Creativity and innovation are important terms and components for of transforming environments. Creativity is the drive behind creation actions whose products are inventions and compositions. Innovation on the other hand, involves developing new value by application of solutions to articulate and meet the needs of customers as in Fig. 1 below. Creativity largely is influenced by idea time, risk taking, challenge, playfulness and freedom for members to act autonomously. Innovation is influenced by self-confidence, organizational structures and processes that enable ideas to become innovation (Yusuf 2009). This report aims to discuss some of core threats to creative thinking and how structured techniques can help overcome it by applying the relevant theories.
Furthermore, reflections on group experiences in a creative session will inform this analysis. Finally a clear conclusion on this discussion followed by practical recommendation will sum it up. Analysis of Cognitive blocks to Creative ThinkingCreative thinking is conscious process which differentiates it from ordinary thinking. There are influencing factors as mentioned above for an environment to become creative. However, critical cognitive barriers derail critical reasoning, problem cognition and solving. According to Chen (2008) ccognitive dissonance primarily relates to exposure to information and experiences which conflict with what is already known.
The assumption holds that human minds are not rational of flexible when evaluating uncomfortable information and questioning their own beliefs. This causes the dismissal and alteration of conflicting information. The person or group ends up justifying things or blocking them out through denial and avoidance. An organization becomes devoid of curiosity of looking for the details of things. The dominant perspective makes the rationalizations when dealing with conflicting information. Since it is a necessary, natural function in every person, failure to be aware of it may lead to inhibition of the truth and objectivity quest. In an organizational set up, this is continued by refusal of management to alter the existing structure.
Structures impose control that impedes free thought for creative work. Leadership based on task and control negatively impact on a creative and innovative environment. Controlling management style discourages intrinsic motivation for curiosity and exploration. Most members in such contexts fell victimized and looked in killing signs of creativity. This is because, the structure is the basis that defines what is important, possible and true for an organization.
It then becomes difficult to maintain vigilance and open-mindedness to creativity. As Smith (2008) discusses, another mode of cognitive block involves unawareness of resistance in making behavioral changes. Resistance to creativity is manifested through the belief that there is no right to change, as the past trials have failed. This attitude cut the ability to think of possibilities and among organizational workers; it may prevent them from finding out if the leaders are willing to their grievances.
This robs the right of making things right. The assumption that being assertive toward creativity might upset others hinders it. This ends up keeping dissatisfaction to oneself in order to avoid questioning the authority. The members remain quite in the face of a problem. In another mode, the belief that there is no need to spell out ones though, assuming that it is already known fails creative thinking. Members need to remember that it is impossible for someone to read their minds. If the thought is not articulated, the management cannot anticipate it and be sympathetic to such struggles.