![]() The discussion also examined the need to clear paths through bureaucracy, weed out weak ideas, and maximize the organization’s learning from failure. They pointed out that process management isn’t appropriate in all stages of creative work leaders should apply it thoughtfully and manage the handoff from idea generators to commercializers deftly. The participants shared tactics for enabling discoveries, as well as thoughts on how to bring process to bear on creativity without straitjacketing it. They also need to help their organizations incorporate diverse perspectives, which spur creative insights, and facilitate creative collaboration by, for instance, harnessing new technologies. Leaders must tap the imagination of employees at all ranks and ask inspiring questions. A number of themes emerged: The leader’s job is not to be the source of ideas but to encourage and champion ideas. In this article, the authors present highlights of the research presented and the discussion of its implications.Īt the event, a new leadership agenda began to take shape, one rooted in the awareness that you can’t manage creativity-you can only manage for creativity. ![]() To connect theory and practice, Harvard Business School professors Amabile and Khaire convened a two-day colloquium of leading creativity scholars and executives from companies such as Google, IDEO, Novartis, Intuit, and E Ink. How relevant is their research to the practical challenges leaders face? Suddenly, the spotlight has turned on the academics who’ve studied creativity for decades. ![]() In today’s innovation-driven economy, understanding how to generate great ideas has become an urgent managerial priority. ![]()
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