Creativity and innovative problem-solving must be cultivated within an organization. While productive, useful idea-generation does require a degree of structure, and even deadlines, a truly innovative organization provides its employees with room to explore, pursue novel approaches, and even fail (Ciit, 2016).
This CQ Dossier will review the existing psychological research on how innovation and innovative thinking is defined, its relation to creativity, and how it impacts success in an organizational context.
In most professional settings, doing innovative, meaningful work requires effective collaboration with a team. This CQ Dossier provides an overview of evidence-based practices to form innovative groups.
A well-developed, well-run organization helps its employees to thrive. Under supportive, skilled management, individuals feel secure, trust that their organization values them, and feel liberated to raise concerns and propose new solutions to existing problems. A warm, relaxed, but stimulating professional climate tends to encourage innovative thinking as a result.
In order for a work team to thrive and develop innovative, paradigm-challenging ideas, creativity must be properly fostered. Working towards that requires that you, as a manager, recognize that creative output is inherently risky and vulnerable – especially when the pressure is high and the need for a useful solution is paramount (Paulus, 2000).
As a manager, it is important to take advantage of your employees’ potential for innovative thought. More than just creativity, innovation potential speaks to an individual’s capacity to generate novel and useful ideas that can inspire others and produce growth.