Creativity And

Motivation

Lakshay Kataria | 50283

What is Creativity?Creativity is the act of turning new and imaginative ideas into reality. Creativity involves two processes: thinking, then producing. Innovation is the production or implementation of an idea. If you have ideas, but don’t act on them, you are imaginative but not creative.” — Linda Naiman

“Creativity is the process of bringing something new into being…creativity requires passion and commitment. Out of the creative act is born symbols and myths. It brings to our awareness what was previously hidden and points to new life. The experience is one of heightened consciousness-ecstasy.”—Rollo May, The Courage to Create

“A product is creative when it is (a) novel and (b) appropriate. A novel product is original not predictable. The bigger the concept, and the more the product stimulates further work and ideas, the more the product is creative.”—Sternberg & Lubart, Defying the Crowd.

What is Creativity in Business?

Creativity is a crucial part of the innovation equation. Creativity requires whole-brain thinking; right-brain imagination, artistry and intuition, plus left-brain logic and planning.

Creativity is a core competency for leaders and managers and one of the best ways to set your company apart from the competition.

Corporate Creativity is characterised by the ability to perceive the world in new ways, to find hidden patterns, to make connections between seemingly unrelated phenomena, and to generate solutions. Generating fresh solutions to problems, and the ability to create new products, processes or services for a changing market, are part of the intellectual capital that give a company its competitive edge.

Overcoming myths about Creativity

Beliefs that only special, talented people are creative-and you have to be born that way- diminish our confidence in our creative abilities. The notion that geniuses such as Shakespeare, Picasso and Mozart were `gifted’ is a myth, according to a study at Exeter University. Researchers examined outstanding performances in the arts, mathematics and sports, to find out if “the widespread belief that to reach high levels of ability a person must possess an innate potential called talent.”

The study concludes that excellence is determined by opportunities, encouragement, training, motivation, and practice.

“Few showed early signs of promise prior to parental encouragement.” No one reached high levels of achievement in their field without devoting thousands of hours of serious training. Mozart trained for 16 years before he produced an acknowledged master work. Moreover many high performers achieve levels of excellence today that match the capabilities of a Mozart, or a Gold Medallist from the turn of the century.” (The Vancouver Sun, Sept.12/98)

Creativity in Theories

The main proponents of this theory include Freud, Jung, Kris, Rank, Adler, and Hammer; and the general argument is that people become creative in reaction to difficult circumstances or repressed emotions. For example, as Freud maintained, people repress memories of traumatic episodes or events, and the emotions related to these events are released through creative outlets.

The theory also argues the following:

1. People are able to demonstrate creativity when they link the personal unconscious with the collective conscious.

2. Regression precedes creativity.

3. Feelings of inferiority contribute to creativity.

Arguably, however, other theorists maintain that the psychoanalytic theory lacks credence because it fails to take into consideration that people are both biological and social beings.

1. The Psychoanalytical Theory of Creativity

The proponents of this theory include Briggs, Eisenman, Goodwin, Jamison, Richards, and Martindale; and the major tenet is that some type of mental illness is actually necessary in order for people to be creative, even if that illness is exceptionally mild.

Studies have shown that the mental disorders most frequently associated with increased creativity are bipolar and manic-depressive syndromes, where sufferers undergo extreme mood swings that perhaps contribute to enhanced creative expression.

Its interesting to note that many other theorists argue that mental illness actually interferes with and even prevents creativity and while, granted, some highly creative individuals do suffer from some form of mental disorder, the majority of highly creative individuals do not suffer from any form of mental disorder at all.

Creativity in Theories

2. The Mental Illness Theory of Creativity

The main proponent of this theory was the late Hans Eysenck, who argued that highly creative individuals possessed a quality termed "psychoticism", meaning a disposition for psychotic tendencies. Eysenck also maintained that these psychotic tendencies were the foundation for creative personalities, and he developed a word-association test to measure a persons psychoticism, with results correlated to form a continuum, ranging from psychotic through average and from conventional to highly social to altruistic.

Other theorists, however, for example, Rothenburg, disagreed with Eysenck and argued that his theory relied too heavily upon the results of the test he himself developed and, more seriously, that Eysenck had designed the test specifically to support his theory, which invalidated the results.

Creativity in Theories

3. Eysenck's Theory of Psychoticism

The main proponents of this theory are Lapp, Collins, Izzo, Norlander, Gustafson, and Wallas; and its major tenet is that addiction, for example, to drugs and/or alcohol, contributes to and even causes creativity.

