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Global hr forum2007-chris_bilton-creativity in management-paradoxical thinking

Global hr forum2007-chris_bilton-creativity in management-paradoxical thinking






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    Global hr forum2007-chris_bilton-creativity in management-paradoxical thinking Global hr forum2007-chris_bilton-creativity in management-paradoxical thinking Presentation Transcript

    • Creativity in Management: paradoxical thinking Dr Chris Bilton Centre for Cultural Policy Studies University of Warwick
    • What is creativity? The ‘industrial’ definition Implications (‘the myth of (DCMS): genius’) Individual creativity, skill Emphasis on individual and talent. talent (myth of genius) Potential for wealth and job Wealth and jobs (economic creation rationality) Generation and exploitation Value chain – content is of intellectual property king, task specialisation
    • Beyond Innovation Innovation + value / fitness for purpose Ideas are not enough Multiplicity Stages in the process Members of the team From ideas to intellectual property Beyond the myth of genius
    • Creative thinking styles DIVERGENT THINKING CONVERGENT THINKING Think around or away Think through or into from the problem the problem Discontinuity / break Continuity / evolution ‘dig another hole’ ‘dig a deeper hole’ spontaneous, informal, systematic, formal, random focused Remove constraints Work within constraints unconscious processes conscious processes
    • Joined up thinking Capacity to move between thinking styles Tolerance for contradictions: ‘ego strength’ Putting together habitually disconnected frames of references – ‘bisociation’ Creative process is not chaotic, but finds transition points between order and chaos
    • Creativity and the value chain PREPARATION INCUBATION ILLUMINATION VERIFICATION Boundary Concept Concept Concept Concept setting generation selection evaluation realisation Innovation Coalition Innovation Transfer / activation building production diffusion ‘Novelty’ criteria: ‘Value’ criteria: New to individual Fit for purpose New to the field Solves the problem New to the world Meets definitions of quality
    • Three definitions of creativity Process Tolerating contradictions + bisociative thinking Content Innovation + value Outcomes Transformation + rethinking (from Bilton and Cummings, Creative Strategy (forthcoming) Management / strategy as a creative process Creativity as a managed / strategic process
    • Uncreative management Career specialisation Education Career paths Organisational specialisation Task specialisation, especially as organisations grow – ‘creatives vs. suits’ ‘Buffering’ the creative process: ‘talent silos’ Separation of ‘strategic’ and ‘operational’ roles Value chain specialisation…
    • Rethinking ‘creatives vs. suits’ The comfort zone: unmanageable creatives and uncreative managers Mutual stereotyping which supports task specialisation and allows us to feel superior The Dorian Gray Effect: avoiding our own reflections
    • Rethinking ‘creative individuals’ Kirton’s ‘Adapters and Innovators’ Mixing not matching De Bono’s ‘Six Thinking Hats’ Thinking outside the role Bilton & Leary Management as talent broker
    • Rethinking the value chain Merging of production and distribution Beyond talent, beyond content Innovation along the value chain Cultural entrepreneurs Self-managing creatives Engaged in both ends of the value chain
    • Creative management Process: paradoxical thinking, tolerating contradictions Honda Content: innovation + valuable (valuable innovation) Marks & Spencer Outcome: transformation and rethinking Cirque du Soleil
    • Further Reading Bilton, C (2006): Management and Creativity: from creative industries to creative management (Blackwells) Bilton, C and Leary, R (2002): ‘What Can Managers Do For Creativity? Brokering Creativity in the Creative Industries’ International Journal of Cultural Policy 8.1, pp. 49 – 64 Boden, M A (1994): ‘What is Creativity’ in Dimensions of Creativity (London: Bradford Books), pp. 75 – 117 De Bono, E (1990): Six Thinking Hats (Penguin) Kirton, M J (1991): ‘Adapters and Innovators – why new initiatives get blocked’ in J Henry (ed.), Creative Management (Sage Publications / Open University Press) Levitt, T (1963): ‘Creativity Is Not Enough’ Harvard Business Review 80.8 (August 2002), pp.137 - 145 Weisberg, R W (1986): Creativity: genius and other myths (W.H. Freeman)