Week #220

How Creativity Works

Creativity is a human condition. Many people believe it is what sets humans apart from other species. This tends to suggest those who do not show creative tendencies are working in an antithetical environment (what a great word - means direct opposite or contrasting).

I wrote about this topic in my very early days (around week six of my weekly columns & included it is in my book¹ ). I was reminded of how not to do things following a couple of incidents during the week. My initial reaction, given the circumstances was: ‘how can we, or why do we allow these situations to develop & essentially crucify some people of their initiatives & therefore the creativity they wish to share with those they work with?

So, I like to concentrate on the solution, rather than the problem. I believe creativity is positively associated with joy & love; & negatively associated with anger, fear & anxiety. And people are even more creative on the day following a happy day. In my experience, creativity crashes during downsizing or restructuring. Insecurity creates fear, anxiety & anger - & the effects of these three have implications for leaders where transactional leadership is common (especially because of an environment of high regulation & accountability).

Transactional leadership focuses on goals & objectives. For employees, it usually involves being told when something has gone wrong. It thus tends to result in disengagement, & a disengaged workforce, as we all know is not happy or productive. Instead what is required is transformational, also termed inspirational leadership. Transformational leaders focus on visions & goals, & the personal contribution each person can make. They inspire loyalty as well as creativity. To attract inspirational leaders, the operational system MUST be adjusted to allow creativity & innovation to flourish.

Creativity & innovation will attract talent - including inspirational leaders. A change in direction can be achieved from the top, but it will take strength as well as courage, because it means relaxing control. It is always difficult to accept less than was once offered or held. It is also harder to make things make themselves, than make them yourself. But a true leader knows the effort is worth it in the long run.

Perhaps we should all give this some consideration, on the next occasion, as a leader, we come across a situation we may not necessarily agree the process has not perhaps been to ones normal or expected requirements?

1 Life is Leadership, compiled by kenn butler & Edited by R. Bester  March 2010 – Chapter 3 The Work Environment
2 Acknowledgements: Jacqueline Rowarth, NBR; Teresa Amabile, Harvard Business School; Bob & Debbie Gass