6. The Climate for Creativity
Expectations and Behavior Underpin
Climate
Each experience uniquely
The Mob Mentality
The Good, The Bad and The Ugly
One time at Band Camp…
7. The Climate for Creativity
Climate is part of the company culture
Climate Stability
People often behave in ways that meet
expectations. People form expectations from
the behaviors they observe.
Global and Local Climates
The larger the group, the more powerful and
stable the climate.
9. Climates for Creativity
Climates conductive for creativity nurture the
individuality at the heart of intrinsic
motivation.
They provide the safety necessary for
curiosity to flourish.
They provide the support for successful
evaluation.
Each climate is unique.
10. Building Internal Boundaries
to Nurture Creative Talent
Hallmark Cards
We were profitable, all was good.
The industry changed, our people changed.
Needed to build a creative climate inside a
results driven business culture that would
nurture a wide range of creative types.
Then what?
11. A Creative Climate Based on
Principles
Hewlett-Packard
The group would be under pressure to
deliver software solutions quickly.
Stay creative and flexible, expertise from
many departments
Develop a culture that matched the creativity
we needed to accomplish, then hire into it.
Then what?
12. Building A Creative Climate In
a New Company
Creative Groups brought into larger
companies lose creativity over time
NetGenesis
In a world where strength brings success
and you have to have muscles to compete,
you learn to lift weights.
Recruited most skilled, most ambitious in the
industry, most creative
Created expectation
Then what?
13. Expectations and Behaviors
Reinforcing Creativity
The climate nurtures and supports creativity
and the expectation of creative behavior.
Climate is self-reinforcing
Climate attracts like people
Caution: If you set them up for more than
they can handle they can fail.
Autonomy vs Support
Creativity and innovation are integral to an organization’s ability to survive and thrive in today’s competitive marketplace. This course provides students with an understanding of how creativity and innovation can be facilitated and managed in a work setting.
Students will learn about theoretical conceptualizations of creativity and innovation as well as practical applications involved in fostering creativity and innovation in the workplace.
Students will be expected to play an active role in learning through class exercises, class discussions, and dialogue with guest speakers, and presentations about real (or planned) innovations in organizations.
Make A Better
Break into groups of 5
Design a better Pen based on Design Thinking
Use what you have learned about working in a creative environment
Draw a picture
Present your concepts to the class
Required Text: Creativity, Inc.: Building an Inventive Organization by Jeff Mauzy and Richard Harriman, ISBN: 1-57851-207-7, Harvard Business School Press.
Chapter 3 = making and breaking connections, and at the keys to successfully engaging that critical dynamic
Chapter 4 addresses the climate: the key to engaging the other dynamics of the creative process
Each time you interact with others you contribute to a mutual environment that influences the expectations and behavior on everyone in the environment. Two people, a team, an office, or an entire company – you make an impact.
Everyone works in a way – conscious, unconscious – that contributes to, and reinforces the behavior of the group.
Reinforcing behavior reinforces expectations: what you know about this group. Influences how you behave, think, do – in one way or another.
Class Discussion: Were you ever in a group where good behavior was reinforced? What about bad behavior?
Climate Stability:
People often behave in ways that meet expectations. People form expectations from the behaviors they observe.
As a result, climates are maintained until change occurs –something shifts the climate from one way to another. Change happens with expectations and behavior.
Class Discussion: Were you ever in a place with a good climate that went bad?
Global and Local Climates
The larger the group, the more powerful and stable the climate.
Culture and climate starts with a few. Founder + Partner, Partners + First Staff, Company + Employees
Some is spoken, some is observed.
They learn from those that came before: what is accepted, what is not.
Climates conductive for creativity nurture the individuality at the heart of intrinsic motivation.
They provide the safety necessary for curiosity to flourish. The provide the support for successful evaluation. They expect newness.
Companies start small, build off of experiences, and determine how to create an environment. Sometimes they just happen. Most times they do not.
Each company is unique: so are its people, the business, the environment, the task at hand.
Wall of Specialty Creative Division from the rest of the company
Convince corporate leaders to provide autonomy
Evaluated first by creative, second by customer, then by management (reassured business they would be customer focused)
Result:
Freedom necessary to create a climate different than the rest of the company
Mid-level managers were the key to maintaining staff morale, intrinsic motivations (they knew what they were, could monitor)
Key enablers for the success of the division
Studied process, made changes
Recharged creatives, research trips
Created a local climate to support diversify and sustain the brand of creative talent Hallmark traded on.
New Software Venture
Cross functional = avoid silos
Develop a culture that matched the creativity we needed to accomplish, then hire into it.
Hired on 3 Principles: Collaboration, Open Feedback, Flexibility
Collaboration – you need multiple perspectives: none of us know as much as all of us
Open Feedback – Everyone knows what is going on, where they stood. 360-review process, every knows what everyone is doing. Feedback loop kept improving
Flexibility: We have to be open to changing ourselves –the market evolves too fast. Open space work flow, spontaneous information sharing.
Collaboration, Open Feedback, Flexibility shaped a functioning creative climate
Creative Groups brought into larger companies lose creativity over time – why?
Due to the more powerful expectations and the behaviors of the surrounding organization.
Some people leave, others sacrifice creativity in making compromises to gain acceptance by the larger mass
Without continual maintenance, climates disappear (climate change= polar ice cap)
NetGenesis Founder Matt Cutler: In a world where strength brings success and you have to have muscles to compete, you learn to lift weights.
Founder + CEO went searching for the brightest most creative people
Most skilled, most ambitious in the industry, most creative
They expected to work for a company where they could exercise their creativity
Reinforced creativity: Although we don’t think we can produce creativity in an organized way, you find moments where creativity happens and publicly recognize it, even when it happens by accident
Designed a heroes program: things that contribute to long-term growth are recognized, get special attention
They were able to find an hire a creative workforce from the very beginning o their company’s life then build a climate that supports creativity by institutionalizing the appreciation of it.
Employees undertook the creative work, which generated the expectations in themselves and others, who responded creatively in turn reinforcing creative expectations.
Climate is self-reinforcing, virtuous cycle of creative expectations and behaviors
Magnet for job seekers and creative talent who want a creative-friendly environment
Failing to plan is planning to fail
Autonomy: They have to do it their way
Support: They have what they need to succeed
What’s Stifling the Creativity at CoolBurst? - Suzy Wetlaufer
https://hbr.org/1997/09/whats-stifling-the-creativity-at-coolburst
Class Discussion: TBD
Required Text: Creativity, Inc.: Building an Inventive Organization by Jeff Mauzy and Richard Harriman, ISBN: 1-57851-207-7, Harvard Business School Press.
Bring an object into class that could spark creativity
Visual, article, person
Explain why it is relevant to creativity
Class will examine and provide feedback