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Research also shows that, while some forms
of training can indeed have some positive
effect on attitudes toward using creative thinking
techniques (Basadur et al.,1990; Hall and
Lin, 1984; Hipple, 2001), significant knowledge
transfer from such brief exposure is
unlikely (Rickards, 1993; Weisberg, 1993).
Nevertheless there is some value to be
gained from exposure to training in creative
thinking approaches, if it
• increases employees’ openness to experimenting
with a wider range of thinking
approaches;
• increases employees’ belief in their ability
to think creatively; and
• provides teams with a common vocabulary
and system for either identifying
creative thinking opportunities or identifying
occasions where creative thinking is
being obstructed.
Equally or more important, however, would
be training in the skills that make creative
thinking possible and practically manageable
within the stresses and complexities of corporate
environments. As this chapter has argued,
these skills would encompass:
• group collaboration and negotiation;
• conflict management;
• virtual team participation and leadership;
• software and technology for information
sharing, collaboration and networking.
Summary
In this chapter we set out to examine the
importance of creative thinking in corporate
contexts, and the extent to which it is dependent
on effective and insightful corporate
communication policies, systems and strategies.
In order to do this, we identified the
communication principles and processes central
to inspiring, developing and managing
not only the techniques but also the attitudes
and tensions resulting from introducing
creative thinking behaviours into necessarily
structured and bottom-line oriented organizational
frameworks.
The role of language and its influence on
the perceived value of creative activity was
identified and discussed, as was the importance
of a clearly communicated corporate
vision, supported by an organizational culture
that encourages and values experimentation,
discovery and the challenging of established
norms. Furthermore, it was proposed
that while corporate leaders play a critical
role in modelling, managing and constructively
acknowledging and rewarding creative
behaviour, it nevertheless remains of
primary importance that all members of the
corporate workforce feel able and motivated
to recognize, seize, and act upon creative
opportunities when they arise. This sense
of empowerment and ownership would be
enhanced by the establishment of communication
channels that cut across traditional
organizational hierarchies, and that create
means for intra- and inter-organizational networking,
collaboration and information
sharing. Finally, existing forms of corporate
‘creativity’ training were discussed, and suggestions
made as to how this could be
improved by incorporation of communication
skills, approaches and principles.
Overall, this chapter demonstrates that a
clearer understanding of the close relationship
between corporate creativity and corporate
communication would allow organizations
more effectively to harness and manage
creative opportunities, as well as integrate
creative thinking processes into existing
corporate systems and structures.
© 2004 Sandra Oliver for editorial matter and selection;
individual chapters, the contributors