The Business of Creativity
Greetings readers! As Mark has us dusting off alternative work schedule policies and considering what to do next, some recent findings on creativity and productivity from the Harvard Business School might be of interest. (Actually, I was wondering why these AWS policies might need to be dusted off, as it was not THAT long ago when we all were wearing bell-bottoms—was it??)
Research by Professors Amabile, Tripsas and Khaire is described by Julia Hanna in the article, Getting Down to the Business of Creativity. Whether considering a new venture, restructuring a current operation, engaging in M&A, or launching an entrepreneurial endeavor, creativity from your workforce is a core necessity. This is especially true for any business effort that is beyond the capacity and resources presently available.
Dr. Amabile describes two myths about creativity and the workplace:
- Myth 1: Creativity is dependent on a genius, artist or charismatic leader.
- Reality 1: Creativity depends more on the collective work of a group of people.
- Myth 2: Creativity requires a trade-off in productivity.
- Reality 2: Creativity and productivity are intertwined and interrelated.
What is most exciting about this research is the notion that creativity can be learned. Hence, if managers understand how to create conditions for creativity, such as bringing importance to the everyday interactions and working conditions of employees, then creativity can be developed. By supporting the progress of employees through role clarity and feedback while tending to interactions to encourage diversity of thought, the “inner work-life” of employees can be related to creativity and, in turn, brought to bear on performance.
So, the merits of alternative work schedules are certainly nested in the merits of creativity. It is a relief that some good ideas never do go away—because while I am not much of a dancer, I do love those bell-bottom jeans!
Let’s keep the conversation going.
Note that Shannon is a better dancer than she’s letting on. 