Part I

Scenario I. Informal Breakfast Discussion

The two positive attributes of the workplace environment in this scenario are team building and brainstorming sessions. Each attribute has a direct role in impacting the success of the firm. According to Half (2017), organizations that create a culture of team building enhance creativity as employees share and exchange ideas. Additionally, brainstorming makes employees come up with new ideas when they brainstorm the challenges in the firm. New ideas can help grow brand, services, products, get more customers and investors.

In this scenario, suspending programs that contribute to the welfare of employees and making decisions without consulting or involving employees will kill the innovation culture.  Leaders are not meant to command employees. They are only expected to influence change (Serra, 2009). A decision to suspend brainstorming sessions will attract resistance, considering that this is what they have adapted.

Teamwork and brainstorming meetings increase the ability to think creatively, achieve progress in the career and create a challenging climate for innovation in the workplace only if leaders will remember never to be holding back good ideas, expressed by their employee (Carlson,2013).

Scenario II. E-Mail Exchange

The two positive attributes in this scenario are training and involving employees in the decision-making process. Training programs expose employees to new ideas. The manager does not have to carry the responsibility of innovating. Edinger (2012) explain that good business leaders do not innovate. Instead, they create a culture of innovation by empowering employees.

The main idea to foster the climate for creativity is to get out people from the box. Let employee achieve success and build a robust team environment by offering the right training and let them be a part of a solving problem team, using innovative technology and information sources. This process helps the transparency of information between employees to get through and provide an understanding of the decision based on creative and innovative ideas (McManus,Cangemi,2007).

Lack of funding to empower the human resource department and ignoring the issues affecting employees are the major issues that undermine innovation culture in this scenario. The HR department requires enough funds to plan for the welfare of the firm.

HR department might be one of the cores in the company being responsible for implementing a climate of creativity and foster innovation inside the company. According to Stanley Gryskiewicz “offer many innovative ideas for new company policies, procedures, and training allows for receptivity innovation and help people get out from the box, by getting new experience, and input new creative ideas to work” (Schutte,2002).

That’s why leaders, bosses should create positive work culture, empower employee and encourage them to do creative work and let business grow every day and bring innovation inside and outside the company.

Scenario III. Formal Company Meeting

Involving employees in the decision-making process and recruiting based on skills required are the two attributes of creative culture in this scenario. Firms that empower employees to participate in decisions at the management level face little resistance. Employees will support the decisions of the firm because they know that they engaged in coming up with the solutions to the problem (Amabile&Khaire, 2008).

Poor recruitment and hiring processes are a limitation to an innovative culture. Firms are likely to attract low-skilled employees and spend a lot of resources training them to be skilled (Jouret, 2018). Another element that undermines creativity is poor planning. Lack of strategic plan implies that the employees do not know why the firm exists. They cannot, therefore, find time to participate in creative activities to foster productivity.

Part II: How Negative Attributes Emerged

In the Breakfast discussion scenario, negative attributes emerged in this scenario through the company management prioritizing the welfare of the firm at the expense of employees. Employees are the backbone of the firm. Nothing should interfere with their well-being. The GM wanted to suspend brainstorming activities to allow employees to work extra hard. Brainstorming increases creativity and innovation. Suspension of brainstorming would hurt creativity and innovation.

In the e-mail exchange scenario, the GM saw training programs as expensive, and they do not serve the interests of the firm. He thought that funding training programs are a liability. This decision is a setback to the success of the firm. According to Amabile (2009), training programs equip employees with new skills. Additionally, employees develop confidence in their occupation. Suspending training inhibits creativity and innovation by denying employees a chance to learn new trends in the market.

In the formal company meeting scenario, the operations lead manager was biased against the new program. He thought that recruitment programs would interfere with the traditions of the firm. He did not give employees time to contribute to the meeting. This is a setback to creativity as it kills the morale of workers. They cannot develop new ideas because the organization does not value their contribution.

The primary goals of all companies are to reach financial and strategic independent. Negative attributes will always affect two metrics: financial and environment. Managing a company financial goal system is a never-ending process in which competing and conflicting priorities must be balanced. Systemsbecome unstable because of the changing corporate environment,HR decision, bad influence and no acceptation of new creative ideas. Many managers must understand that financial goals among with a good strategy is a priority but without respect of creative and innovative ideas even top executives of companies working on strategies and dynamic investment can find themselves wondering what goes wrong.

That’s why there are many ingredients that must be changed to stop affect businesses. Policies of the company need to become more as a guide for the companies how to achieve the best strategy and help create groups of experts contribute to corporate business. HR needs to help invest in people’spotential which will pay off in the future(Stawski, Hershey, Jacobs-Lawson,2007). In dynamic organizations a consistency needs to be a priority and managers need to keep an eye on negative attributes which can impact companies in the wrong way. Team meetings, brainstorming and trainings let workers evaluate and build organizational success and achieving a balance between dynamic strategy and financial goals (Tilles,1963).

