Creativity, the corporate curriculum and the future: a case study

This paper explores the proposition that the successful companies of the future will be those that find the means to help their employees to think and act creatively. Based on a case study of British managers’ perceptions of creativity and how it can be nurtured in a large US-based manufacturing company, the study shows that prevailing models of creativity in the organization are inadequate. Firstly, the structure of management in the organization and many features of the culture and corporate curriculum of the company, inhibit creative thinking and action. It is not the intention of the company to do this. The company has developed many methods of problem-solving and team-working intended to release the creative energy of employees. The organizational culture of the company is not, however, as supportive of creative endeavour as it needs to be. Secondly, the models of creativity in the minds of managers and supervisors reflect a wider cultural misunderstanding of the phenomenon. Creativity is perceived in highly individual terms. It is thought of as something which expresses itself fully in non-work areas and it is not seen as a process that can be facilitated through new ways of working and thinking within the organization. To have a successful future, this company, like many others, must change the ways in which its managers perceive the creative potential of their employees.