CREATIVITY IN ORGANIZATIONS

A CASE STUDY OF HILTI AB

Karlstad Business SchoolHandelshögskolan vid Karlstads Universitet

TITLE OF THE WORK:

Creativity in Organizations: A Case Study of HILTI AB

Prepared by:

Catharina Bangshöj

Julia Carlsson

Hafez Shurrab

TABLE OF CONTENTS

TABLES OF FIGURES.............................................................................................................II

INTRODUCTION..................................................................................................................- 1 -

BACKGROUND....................................................................................................................- 1 -

METHODOLOGY.................................................................................................................- 3 -

THEORY................................................................................................................................- 4 -

ANALYSIS............................................................................................................................- 7 -

DISCUSSION......................................................................................................................- 10 -

CONCLUSIONS..................................................................................................................- 12 -

REFERENCES.....................................................................................................................- 13 -

APPENDIX 1A....................................................................................................................- 14 -

APPENDIX 1B....................................................................................................................- 15 -

APPENDIX 2.......................................................................................................................- 16 -

APPENDIX 3.......................................................................................................................- 20 -

APPENDIX 4.......................................................................................................................- 21 -

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TABLES OF FIGURES

Figure 1: Organogram over the HILTI organization..............................................................- 2 -

Figure 2: The HILTI business model.....................................................................................- 3 -

II

1. INTRODUCTION

The challenges of today’s business make it difficult for organizations to only

consider stability and efficiency as main concerns. The environment of businesses is

changing in a high pace. Moreover, the internal complexity of the organizations should

be able to match the environmental changes. Matching such changes and complexity

requires creativity to be integrated as dominant aspect in businesses and workplaces.

Historically, many scientists have identified creativity. Parkhurst (1999) defines

creativity as displayed quality or ability to introduce novel or original solutions to

unsolved problems. That could also be seen as the ability to develop novel and original

products. Therefore, organizations have that kind of inbuilt abilities are said to be

creative. However, creativity is still cognitive term. Thus, evaluating creativeness is not

easygoing to get through, and its results cannot be taken for granted.

Questions posed in this report opens discussion about organizations creativeness

such as what may characterize creative organizations, what aspects of work

environment may facilitate for their employees to be creative, and what links there can

be between control and creativeness within organizations? To reflect relevant answers

from the real world, HILTI Svenska AB is considered in this report as case study for

such discussion.

2. BACKGROUND

Martin Hilti and his brother Eugen established HILTI in 1941 in Liechtenstein,

when World War II was still raging. Starting out by serving the textile industry in

Switzerland and the automotive industry in Germany, the brothers’ mechanical

workshop started out with merely five employees and had grown to one hundred by

1945. In 1952 they started their foreign sales expansion and today the HILTI

organization is spread across the world, from South Africa to Sweden and the United

States to China. HILTI’s own product line was initiated with a powder-actuated product

line and now ranges from equipment used in the plumbing to the electrical industry.

Since 1980 HILTI is a privately owned company with the HILTI Trust as safeguard to

secure the corporation’s existence in the long run.

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With the trust fund as a base for the corporation, HILTI is a company that builds

from the bottom up, see figure 1. The board of directors is led by Swiss Dr. Pius

Baschera and the head of executive board is Swedish CEO Bo Risberg. Building on the

top management, or bottom management in this case, are the key departments that

enables a sales basis for the market organizations who delivers the value of HILTI to

the customers.

Figure 1: Organogram over the HILTI organization. (Appendix 2)

Four terms state how the value is to be delivered to the customer: integrity,

courage, teamwork and commitment. HILTI Corporation strives to identify the key

aspects of success for their customers, and deliver value-adding solutions to the

construction business through their products and services. Their business model (see

figure 2) invokes involvement of customers, employees, suppliers and partners to

achieve the overall goals set for the corporation; for their business to be sustainable and

profitable.

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Figure 2: The HILTI business model. (Appendix 2)

Stating their visions for 2015, HILTI strategies build on what could be compared to

a four-legged stool. Social responsibility both within the company and externally being

one of them, HILTI Svenska AB includes in their strategy to consider the environment

and take care of the interest of their employees by primarily recruiting for top positions

from within the organization. They strive to gain grounds within new business area,

enhancing the loyalty of their customers and increase their growth rate.