Part III: Reflection and Recommendations

            Personal initiatives help managers and business leaders create an environment for innovation culture. In the first scenario, the GM should have influential leadership qualities. He should not force people to meet the deadlines but should create an environment for change to take place. This strategy works well in an environment where leaders are flexible and willing to influence others rather than commanding. In the second scenario, it seems the manager does not understand creativity. He should understand creativity before transferring the knowledge and skills to subordinates (Carucci, 2017). The personal initiative in the third scenario is the ability of the leader to strike a balance between commerce and creativity. Creativity has long-term benefits, and it is only the persons that understands its potential benefits that can support it.

Organizational initiatives help managers streamline the operations with the goal of the business. In the first scenario, a proper definition of creativity could have helped alleviate the negative attributes. The advantage of setting a definition of creativity is to provide a guideline for managers. When managers are aware of creative culture, they will not oppose decisions that improve creativity. In the second scenario, the organization could have stipulated the amount that goes to creativity programs. This could happen from the human resource management department.  Managers should not be the ones determining the amount going for creativity and innovation. For the third scenario, the firm could have taken over the responsibility of inviting guest speakers without burdening the managers with the duties. The advantage of the firm controlling such programs is to make sure that there is no confusion in running essential programs.

Personal Initiatives help defined by self-starting organizational development actions, including the practice of search for both future opportunities and problem-solving barriers (Frese, Fay, 2001). They improved the relationship between innovation, process and organizational success. Appropriate environment, no limited support from upper management, improved communication, teamwork, brainstorming meetings and the right training help persuade new ideas and solutions in an organization. Employees who are encouraged to do thingson their own with the right support and nothreateningenvironment develops successful improvements in creative and innovative thinking (Notess,2016).

References

Amabile, T., M. (2006). How to kill creativity. Harvard Business Review.

Amabile, T. &Khaire, M. (2008). Creativity and the role of the leader. Harvard Business Review. Retrieved from https://hbr.org/2008/10/creativity-and-the-role-of-the-leader

Carlson, C. (2013). Brainstorming: Killing creativity? Administrative Professional Today, 39(6),7. Retrieved from https://ezp.waldenulibrary.org/login?url=https://search.ebscohost.com/login.aspx?direct=true&db=eric&AN=EJ571355&site=eds-live&scope=site

Carucci, R. (2017). How to nourish your team’s creativity. Harvard Business Review. Retrieved fromhttps://hbr.org/2017/05/how-to-nourish-your-teams-creativity

Edinger, S. (2012). Don’t innovate. Create a culture of innovation. Forbes. Retrieved from https://www.forbes.com/sites/scottedinger/2012/11/20/dont-innovate-create-a-culture-of-innovation/#2c5e65713aa0

Frese, M. and Fay, D. (2001). Personal initiative: An active performance concept for work in the 21st century. Research in Organizational Behavior, 23:133–187.

Half, R. (2017). Seven ways to create a highly creative work environment. Robert Half. Retrieved from https://www.roberthalf.co.uk/advice/corporate-culture/7-ways-create-highly-creative-work-environment

Jouret, G. (2018). Inside Cisco’s search for the next big idea. Harvard Business Review.

Kalyami, M. (2011). Innovative culture: An intervention strategy for
sustainable growth in changing scenario. International Journal of Business Administration, 2(4). Retrieved fromhttp://www.sciedu.ca/journal/index.php/ijba/article/viewFile/563/271

Tom McManus, & Joseph Cangemi. (2007). Breaking-out-of-the-box in organizations: Structuring a favorable climate for the development of creativity in the workplace. Journal of Management Development, (5), 401. https://doiorg.ezp.waldenulibrary.org/10.1108/02621710710748239

Notess, G. R. (2016). Semantic Scholar. Online Searcher, (2), 9. Retrieved from https://ezp.waldenulibrary.org/login?url=https://search.ebscohost.com/login.aspx?direct=true&db=edsgea&AN=edsgcl.446522546&site=eds-live&scope=site

Schutte KJ. Positive Turbulence: Developing Climates for creativity, innovation, and renewal. Human Resource Planning. 2002;25(1):46. https://ezp.waldenulibrary.org/login?url=https://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=7717841&site=eds-live&scope=site. Accessed February 15, 2019.

Serrat, O. (2009). Harnessing creativity and innovation in the workplace. Asian Development Bank. Retrieved from https://www.adb.org/sites/default/files/publication/27596/harnessing-creativity-and-innovation-workplace.pdf

Stawski, R. S., Hershey, D. A., Jacobs-Lawson, J. M., Stawski, R. S., Hershey, D. A., & Jacobs-Lawson, J. M. (2007). Goal clarity and financial planning activity measures.International Journal of Aging and Human Development, 64(1), 13–32. Retrieved from https://ezp.waldenulibrary.org/login?url=https://search.ebscohost.com/login.aspx?direct=true&db=hpi&AN=HaPI-304483&site=eds-live&scope=site

Tilles, S. (1963). How to evaluate corporate strategy.Harvard Business Review, 41(4), 111. Retrieved from https://ezp.waldenulibrary.org/login?url=https://search.ebscohost.com/login.aspx?direct=true&db=edb&AN=6780039&site=eds-live&scope=site

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