Managing for Creativity and Innovation in A/E/C Organizations

Abstract

Progress is the result of creative ideas and innovative activities. Successful organizations rely on their creative employees to develop new products and services that provide them with a competitive edge in the marketplace. Many large organizations, however, do not demonstrate the leadership necessary to foster creativity by providing a conducive environment and by personally stimulating their creative employees. To address this problem, creativity professionals are characterized, an organizational culture that stimulates creativity is outlined, and blocks to creativity—and ways to overcome them—are discussed. Creativity is combining old ideas or generating new ideas to satisfy a need. Creativity forms something from nothing; innovation shapes that something into products and services. Managing for creativity is to provide the environment, recognition, rewards, and leadership necessary to motivate employees to be creative. Creative professionals have distinctive characteristics; managers should be able to recognize these individuals when filling vacant positions. An organizational culture conducive to the development and testing of creative ideas is essential for stimulating creativity. Creative professionals value recognition and increased self‐esteem more than monetary reward.