This theory, however, is not largely supported by the mainstream research community, but instead by independent researchers, as well as by some creative personalities who themselves suffer from addiction problems. In fact, Lapp, Collins, and Izzo conducted a placebo study with 114 male volunteers, giving half tonic water and half vodka, and found that the amount of alcohol consumed did not increase a persons creativity. (Dacey & Lennon, 1998)

On the other hand, it is interesting to note that the members of the study who simply thought they were intoxicated were the most creative of the entire group; and, in brief, although theorists have found there is often a correlation between addictive behavior and creativity, studies have not supported the argument that addiction either causes or contributes to creativity. (Dacey &Lennon, 1998)

Creativity in Theories

4. The Addiction Theory of Creativity

The main supporters of this theory include Maslow, Rogers, and Fromm, though the theory is based mainly upon Maslow's Hierarchy of Needs, maintains that humans have six basic needs that must be met in order for them to thrive and reach maximum potential.

Peoples lower needs, however, must be met in order for them to progress to the next highest level, and only upon reaching the uppermost level, self-actualization, where needs are related to purpose and identify, are they at last free enough and comfortable enough to express themselves creatively.

The supporters of this theory argue that environment is unimportant because even the most difficult of environments cannot hinder creativity if someone possesses the ability to self-actualize and, thus, obtain the highest level, where he or she can choose to be creative. In other words, people decide for themselves whether or not they will be creative.

It's interesting to note that the humanistic theory is the one theory with which few people find fault, perhaps because it makes perfect sense that a person cannot concentrate upon creative endeavors unless his or her most basic and primal needs have first been met. (Harman & Rheingold, 1994)

Creativity in Theories

5. The Humanistic Theory of Creativity

Barriers to CreativityThe Seven main obstacles to creativity are:

1. Negativity

2. Fear of failure

3. Lack of quality thinking time

4. Over-conformance with rules and regulations

5. Making assumptions

6. Applying too much logic

7. Thinking you are not creative

The Creativity ProcessPreparation

Incubation

Illumination

Evaluation

Implementation

The Creativity ProcessPreparation

Incubation

Illumination

Evaluation

Implementation

Defining MotivationMotivation represents forces acting within a person the causes a person to behave in a specific, goal-directed manner (Slocum and Hellriegel, 2007 p.392).

The arousal, direction, and persistence of behaviour (Daft 2005 p.588).

The willingness to exert high levels of effort to reach organizational goals, conditioned by the effort’s ability to satisfy some individual need (Robbins and Decenzo, 2004 p. 279).

The Motivation Process

Unsatisfied need

Tension DriversSearch behavi

our

Satisfied need

Reduction of the

tension

An unsatisfied need creates tension that stimulates the drive within an individual to generate a search behaviour to fins particular goals, if attained, will satisfy the need and reduce the tension (Robbins and Decenzo, 2004 p.280).

A need is and internal state that makes certain outcomes attractive.

Categories of motivation theories

Motivation

Content Theories Process Theories

Content Theories

Motivation

•Maslow’s hierarchy of needs

•Herzberg’s Two-factor theory

•McClelland’s Acquire needs theory

• Alderfer’s ERG theory

Maslow’s Motivation Theory• Achieving

one’s potential, self-fulfilment, becoming what one is capable of becoming.

Self-actualization

• Th e de s ire fo r a po s i tiv e s e lf- im ag e, to ac hi ev e a tten tio n, re c o gn itio n, an d ap prec ia tion fro m othe rs .

Esteem

• A n eed t o b e accep t ed b y p eer s, fr ien d sh ip , b ein g p ar t of a g rou p .

Social

• A need for safe and secure fro physical and emotional environment, free from threat.

Safety

• Food, drink, shelter, sexual satisfaction, and other bodily requirements.

Physiological

Maslow theory – the explanation

Lower-end needs are the priority needs, which must be satisfied before higher-order need are activated.

Needs are satisfied in sequence.

When a need is satisfied, it declines in importance and the next need becomes dominant.

To motivate an individual one must know where that person is in the hierarchy and focus on satisfying at or above that level.

Implications of Maslow’s theory in the workplace

Not everyone is motivated in the same way.

Motivation and need satisfaction are anticipatory in nature.

Managers must seek to guide and direct employee behaviour to meet the organizational needs and individual needs simultaneously.

Herzberg’s Two-factor Theory

Hygiene FactorsWorking conditions

Pay and securityCompany policies

SupervisorsInterpersonal relationships

MotivatorsAchievementRecognition

ResponsibilityWork itself

Personal growth

Motivation factorsSatisfaction No satisfaction

Hygiene factorsNo dissatisfaction dissatisfaction

Herzberg’s theory - explanation

Hygiene factors involve the presence or absence of job dissatisfiers. When the hygiene factors are present, the individual is not dissatisfied; however when they are absent the individual is dissatisfied. In any case hygiene factors do not motivate.

Motivators are factors that influence satisfaction and consequently motivate the person from within as he or she achieve the higher-level needs of achievement, recognition, and personal growth.

Implication of Herzberg’s theory

Providing the hygiene factors will eliminate employee dissatisfaction but will not motivate workers to high levels of achievement. Recognition, responsibility, and the opportunity to achieve personal growth will promote satisfaction and employee performance.

