post responses

Read a selection of your colleagues' postings. Make sure to find posts where the organization presented was different in size (large vs. small) or where your colleague assessed the organization from a different organizational level (e.g., top level vs. middle level management). Compare your colleagues' experiences and assessments with your own, giving careful thought to how these dimensions might have impacted the results.

Respond to two or more of your colleagues in one or more of the following ways:

• Compare the results of your colleague's assessment with your own. What factors were ranked differently and what factors seemed to impact the climate of creativity the most. Explain why.
• Based upon specific details in a colleague's assessment, explain any additional insights about the influence of the size of the organization and/or the level within the organization from which the assessment was made. For example, how might the assessment change or differ if one is on the frontline versus upper management.
• Analyze the importance of leading from all levels of the organization in fostering a creative climate.

POST1

Summary of my organization’s assessment

I discovered that my company excel at a few creative practices such as freedom to exchange information or suggest new ideas. We have a playful and relaxed environment; this playful atmosphere is the perfect space to think creatively and propose new ideas. Making everyone feel comfortable is certainly something my firm has mastered; there is beer in the employee break room, and mostly everyone swears openly (I had to adapt to this type of casualness). To promote creativity at work, dimensions like debates, taking risks, and idea time (every Wednesday during sales meeting) are encouraged.

On the contrary, I’ve noticed some areas that lack creativity and could use some work. I’ve learned from the assessment that I’m not being challenged at work. It specifically said, “While you don’t lack interest in your job, it doesn’t seem to energize or excite you” (Laureate Education, 2012). This statement is true; most days I find myself asking for more to do or looking for ways to improve tasks I’ve already completed. I feel I could be more creative at work if I were more involved in the day-to-day functions.

Next area we are deficient in when it comes to creative practices is “idea support.” As I mentioned above, I feel free to suggest ideas but having someone to support those ideas and help bring them to fruition is another story.

Trusting one another does not exist in my organization. I guess because real estate, in general, is a cutthroat industry. The people here feel you must “get the sale at all costs.” This type of belief system has resulted in a lot of backstabbing which has eliminated the trust amongst employees.

The lack of trust has led to increased negative conflict as well. One thing the assessment stated was, “This (negative conflict) may take the shape of animosity between coworkers and perhaps open hostility. You may have observed office gossip and even plots to sabotage the success of others. It is difficult to feel secure in such an atmosphere and even more difficult to generate creative ideas” (Laureate Education, 2012). This statement is highly accurate, and I have witnessed these types of interactions amongst my co-workers. I sometimes refrain from sharing my creative ideas because of all the backstabbing and hatred that is floating around the office.

Lastly, the low dynamism and liveliness of the organization are hindering our creativity as well. I feel our company is “too slow to change and is overall an uneventful atmosphere” (Laureate Education, 2012). There are very few new projects or changes in my day to day work life, and I feel under-stimulated. I am ready to take on bigger challenges and work at a challenging, faster pace.

Ranking of Dimensions

The highest ranking dimension at my job is “playfulness & humor.” Everyone is always making jokes, and no one takes anything too seriously (even the things they should). Sometimes the jokes are at others expense, but I will say this is a skilled dimension for us. I can 100% say my work environment is relaxed and filled with tons of laughter.

The lowest ranking dimension is trust. There is an undeniable atmosphere of suspicion, where instead of trusting each other, my colleagues think that others might steal their best ideas (ideas from the weekly sales meeting). “Reestablishing trust and a safe atmosphere in the workplace is certainly a difficult task” (Laureate Education, 2012).

The ranking of these dimensions portrays my organizational climate for creativity as “developing.” We have a few practices that support creativity, but we also have too many that smothers the creative process. The summary and suggestions provided by the assessment are supported by my observations. As I read through the summary, I could instantly visualize a scenario from work that matched the behaviors listed in each dimension. I am thankful for the suggestions on how to fix weak scoring areas. For example, one proposal for handling negative conflict was, “Consider doing your best to not engage in any personal conflict with coworkers and focus instead on ways to improve your projects and processes” (Laureate Education, 2012).

Creative Climate Factors

Some of the factors that contribute to the creative environment as a team are organizational citizenship, performance management, effective communication, involving everyone, providing feedback, and conflict management. My team would not be able to functions without those factors.

My company's creative climate is influenced by individuals ability to generate and provide new ideas, encourages the group to take action, and build on the ideas of others. As well as being practical, being the driving force that pushes towards accomplishing objectives, and being supportive of group members (i.e. sympathetic, considerate; pull out the best in others). Also, when promoting a creative climate individuals must be willing to consult with others, judge performances then offer solutions, focus on quality control, and be a detail-oriented type of person. People that possess these kinds of characteristics in my profession are often the most successful ones.

If these factors are not exhibited creativity will be affected in a negative way. For example, a team without effective communication will not be able to exchange different thoughts or ideas which will weaken the flow of creativity. Top executives, middle managers, and associates all have the responsibility of promoting creativity as a unit and as individuals. Participation from all levels of the organization is required to create an atmosphere that sparks innovative ideas.

POST2

I work in a large organization which, in turn, is a part of a corporation with another dozen of organizations more or less the same size. I am a first level manager, and the department I work in belongs to Finance department f the organization, which is a support service to the main services the organization provides. I have to explain in advance that I work in a non-for-profit organization, and it's notably managed in a very different manner from the regular businesses of this size. My immediate manager is a very autocratic leader; even though from time to time we have staff meetings with special time to suggestions, not a single one of them has been ever taken into consideration. Higher level management is also very conservative and seems to be afraid of any initiative except for fulfilling directives from their own bosses. 

Test results were more or less predictable. Creativity is not appreciated, ideas not supported and there is no freedom in discussing them. Of course, every employee has his own right to small creativity in the way of solving his everyday tasks and duties, but that's the limit. The test shows that the challenge and involvement are low, and that's being transmitted from the higher levels of management to the lower ones. Similar situation is with freedom - this term is useless in the current situation. Idea support in non-existent. Same with trust and openness. Nobody wants to take any risks, especially when initiative is punished. 

As we just saw, management in my organization does not appreciate initiative and does not stimulate creativity.  On the other hand, everything that come from employees - the atmosphere in the department, level of conflict, jokes and laughter - all this makes my department a pleasurable place to work in. This keeps creativity alive, even at the lowest level. And this gives hope that as soon as the old management changes, the creativity will flourish again and  will turn this entire department into  a different work place.