Since HILTI answered yes to all questions presented a above they were an

interesting candidate to build a case about creativity on. Recently HILTI Svenska also

caught a second place in an evaluation performed by the organization Great Place to

Work, hence being the second best place to work in Sweden. This adds to the emerging

interest in evaluating if HILTI Svenska AB can be considered a creative organization

based on theories presented in the following section.

3. METHODOLOGY

Information about the theories was collected from books, scientific articles and the

course literature Entrepreneurship and Small Business. The scientific articles were

found in the databases Emerald and Business Source Premier through the search words:

creativity, leadership, control, industries and limitations. One of the books were found

at the database Emerald, through the search words: creativity and learning organization.

The other book is Images of Organization.

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Which organization to choose for this report was decided by posing the following

questions to an employee and manager over email (Appendix 1a):

1. Is creativity and new ideas encouraged at the company?

2. Is it accepted to take initiative with an uncertain outcome?

3. Is it allowed to fail?

4. Does employees experience the working environment as vivant and eventful?

5. Is there room left for humor and laughter?

6. Is the boss responsive and does a dialog occur?

7. Is there room to develop and think about new ideas?

8. Is it possible for everyone within the organization to be heard and affect how

the corporation is led and developed?

9. Is an encouraging language used?

10. Is cooperation encouraged?

By using these questions a first and simple evaluation regarding whether a

company could be considered creative or not was made. At HILTI an account manager

and an area sales manager were questioned and they answered yes to all exclusively

(Appendix 1b). Further information for empirical data was collected through a meeting

interview with the area sales manager over the phone (see Appendix 4). After the

information was collected it was put together and summarized in this report. The

theories were then invoked when analyzing the case HILTI.

4. THEORY

To investigate the creativity of organizations, the characteristics of the flow of

routines and activities within these organizations are compared to the creative process

milestones. Creative processes may share similar phases that include generating

knowledge and awareness, incubation process, generating ideas, and evaluation and

implementation. Generating knowledge and awareness are basically built upon many

sources. In organizations, sources may be categorized into internal and external

sources. Internal sources may include research and development, engineering,

purchasing, production, marketing and sales, and reading, while external sources could

be distribution and agents, competitors, suppliers, customers, universities, consultants,

exhibitions, and networks. Creativity process can take much time unless individuals

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mull over the ideas in the back of their heads. Thus, incubation process could be seen as

phase where individuals within the organization play a significant role in presenting

starting points for idea generation. To be creative, organizations have to adopt ways to

generate and bring in ideas. There are several common ways of idea generation and that

may include brainstorming, analogy, attribute analysis, and gap analysis. Organizations

should have the ability to evaluate generated ideas. Some ideas could be more

promising than others, and that is approached during a convergent stage of the

evaluation process. Many discussion and analysis sessions need to be conducted and a

return to idea generation is sometimes required (de Bono, 1995).

Creative process may require playing different roles. That may include acting as

explorers, artists, judges, and warriors. Explorers are generally meant by generating

ideas, broadening perspectives, sifting through information, being curious, following

unexpected leads, constantly writing things downs. Artists try to turn resources and

information into new meaningful ideas by imagining, adapting, linking, reversing,

discarding, parodying and evaluating. Judges assess and evaluate the effectiveness of

concept and incorporating ideas through getting exposed to assumptions, timing and

probabilities. By being courageous, bold, and persistent, warriors achieve

organizational acceptance and implementation of ideas. The try to accommodate plans,

assign resources and motivate stakeholders to translate creative ideas into effective and

efficient reality (Burns, 2010).

Interchangeably, corresponding learning styles to the four sequential roles in the

creative process have been proposed by Kolb model (1984), where explorers are

represented as divergers, artists are represented as assimilators, judges are represented

as convergers, and warriors are represented as accommodators. Therefore, there is

cohesive relationship between learning and creativity. Thus, learning organizations

have rich atmosphere and high potentials for creativity (White, 1994).

To achieve an open and learning culture in an organization the leadership need to

involve their employees in the developing process. This can be hard for managers that

want to have control over every single decision within an organization according to

Morgan (2006). It is more stimulating for an organization if the learning process

include a double loop, which includes a step in the learning process that evaluate if

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operations that might be used are relevant and appropriate for the specific task. This can

be compared with learning processes that consists of just a single loop. Problems will

be evaluated and solved within an organization that use single loop learning but the

organization do not evaluate if the methods used to solve the problem actually are the

most effective one and there is a risk they do not apply the best solution to the problem.

