The peculiarities of creativity management in modern organizations
The article provides a theoretical analysis of the problem of creativity management in organizations. The relevance of identifying creative employees in the company and encouraging the manifestation of creative solutions among all staff is substantiated. The experience of existing companies is considered, which proves that creativity plays an invaluable role in the management of the organization and the competitiveness of the company in the labor market. The key concepts that underlie creative management are studied, namely: creativity, creativity, talent, skill, coaching, etc. The essence of the concept of creativity taking into account managerial and psychological aspects is revealed. The characteristics of a favorable climate, which are factors of creative behavior that allows to create and implement innovations: challenge (emotional involvement and dedication to their work), freedom (choice of how to do their job), idea time (idea development time), trust and openness (security) expression of opinions and proposing different points of view), dynamism (saturation of life in the organization), game (relaxation of the workplace), debate (participation in debates on issues), conflicts (involvement in interpersonal conflicts), risk (efficiency of response to new opportunities). The elements of creative development are generalized: understanding of the process of creative thinking, definition of blocks for creative thinking and skills, use of methods for obtaining fresher ideas and decisions, permission of personal creative desire and life creative vision. Theories of creativity and methods of creative thinking are analyzed, which describe the process of solving problems and offer non-standard solutions to problems. Stages of creative thinking are distinguished: preparation (problem statement and attempt to solve it), incubation (feeling of lack of strength, postponement of problem solving), enlightenment (sudden, completely unexpected finding of a possible solution), verification (verification of ideas and their formalization and design).
Kalinichenko, Smirnova, 2011 – Kalinichenko Yu. B., Smirnova Ya. I. Kreatyvnist yak osnova menedzhmentu orhanizatsii. Marketynh i menedzhment innovatsii. 2011. № 4, T. II. S. 186–191.
Kaplan, Norton, 2007 – Kaplan R., Norton D. Stratehycheskye kartu. Transformatsyia nemateryalnukh aktyvov v materyalnue rezultatu / per. s anlh. M. Pavlova. Moskva : ZAO Olymp-Byznes, 2007. 512 s.
Floryda, 2011 – Floryda R. Kreatyvnui klass: liudy, kotorue meniaiut budushchee. Moskva : Klassyka-ХХI, 2011. 410 s.
Chubenko, Novokhatska, 2017 – Chubenko M. O., Novokhatska D. V. Analiz teorii ta metodiv rozvytku upravlinnia kreatyvnym potentsialom v komandakh IT-proektiviu. Upravlinnia rozvytkom skladnykh system. 2017. № 31. S. 75–82.
Amabile, 1988 – Amabile Т. М. Research in organizational behavior. 1988. Vol. 10. Р. 123–167. Ekvall, 1996 – Ekvall G. Organizational climate for creativity and innovation. European Journal of Work and Organizational Psychology. 1996. Vol. 5. P. 105-123.
Henry, 1991 – Henry J. Making Sence of Creativity. Creative management. Sage Publications. 1991. P. 3-11.
Laszlo, 2015 – Laszlo В. Work Rules!: Insights from Inside Google That Will Transform. 2015. 406 р.
Oldham, Cummings, 1996 – Oldham G. R., Cummings A. Employee creativity: Personaland contextual factors at work. Academy of Management Journal. 1996. № 39. Р. 607–634.
Simonton, 2000 – Simonton D. Creativity: Cognitive, Personal, Developmental and Social Aspects. American Psychologist. 2000. № 55(1). P. 58–151.
Unsworth, 2001 – Unsworth K. Unpacking creativity. AMR. 2001. № 26. Р. 289–297.