Professional Documents
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Creative Organisations
1. Introduction
Creativity of an organisation is often being referred to the capability to introduce
products to the market that attracts the customers. However, every product that sells
well cannot be taken as a creative product; on the other hand every organisation that
has achieved significant success in market place cannot be simply called creative. In
general, the term creative product associates a certain degree of uniqueness to the
product. This, in turn, refers to the uniqueness of the design and the product features.
If, creativeness of an organisation solely depends on its ability to generate such
product specifications and features, the organisations that produce standard products
would invariably, fall into the non creative category.
Creativeness associated to the way of doing things rather than to the product that
they produce, offers the organisations the capability to successfully operate in
dynamic environments. This creativeness determines the adaptability of an
organisation, in dynamic environments.
2. Key factors required for a creative organisation
From the above discussion three factors can be identified as characteristics of a
creative organisation. The creativeness of the organisation depends on the combined
effect of these factors in generating the desired output for the organisation. These
factors are interrelated and therefore, the effects can not be distinguished. However,
the factors affecting the creativeness of an organisation can be listed under the
following three headings.
1. Creativeness of People
2. Creativeness of Processes
3. Creativeness of Products
In order to design a creative organisation, creative qualities should be imparted into
these three factors of the organisation. This requires proper understanding of the
requirements and opportunities for creativity within the organisations and how to
manage it.
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2.1 Designing a creative organisation
2.1.1 Understanding the requirement of creativity and the opportunities
Creative organisations should be capable of understanding the requirements and
opportunities for being creative. This creativity, changes the systems that operate in
cultural systems the frameworks where the organisations operate. According to
Robinson and Hackett, creativity changes the status of domains.
For being creative, an organisation should be capable of understanding and changing
the domains in which they operate. In order to impart this capability to the
organisations, three practices have been suggested by Robinson and Hackett, viz.
understanding the structure, making the structure real / measurable and controllable
and lastly, imparting the knowledge in to daily practice of the organisation. These,
when built into the foundations of organisations, result in higher levels of creativity
within the organisation.
Presenting a fresh perspective on organising for innovation, which extends to the level
of innovative organisations beyond the project level where most of the published
literature has dwelled on, Deborah Dougherty has identified four key areas to be
addressed in translating innovation in to organisational terms. Although, Dougherty
has mainly focussed on product innovation, the content presented can be taken to
supplement the conditions of creativity presented by Robinson and Hackett, in
discussing the key factors for a creative organisation.
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Competencies of the organisations are continuously compared against the product
requirements and the organisations should be capable of balancing the market
requirements with the capabilities of the organisation. This market technology
linking has to be an organisation wide effort in order to achieve the condition of
creativity / innovation.
3. Making it real
A thorough understanding of the structure of a domain would not be achieved unless
the component systems and their interrelationships are visualised and interpreted.
Representing the structure with the components and their interrelationships enables
systems modelling, and provides an effective tool that can be used in manipulating
them. Organisations should be capable of understanding their structures as well as
modelling / interpreting them in order to facilitate creativity.
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organisation. This refers to the capacity of an organisation to have creativity
embedded in it.
The seven factors discussed in the preceding section shows the requirements of, and
the areas where the consideration should be given, when designing and developing a
creative organisation. The capabilities that an organisation needs to develop in order
to engender creativity within the organisation are discussed in this section. On the
other hand these seven factors when taken in that sequence depict the how focal area
should vary from the products through to processes and the people, in creative
organisations.
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teams; that is within the organisation. Key factors highlighted in Amabile's research
are explained below.
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creative thinking skills of the team, the individuals within the team should be capable
of understanding and respecting the view points of each other. Amabile suggests that,
1. All members should have the urge and willingness to work towards the goal of
the team
2. All members should act as Samaritans and help each other as and when it is
required
3. All members should recognise the importance each others existence in the
team
This follows that, not only the essential skills, but also the possibility of coexistence
of the members should be taken into account, when forming the teams.
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desired results are not delivered through the conventional practise, it may even deliver
negative results; the whole effort would be discouraged and would even lead to a
vicious circle.
Lack of expertise
Lack of expertise needed for understanding the structures and the interrelationships
between them can be identified as a major hindering factor in implementing the
creativity factors within an organisation. There can be a variety of reasons for this. In
most of the organisations the structure inhibits the opportunities for the employees to
fully understand the way the firm operates. Also, the prevailing culture in the
organisation may obstruct such learning objectives of the individuals. As a result, the
understanding of the entire organisation is limited to a handful of people. Within this
smaller team, opportunities for creativity will be largely restricted.
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power of resources in terms of funds, information, expertise etc. to ignore the
requirements of the creative teams.
Segmentalism and power of resources hinder the development of new supplier
relationships, part handling procedures and for creative conditions to prevail, these
conflicts between the established systems / products and the upcoming ones should be
properly balanced.
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Also, managers, when using the people resources available them, often make the
mistake of not matching the people with the tasks.
All these problems relate to the inability to judge and estimate the requirements
beforehand, and which can be taken as a barrier to implementing the creative factors
within an organisation.
On the other hand, the criticism culture that prevails within certain organisations
hinders the new ideas coming up and thereby inhibits the creativity at the very
beginning. Criticism is taken as a tool for achieving personal objectives in certain
cultures. Similarly, organisational politics crate great barriers to creativity in
organisations.
Dougherty, in her discussion on organising for innovation, has suggested that the
organisations should understand their deliverables to the customers in terms of the
value. Such an identity would help the organisation to overcome the barriers to market
technology linking and help in creating the necessary mind-set to bridge the
capabilities of the organisation and the customer needs.
In creating the capacity for organisation wide creative problem solving, Dougherty
has suggested replacing the hierarchy that exist within an organisation with teams and
viewing the organisations as process. In this process type organisation, the tasks
would be carried out by the multi disciplinary teams where the people are functional
specialists and the interactions are continuous and frequent among the members.
Information should flow freely along multiple channels. According to Stewart in these
teams the members should have good understanding with each other and these should
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be all star teams. That is, every member in the team is a start in his own area / field.
Those who manage such teams should be part of team and stay in touch with them.
Team interaction is important and creating the environment for facilitating effective
communication would be the role of the team leaders. The coordinating mechanisms
in these teams should be diffused among the team members rather than clearly
assigned less formalities in handoffs, transfer points or transfer of personal.
Amabile suggest that mutually supportive teams should be designed by putting
together the right chemistry into the team. That is, the team members should bring in
diversity of perspectives and backgrounds in to the teams.
5. Conclusion
Designing creative organisation should take in to considerations a variety of factors
including the scope of operations of the entity and the customers. The barriers to
implementing the creative factors in an organisation can be attributed to the structural
and cultural issues in broad terms. Thus, in order to remove these barriers that is, to
find a lasting solution to the problem focus has to be made upon the structural and
cultural factors.
Creativeness has to be embedded in the organisational structure and the culture in
order to achieve sustainability. Organisation theory is yet to formulate best practise
procedures for doing so.
References:
1. Amabile, Teresa M., How to kill creativity - Harvard Business Review,
Sep/Oct98, Vol. 76 Issue 5
2. Dougherty, D. Managing Organisations - Organising for innovation
3. Robinson, Rick E. and Hackett, James P., Creating the conditions of
creativity - Design Management Journal, fall 1997, Vol 8 No 4
4. Meyer , Sarah A., Managing within a creative environment
Management Journal Summer -2000
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