To create an environment within an organization that is open and stimulating for

changes and new ideas the goals and visions should not be too specific but more

consists of restrictions for things that should be avoid rather that what the organization

actually want to achieve. If the main focus is on what should be achieved there are a

risk that other parts of the organization neglects and the result of the achieved goal is

not what was asked for from the beginning (Morgan 2006).

There are different sources of control, both formal and informal. Formal control

includes results while informal control are more focused on the social aspects within an

organization. In a study written by Busco et al. (2012) the connections between control

and creativity within a fashion company is evaluated. In that company the control had

become a condition for creativity. In the beginning of every new project, the

organization has a meeting to set up structures for the employees and how they should

work with the new task. An important aspect for this though is that the restrictions

should be as few as possible so the employees still get the possibility to be free in their

creation. The control can include information as what to do, when to do it and the

budget for the project, the employee are then free to form how to attack the project. The

leader has control over the entire organization and is the one that comes with inputs and

restraints whenever needed (Busco et al. 2012).

The employees of any organization have certain perception of the organizational

environment. They may perceive leaders’ motivating actions as core intentions the

organization strives for, while they are in reality mere motivating actions. Therefore,

there is a positive relationship between leaders’ motivating actions and employees’

perceptions of such actions (Eisenberger et al., 2001).

There are some connections between how leaders behave and the creativity of

subordinates. The leaders play very significant roles in facilitating creative performance

by providing subordinates with useful resources and references, positive feedbacks and

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reflections, and more significantly revolutionary ideas. That encourage them to get out

of the box and share their ideas whatever they could be (Mumford et al., 2002).

The enthusiasm, interest and energy given to creativity have positive impact on

creative performance of the surrounding environment. That could also be reflected from

the case of leaders and subordinates, where enthusiastic leaders for creativity seem to

be closer than others to enhance the creative performance of their subordinates

(Amabile, 1983, 1988).

Some social attitudes seem to be positive for creativity including self-confidence

and being ready and highly prepared for change. The increase in these two factors

entails thriving in other factors such as employee relationships (Schyns, 2007).

Some scientists studied the relationship between leaders and subordinates. A

positive correlation has been detected between the quality of leader–subordinate

relationship and the creative and innovative behavior of subordinates. Another positive

correlation could be drawn on some cases of leaders-and-subordinates relationships in

which mutual trust and respect are dominant. Such relationships are more likely to

produce higher levels of innovation and creativity (Scott & Bruce, 1994).

5. ANALYSIS

HILTI Svenska AB only consists of sales units and warehouses with their

headquarter placed in Malmö. There is approximately 260 employees all across Sweden

and the organizations are divided into three areas; southern, middle and northern

Sweden.

HILTI has since the financial crisis in 2008 that struck the construction business

very hard, increased the level of turnover steadily over the three following years and

reached the same level as previous to the crisis, see Appendix 3. From previously

having had a high cash liquidity, the lower numbers and higher numbers of employees

may indicate that new investments are being made and that HILTI are strengthening

their position on the market once again.

According to Nilsson , area sales manager of the middle region, HILTI eliminates

uncertainty and fulfills their strategy stating their overall goals very clearly throughout

the organization. A way of enhancing clarity in their goal statements is to divide them

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into global and individual goals. HILTI is a process controlled organization and clarity

is also communicated through the implemented processes employees follow. These

processes have been carefully worked through and developed over the years, having

resulted in them being very well functioning. The processes facilitate the routines for

employees, and as a result, further development poses a challenge and it is easy to

become comfortable. For some individuals it is the preferred way of going about

working routines but it inhibits development. However, HILTI aims to provide

satisfactory conditions for their employees to encourage entrepreneurship and

individual development. Key in this the motivation that is communicated through the

leadership, hence, if a leader is able to transfer motivating actions into being interpreted

as core actions, this may lead to a positive outcome that enhances the message

communicated (Eisenberger et al., 2001).