The benefit of this theory has implications for the effect of company systems and job design (how work is arranged and how much employees control their work) on employee satisfaction and performance.

Maslow and Herzberg compared

Acquired-Needs ModelThe basis of the model is that needs are acquired or learned from the life experiences in the culture in which we live (Lewis et at, 2007 p 381).

The acquire needs model focuses on three important needs in the work environment:

1. Need for achievement (n-ach)

2. Need for power (n-pow)

3. Need for affiliation (n-affil)

Acquired-needs model

n-ach – the drive to excel, to accomplish, and to achieve a standard of excellence.

n-pow – the need to influence and control one’s environment; may involve either personal power or institutional power.

n-affil – the need for friendly and close interpersonal relationships

Implication

Acquired-need model provides managers with the understanding of the underlying needs that motivate people to behave in certain ways. This model does not explain why people choose a particular way of behaviour.

ERG THEORYA theory of human motivation that focuses on three groups of needs that form a hierarchy:• existence needs• relatedness needs• growth needsThe theory suggests that these needs change their position in the hierarchy as circumstances change.

Process theories

•Expectancy theory

•Equity theory

•Goal setting theory

Equity Theory

A process theory that focuses on individuals’ perception of how fairly they are treated relative to others.

A situation that exists when the ratio of one person’s outcome to input equals that of another person.

Input – an individual’s contribution or effort

Output – what an individual receives from his or her contribution or effort

Equity theory explained

According to the theory individuals assign a degree of importance to their input and outcomes. Individuals feel that they are treated fairly when they perceive that their outcomes to inputs are equal to that of others.

Any deviation from this perception leads to a feeling of inequity and demotivation. Such inequity feeling results in various actions the individuals are likely to take.

Equity theory explained

Consequences of inequity:

1. Change in inputs – a person may choose to increase or decrease his or her inputs to the organization

2. Change outcomes – a person may change his or her outcomes to restore equity. An unpaid person may request a salary increase or better working conditions.

3. Distort perceptions – a person may mentally distort the situation to achieve a balance.

4. Leave the job – a person may tender his or her resignation of request a transfer to another department.

Implication of the equity theory

Implication for the equity theory for managers is that employees do evaluate their perceived equity of their rewards compared to others’.

Smart managers should try to ensure that there is fairness in the distribution of rewards to keep employees motivated.

Expectancy theory

Individual effort Performance Outcome

ExpectancyProbability that effort will lead to

desired performance

ExpectancyThe probability

that performance will produce the desired outcome

ValanceThe value

of outcome

E P P O

Expectancy theory is base on a relationship between effort and performance. A great individual effort should lead to high performance, which should result in the desired out. If the outcomes that available from high effort and high performance and are not attractive, the individual motivation will be low.

Goal Setting

• Goal: What an individual is trying to accomplish through his or her behavior and actions.

• Goal Setting Theory: A theory that focuses on identifying the types of goals that are most effective in producing high levels of motivation and performance and why goals have these effects.

• Goal setting can operate to enhance both intrinsic motivation (in the absence of any extrinsic rewards) and extrinsic motivation (when workers are given extrinsic rewards for achieving their goals).

Implication for Managers

Managers need to find out what rewards under their control have the highest value (valence) and link reward to the employees performance.

If effort is low, managers might provide coaching, leadership and training to increase them.

The Boston Beer Company

The Boston Beer Company, which makes Samuel Adams beers and trades under the stock symbol “SAM,” wants its employees to know and love its products. And what better way to do that than to give them away for free?

All 700 employees nationwide get two free cases of a beer of their choosing, every month. And, at headquarters in Boston, monthly “Cake and Beer” parties are held to celebrate the birthdays of employees born that month.

Google

Google offices all over the world are Willy Wonka-esque – everything from a slide in Zurich (pictured left) to a climbing wall in Boulder and an indoor bike lane in the Netherlands.

The idea is to keep people being creative – and collaborative. If an employee has to drive off campus for lunch, they’re not interacting – and innovating – with their co-workers. They also have what’s called “20 Percent Time,” where employees get to spend 20 percent of their time working on a project based on whatever they’re passionate about. That’s where Gmail and Google News both came from.

NIIT

At NIIT, compatibility and competence go hand in hand to strike a unique balance.

'EMPLOYEE' is a taboo word at the Gurgaon-headquarterd learning solutions firm NIIT. All professionals working with the company are referred to as NIITians. Chief Executive Officer Vijay K Thadani feels the company has consciously stayed away from using the terms 'employee' and 'employer' as they create a divide.

MarriotWith a sure-footed ability to grow talent from within, Marriott beats industry attrition.

Marriott follows some endearing human resource practices, like treating even junior associates (the internal term for employees) to a one-night stay in a Marriott hotel on their birthdays, with their families. It makes for a great birthday present and has the added advantage of giving the youngsters a feel of what it's like to be on the other side of the table, as a guest.