“ As an organization you must want ideas to fail. Because failing ideas lead to ideas that do work. As an employee you must want ideas to fail as well, it means that your idea got a change. It means that your organization valued you enough to invest in your thoughts ”
How to unlock creative potential at the workplace: Marjolein Caniels at TEDxRoermond.
What makes you creative? Does a lack of money hinder your creativity, or do you get motivated instead? Does creativity need constraints?
This talk delves into the effect of constraints on employee creativity. Some research shows that constraining factors on the organizational level are detrimental to organizational creativity. Other studies suggest that constraints could stimulate creativity rather than suppress it. In her talk Marjolein Caniëls offers a new perspective to explain these seemingly contrasting findings. In her research she found that being confronted with constraints makes employees indeed feel challenged and creative. At the same time, these constraints make it impossible to actually be creative. Constraints may bring out the best in people in terms of feeling ingenuous, but constraints still limit the actual room for creative solutions.
Even though leaders set creativity as an important goal, more often than not creative ideas are routinely rejected because they are seen as being to radically new, and therefore too risky. The consequence is that ideas are not put to the test. In such organizational cultures employees can maintain a self-image of being creative. Unless ideas are put to the test, true creativity will not get a chance. This insight provides an opportunity for organizations, which should not be wasted. Ideas need to be put to the test!
Testing of ideas goes hand in hand with accepting occasional failures. Failing ideas provide valuable information for the direction in which solutions can be found. This is what Learning Organizations do. Hence, leaders should stimulate idea generation, be open to creative ideas, and welcome occasional mistakes. Intelligent failures should be awarded. Likewise, employees should believe in their ideas and not be discouraged by the possibility of failure. Together, leaders and employees will unlock the creative potential that is already there!
Marjolein Caniëls is professor organizational learning in the knowledge society at Open University of the Netherlands. She enhances our understanding of knowledge management within firms: how can knowledgeable people be attracted to the firm and what role can be played in their personal development? She shed light on the issues at play in the management of relations in the supply chain, with a focus on learning from forward and backward linkages. She is interested in more insight about factors that stimulate or hamper learning processes that take place in the interaction between governmental institutes and firms. A central aim is to understand the way in which governmental institutions can stimulate learning within firms and regions in order to enhance social, ecological and economic development.
Dr. Marjolein Caniëls is hoogleraar en programmadirecteur Organizational Learning in the Knowledge Society ten behoeve van het Netherlands Laboratory for Lifelong Learning (NeLLL). De leerstoel is gepositioneerd binnen de faculteit Managementwetenschappen. Ze doet onderzoek naar kennismanagement binnen bedrijven. Zo onderzoekt ze hoe bedrijven waardevolle mensen aantrekken en hoe zij bij kunnen dragen aan persoonlijke ontwikkeling. Ook heeft ze onderzoek gedaan welke invloed relaties binnen supply chains hebben op het leerproces van bedrijven. Ze is geïnteresseerd in welke factoren leerprocessen beïnvloeden met als doel meer inzicht krijgen in hoe bedrijven en overheden ontwikkeling op sociaal, ecologisch en economisch gebied kunnen stimuleren.