Nilsson considers himself having the opportunity to control the work of the

employees both through statistical tools and dictating the working routines. Key

numbers to look at are collected through reports in Customer Relationship Management

(CRM) software. He does however avoid as much as possible to intrude on the working

routines, giving employees as much freedom and own responsibility as possible. The

statistical tools are used to ensure that standard sales goals are achieved, such as sales

numbers, location of an employee, and number of visits during a day. As mentioned in

the theory by Busco et al. (2012) the leader should give as little restrictions for the work

tasks as possible so the employee have a high possibility to form in what way it prefer

to work and in that way also come up with suggestions to develop the organization. Just

as in the case with the fashion company HILTI have limited constraints within their

work descriptions. The leader Daniel Nilsson has both formal and informal control over

the organization. With formal control like the statistical tools he can control the

organization so it does not fail in their purpose to be financially profitable. With a

security that the employees are making as many numbers of visits a day as necessary

HILTI can then focus on other sub goals in the organization.

Regarding the level of formality at the workplace, employees have a lot of own

responsibility and are free to plan their days as they wish. That is very significant from

creativity point of view (Schyns, 2007). However, this does not include deciding your

own working hours. Choosing what projects an employee wants to take on is in some

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cases up to the individuals themselves, for larger projects employees are however

assigned to a project and restricts the personal choice.

When it comes to new problems arising within the organization, the level of the

actual newness of the problem varies greatly but is less than often not really a new

problem. Solutions can most of the time be based on previous experience even though

new aspects can be added from external sources. Problems many times arise when

being out on the field, working directly with customers, and are an important source for

further development of the organization. According to Nilsson it is in the physical

meetings with customers that many ideas for development and improvement are

generated and he stresses the importance of having specific knowledge in the area in

order to pose the right questions. If the problem is stated correctly it is easier to be

creative and look for solutions outside the general frame, perhaps even to other

businesses. These are the two main sources of inspiration stated by Nilsson. Ideas are

however encouraged to emerge from within the organization as well. Even though

specific actions might not occur to catch these ideas, everyone in the organization may

question and generate ideas regarding production and working routines. This is equally

as important as looking outside the business for creative solutions (Amabile, 1983,

1988). In generating ideas within the organization, Nilsson recognizes the importance

of following up on incoming suggestions in order for the initiative to emerge at all.

In the recruiting procedures of new employees, the evaluation of every individual

is not pursued as deep as being able to assess personal traits and the creative traits or

what kind of learning types they are. According to Nilsson, what they consider in the

recruitment process are skills that suits the work that is to be performed and try to

increase the level of females, academics and immigrants. After recruiting they aim to

provide an environment suitable for any personality to improve working conditions and

results, for both the individual and the organization.

Comparing HILTI business with the process of the characteristics creative process

(de Bono, 1995), some similarities could be found. HILTI has opened environment with

relative learning environment and that may represent the stage of generating knowledge

and information in the creative process. Clarifying processes and goals, and pursuing

employee’s motivation and commitment may represent the incubation process. Finally,

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their ability to find solution to involve employees, suppliers and customers could

represent generating, evaluating and implementing stages respectively. It is also worth

mentioning that in HILTI’s sessions of idea generation, several roles are played by a

group of insiders and outsiders. The main aim is to find creative solutions. Distributing

roles to suitable players is in general very significant for the quality of both learning

(White, 1994) and creative performance outcomes (Burns, 2010). Besides, HILTI as

solution seeker relies heavily on being dynamic to react with novel solutions to

introduce to the customers. That could be finely practiced in general if companies

function as learning organizations (Morgan 2006).

6. DISCUSSION

Creative organizations may be different in how they facilitate and present

creativity, but they share similar characteristics. To generate knowledge and

information that may facilitate openness, creative organizations support their

employees by resources of knowledge and information through different ways. They

may subscribe to some of relevant journals, magazines and newspaper that could be

relevant and helpful for employees to be exposed to. They may enable employee to get

accessibility to e-libraries and multimedia stores. The type of resources provided is

related to how they contribute to the industry. For instance, for fashion industry, it

could be helpful for designers to be exposed to fashion magazines and trends. It is also

important for them to be exposed to irrelevant sources of information, as creativity is

essentially related to the novel and unfamiliar ideas. These specific actions would be

necessary to specify and evaluate in order to properly determine whether an

organization is creative or not, something that is lacked in the analysis of HILTI’s

working environment.

Moreover, creative organizations should create creative environment to employees.

