Group Leadership Skills

By Carolyn Chambers Clark | Go to book overview

11
When the Organization Is the Group

THE HIGHLY CREATIVE ORGANIZATION

A key question for leaders in organizations is “How do I go about working with people in such a way that it releases their creative energies?” All organizations can benefit from actions that will develop more creative solutions to problems. Although many administrators may say they value creativity, forces often push the organization toward the status quo and shortterm solutions. The creative individual may have difficulty adapting to a noncreative work environment. Creative individuals tend to produce a large number of original ideas quickly, are motivated by their interest in a problem, are able to suspend their judgment long enough to make adequate analysis and exploration, are relativistic rather than authoritarian, are playful and undisciplined when working, are independent rather than conforming in judgment, view themselves as different, and have a rich fantasy life and superior reality orientation. Creative organizations have many of the same characteristics; they have open channels of communication, allow eccentricity, evaluate ideas based on their merit not on the status of the originator, use long-range planning, experiment with new ideas without prejudging them, are decentralized and diversified, encourage risk taking and are tolerant of error, allow freedom to choose and pursue problems and discuss ideas, value original and different objectives, and provide a stable, secure environment that allows creators to roam.

Leaders are often rewarded for having a smooth-working, functioning system. How can you encourage creativity, which may at times appear jagged and uneven or even crazy to the uninvolved observer? Unfortunately, many creative individuals are pressured to conform and their creative gifts may not be used. Many organizations of which you are a part may have a

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