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Nierenberg, G. I. (1986).  The art of creative thinking.
"Probably the greatest deterrent to creative thinking is in not recognizing that...we have a problem that needs a solution. At the other extreme are the innately creative who recognize problems and enjoy the challenge and possible rewards of solving them. Most of us fall between the two extremes. We recognize the problem but are at a loss to make a creative leap that will bring a solution." (p. 159)
von Oech, R. (1990).  A whack on the side of the head: how you can be more creative.
"If you think you're creative, then you'll put yourself in situations where you can use your creativity, where you can take a few risks and try some new approaches, and where you come up with new ideas." (p. 166)
Bassman, E. S. (1992).  Abuse in the Workplace: Management Remedies and Bottom Line Impact.
"If employees do not trust their boss to support them, if they are continually feeling threatened and in fear of punishment and reprisal, there can be no creativity." (p. 149)
Kohn, A. (1992).  No Contest : The Case Against Competition.
"Creativity is anticonformist at its core; it is nothing if not a process of idiosyncratic thinking and risk-taking. Competition inhibits this process." (p. 130)
Petroski, H. (1994).  To Engineer is Human: The role of failure in successful design.
"There is a familiar image of the writer starting at a blank sheet of paper in his typewriter beside a wastebasket overflowing with crumpled false starts at his story. This image is true figuratively if not literally, and it represents the frustrations of the creative process in engineering as well as in art." (p. 75)
Adams, S. (1996).  The Dilbert Principle: Cubicle's-Eye View of Bosses, Meetings, Management Fads, and Other Workplace Afflictions.
"A company can't do much to stimulate happiness and creativity, but it can do a lot to kill them. The trick for the company is to stay out of the way. When companies try to encourage creativity it's like a bear dancing with an ant. Sooner or later the ant will realize it's a bad idea, although the bear may not." (p. 320)
Whyte, D. (1996).  The Heart Aroused : Poetry and the Preservation of the Soul in Corporate America.
"Our deeper struggles are in effect our greatest spirtual and creative assets and the doors to whatever creativity we might possess." (p. 62)
Syrett, M., & Lammiman J. (2002).  Creativity. Express Exec.
"Many of the most important tasks related to shaping and fostering ideas are not a 'mandated' part of a manager's role. The experimentation and play that is so important to creativity will not occur unless managers match what they say with what they and the organization do to reward and recognize risk taking, whether or not it is successful." (p. 85)
Sternberg, R. J., & Lubart T. I. (2002).  Defying the Crowd: cultivating creativity in a culture of conformity.
"Creative people are those who consciously and purposefully decide to follow their own path. They do it because they want to, not because someone makes them." (p. 237)
Carson, S. (2010).  Can Being Creative Improve Your Health?.
"Highly creative individuals have long noted the salutary effects of creative activity on both physical and mental health. Many types of creative work can relieve stress and enhance positive mood, two major factors in promoting good health."
Cain, S. (2012).  The Rise of the New Groupthink.
"Research strongly suggests that people are more creative when they enjoy privacy and freedom from interruption."

See also: innovation, craft, gifts, play

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Concept Scheme: business culture/management vocabulary

URI: business culture/management vocabulary


  • Concept: creativity
    • preferred: creativity
    • related: innovation
    • related: craft
    • related: gifts
    • related: play
    • closeMatch:
    • keyword-21
    • linked content:
      • sense: creative thinking
      • sense: creativeness
      • sense: creativity
      • creativity
      • in scheme:
      • gloss: the ability to create
      • hyponym of:
      • synset id: 105624700
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