That comes firstly by enhancing their commitment to the business. This is one of the

challenges for HILTI since they are a process-controlled company. What could not be

interpreted in the answer collected during the interviews were the specific actions

HILTI takes to elude this issue. However, leaders play very crucial role in getting

employees involved in the vision and values of the organization. When employees are

fairly committed to the organization, their interests to come up with creative ideas

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would be improved. As a result, involvement may get into their minds in sub

consciousness, which is indicated as incubation process. Additionally, the

organizational culture is highly important in the incubation process, since commitment

and encouragement are essentially associated with informal relationships and operating

norms and values. Thoughts similar to “there is no stupid idea” should be explicitly

declared. This aspect is touched upon in the initial questions posed to both employee

and manager, where both parties answered yes to the questions if it is allowed to pursue

initiatives with an uncertain outcome and if it is allowed to fail.

Another characteristic for organizations to be creative is the ability to generate

qualitative ideas instead of quantitative ones. There are various techniques in how to

get closer to realistic creative ideas within relatively short periods of time. That requires

having the ability to evaluate and implement such ideas. Creative ideas are not highly

meaningful until it matches high degree of the organization’s ability to implement

them. As mentioned by Nilsson during the interview, it is important to have specific

knowledge in the relevant area in order to pose the right questions and avoid spending

time on problems that are hardly relevant. This might however also limit the creativity

and result in missing innovative actions for development.

A continuous learning is important for a developing process within an

organization. In some organizations working with their learning process they might be

creative as well since there are a connection between creativity and learning. An

organizational environment that are open and with a high acceptance of mistakes and

own ideas can from that perspective be seen as creative. The leadership style is an

important part of the creation of the organizational environment. With a leader

communicating a high acceptance and few limitations for in what way a specific task

should be done the employee is more involved in the process. With involve the

employees in the processes and give them the ability to be more free to affect in what

way the individual prefer to form their working task. This can be described as if the

control within the organization decentralizing from the leader to the individual. Another

aspect of control that is important is that the organization needs to struggle toward the

same goals. The leader should have the knowledge of every part in the organization

from a general view so s/he have the ability to set up goals that are not too specific and

that can be represented in the same way in the entire organization.

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7. CONCLUSIONS

With the structure of the work and tasks connected with HILTI’s business model

the organization is mainly process oriented and can therefore be considered follow

procedures and function like a machine. It is therefore easy for employees at HILTI to

fall into routines. They do however welcome ideas from all parts of the organization

and actively strive to increase the level of creativity by letting the way of performing

the job is individual and free. It is also realized by the management that ideas are

generated not only from within the company but also from external entities and uses

this to find solutions to problems arising in work situations. So although the work itself

may not leave room for much creativity, they aim to achieve a creative working

environment to aid development of the company. Specific methods would need to be

assessed in order to properly evaluate whether an organization has a creative

environment or not. The financial results have approved since the financial crisis,

further research does however need to be performed in order to link it to the creative

initiatives placed by management.

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8. REFERENCES

Amabile, T.M. (1983) The Social Psychology of Creativity: A Componential

Conceptualization. Journal of Personality and Social Psychology.

Amabile, T.M. (1988). A Model of Creativity and Innovation in Organizations. In

Staw, B.M. and Cummings, L.L. (eds.), Research in Organizational Behavior. JAI

Press, Greenwich.

Burns, P. (2011). Entrepreneurship & Small Business. Palgrave Macmillan, Hampshire.

Busco, C., Frigo, M. L., Giovannoni, E., Maraghini, M. P. (2012). Control vs.

Creativity. Strategic Finance

De Bono, E. (1995). Serious Creativity: Using the Power of Lateral Thinking To Create

New Ideas. London: Harper Collins.

Eisenberger, R., Armeli, S., Rexwinkel, B., Lynch, P.D. and Rhoades, L. (2001).

Reciprocation of Perceived Organizational Support. Journal of Applied Psychology.

Kolb, David (1984). Experiential learning: Experience as the source of learning and

development. Englewood Cliffs, NJ: Prentice-Hall.

Morgan, G. (2006). Images Of Organization. Thousand Oaks, California: Sage

Publications.

Mumford, M.D., Scott, G.M., Gaddis, B. and Strange, J.M. (2002) Leading Creative

People: Orchestrating Expertise and Relationships. Leadership Quarterly.

Parkhurst, H. B. (1999). Confusion, lack of consensus, and the definition of creativity

as a construct. Journal of Creative Behavior.

Schyns, B. (2004). The Influence of Occupational Self-Efficacy on the Relationship of

Leadership Behavior and Preparedness for Occupational Change. Journal of Career

Development.

Scott, S.G. and Bruce, R.A. (1994) Determinants of Innovative Behavior: A Path

Model of Individual Innovation in the Workplace. Academy of Management Journal.

