience, but they are too in the dependence of the laws of competence.
“In a market where talent is largely a commodity and can bought anywhere, the secret sauce is creating an in which you push that frontier out, in which you can steadily raise the returns on human capital . The combination of technology and talent is a powerful catalyst for value creation, but to take advantage of the Web’s capacity to help us aggregate and amplify human potential in new ways, we have first all abandon some of the traditional management beliefs – the notion, for example, that the strategy should be placed at the top. ” – Gary Hamel
The path of the abandonment of some old beliefs, involves construction of new levels of confidence on the part of all employees and partners. The assumptions that dominated the management of the XX century that remained unchanged for years should be replaced, tested or validated in the new realities of the 21st century.
A new attitude to the past, naturally requires faith in new forms of interaction and requires new learning skills, not only to the “apprentices” but for everyone and learning that often means learn to unlearn.
The future already has path and is not similar to the past. Is a future with some lines that seem clear:
“Traditional decision making processes and models are falling behind the fast pace of this new century, both for individuals and organizations. Many of us are aware of this situation, but are feeling lost without a new approach to make good reliable decisions fast”
-We have already started to feel the problems of traditional reasoning based on induction and deduction. The new option is called intuitive decision-making.
-Creativity tools start to be more needed by employees and are being more widely distributed in organizations.
-The ideas no longer have exclusivity or localized sources and begin to compete on an equal footing.
-A new movement of thought and action, including the strategies are being built bottom-up.
-The power or authority begins to be a question of competence rather than a matter of place in the hierarchy.
In this way, the evolution of organizations, which is never linear, will still be the results of some battles between conservative and analytical forces and forces of creativity in the organizations.
There are the people within the organizations who know what the processes which collide with innovation that prevent adaptation and that create frustration in the employees.
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