White, M.G. (1994). Creativity and the Learning Culture. Learning Organization.

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APPENDIX 1A

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APPENDIX 1B

Från: Catharina Bangshöj <catharina.bangshoj@reba.se>Datum: 2 april 2013 12:31:50 CESTTill: Mathias Hansen <hansen.mathias@hotmail.com>Ämne: Kreativt ledarskap

1. Uppmuntras kreativitet och nya idéer på arbetsplatsen? JA JA

2. Är det accepterat att ta initiativ som har ovisst resultat? JA JA

3. Är det tillåtet att misslyckas? JA JA

4. Upplevs atmosfären på arbetsplatsen/i arbetsgruppen som levande och händelserik? JA JA

5. Finns det utrymme för humor och skratt? JA JA

6. Lyssnar chefen och sker en dialog? JA JA

7. Finns tid till att tänka ut nya idéer? JA JA

8. Finns möjlighet för alla inom organisationen att göra sig hörda och påverka hur företaget leds och utvecklas? JA JA

9. Används ett uppmuntrande språk? JA JA

10. Uppmuntras samarbetet? JA JA

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APPENDIX 2

Information of the HILTI Corporation

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APPENDIX 3

Financial results of HILTI Svenska AB

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APPENDIX 4

Intervju med Daniel Nilsson, Area Sales Manager HILTI Svenska AB

Endast försäljning i Sverige, ingen produktion?

Ja, lager.

Hur specifika är ni när ni presenterar mål för organisationen?

Tydliga, väldigt tydliga, great place to work, global nivå till individ.

Hur specifika arbetsuppgifter är

Både och, processtyrda, lätt att bara följa processer och inte tänka själv, inte alla

individer tänker själva och utveckling, entreprenörskap, välfungerande processer.

Hur stor inblick har du i varje individs arbete? Har varje anställd stort eget ansvar? Om

ja, när blir du inkopplad?

Både och, statistik, styr dagen helt fritt, misskötsel, var man är, tvingas komma upp

med lösningar individuella, mix av vem som bestämmer vilka uppdrag som ska ta,

säljaren är närmast kunden.

Skulle du säga att ni har ett formellt arbetssätt?

Ingen flextid, rekommendationer, lägga upp dagen som du vill, rapportering styrs via

CRM system inget kontrollsystem, viktigaste är att arbetsuppgifter.

Hur angrips nya problem, hur jobbar ni med problemlösning?

Nytt oftast inte nytt i organisationen, använder tidigare erfarenhet, både och double

singel, ingen.

Jobbar ni aktivt med att generera nya idéer eller jobbar ni med det som följd av att lösa

ett problem?

Försöker jobba aktivt med att generera idéer, inget nytt, jobbar aktivt till at få nya idéer,

viktigt märker att det händer.

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Vad ser du som största källa till inspiration till nya idéer?

1 för att komma på nya idéer, hur frågan ställs är halva lösningen, insatt i branschen för

att ställa rätt frågor, vara ute mycket och träffa kunder och får problem serverade, vet

vilka frågor som kommer upp.

2 titta utanför branschen, väldigt viktigt, inte ser kopplingen initialt.

Tas idéer som rör produktion eller arbetssätt vara på från alla anställda på er enhet och

hur sker kommunikationen kring detta?

Alla.

Ser du några fördelar med att vara ett privatägt företag?

Fördelar mer långsiktigt ägande, kortsiktiga resultat, långsiktig inte samma press, ges

tid att vara kreativ.

Berätta lite mer om vision 2015.

Socialt ansvarstagande, retention rate, primärt rekrytera chefer inifrån, new business

expandera, solcellsenergi, gruvor, lojalitet hos kunder parametrar viktigt,

försäljningstillväxten, bryts ner i regionsmål, smörgåsbord PMP mål, välja olika mål.

Filosofisk fråga: Tror du kontroll hämmar eller främjar kreativitet?

Generellt beror på, hämmar, författare, kontroll och tankar, lösningsverksamhet, ligger

över axeln är inte, viktigt att låta människor växa och ta egna beslut.

Gruppdynamik.

Kvoterar inte på något sätt, letar efter akademiker som kan lära hantverkare mycket,

önskar större spridning, inte strukturerat grupproller, olika människotyper och hur de

ska behandlas för att jobba bäst, anpassa till individen.

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