Innovative Practice in

HRM & HRD (SHR015-2)

Main blocks to creativity in
organisations
Contents
1. Executive summary ..................................................................................................... 2

2. Introduction .................................................................................................................. 2

3. Blocks or barriers to creativity ................................................................................... 3

4. Conclusion ................................................................................................................... 5

5. References ................................................................................................................... 5
 1. Executive summary
One of the key element to the success of organization is adaptability. Individuals must
be able to manage at the speed of change and that takes innovation and creativity.
Creativity is defined as a capacity to produce something new with the help of
imaginative skills, it can be a new solution to a problem, a new approach in the
business, or a new way of operations. There are several factors within organization
which blocks creativity. These includes factors such as fear, culture, motivation, lack
of resources and lack of tools, techniques and facilitation. By adopting proper
measures organization can motivate employees into creative thinking. Generic blocks
includes, mental block. In this block the employees are tend to get trapped within their
own thinking. They are locked in a single way of looking at the issue and because of
that they fails to identify other options or ideas. Organization helps employees to
remove this block by arranging healthy discussions and providing a different
environment for thinking. On the other hand employees personal issues also blocks
creativity. Issues at home or issues within organization blocks creative thinking
process. It is sole responsibility of the managers to help employees in overcoming the
obstacles or blocks of creativity. By reducing such factors organization can be
innovative.

2. Introduction
In current business environment, one of the key element to the success of organization
is adaptability. Individuals must be able to manage at the speed of change and that
takes innovation and creativity (Clapham, 2000). Creativity is considered exclusive to
musicians, artist and writers. Nevertheless it is also indispensable to those who plans
marketing initiatives, manage business operations, negotiate deals and motivates
employees. Creativity is defined as a capacity to produce something new with the help
of imaginative skills, it can be a new solution to a problem, a new approach in the
business, or a new way of operations. According to Rickards and Moger (2006)
creativity is defined as the production of useful and new ideas, while innovation is the
effective execution of those ideas.
 3. Blocks or barriers to creativity

There are several factors within organization which blocks creativity. Organizations
are becoming more multicultural, as they hire individuals from various cultures now a
days in developed countries like UK and USA. Culture plays important role in how
person behave at workplace. For example a multicultural workforce comprising of
different nationalities such as Canadian, Indian, Nigerian and Chinese will have impact
on the creativity. As Simon Wong, Loretta Pang (2003) pointed out cultural shyness
or the fear of culture face losing in Chinese culture blocks creativity within
multinational organizations. Other norms as direct confrontation also have impact on
creativity, similarly individuals from cultures with high power distance are less creative
as their cultural norms blocks creativity. Innovative organizations reduces the impact
of national culture over organization culture. Conservatism and authoritarian
management blocks creativity in many organization.

On the other hand it is fear of risk which blocks creativity in organizations. A study
conducted by Muhammad Asad Sadi, Ali H. AlDubaisi (2008) concluded that
employees dont feel confident in proposing new solutions to problems. This is
because either employees are afraid of being rectified, censured, judged or not
accepted in any other way. Such things happens either because of low
encouragement from managers or maybe stemmed from prior negative experience
(Dewett, 2004).

Lawson and Samson (2001) argues that organizations who do not provide formal
channels to propose new ideas causes blockage in creative thinking. Factors such as
lack of collaboration blocks the creative thinking process. For this innovative
organizations develops a collaborative work environment which helps in boosting
creative thinking. Apart from formal channels organizations who misses proper tools
and techniques also blocks creativity. Clapham (2000) found that supervisory issues
such as unclear policies and directions, missing goals and minimum involvement of
the management also blocks creativity. This implies that lack of continued support and
lack of facilitation are two key barriers to creativity. Innovative firms develops a
complete process of creative thinking such as brainstorming and develops a system
to continually support creative thinking. According to Arthur (1990) brainstorming
seeks to influence the creative thinking process with the help of team work within an
environment that is totally free of any criticism. Innovative organization focuses on a
given issue, where employees suggests possible solutions.

The resource based view also suggest that the lack of resources blocks creativity
within organization. According to Adam and McClelland (2000) money and time are
the two major resources which can either inspire or block creativity. A team within
organization with no spare time for work cannot have or cannot think creatively. Within
innovative firms managers understand the key element of time and money resource
to encourage employees in creative thinking.

Some other generic blocks includes, mental block. In this block the employees are
tend to get trapped within their own thinking. They are locked in a single way of looking
at the issue and because of that they fails to identify other options or ideas (Amabile,
1988). Organization helps employees to remove this block by arranging healthy
discussions and providing a different environment for thinking. On the other hand
employees personal issues also blocks creativity. Issues at home or issues within
organization blocks creative thinking process. In this domain there is little control of
innovative organization when it comes to personal issues at home. However
innovative organizations actively monitor any issues within organization that employee
may face (Abele, 1992). On the other hand it is fear of risk which blocks creativity in
organizations. A study conducted by Muhammad Asad Sadi, Ali H. AlDubaisi (2008)
concluded that employees dont feel confident in proposing new solutions to problems.
This is because either employees are afraid of being rectified, censured, judged or not
accepted in any other way. Such things happens either because of low
encouragement from managers or maybe stemmed from prior negative experience
(Dewett, 2004).
 4. Conclusion
There are several factors within organization which blocks creativity. These includes
factors such as fear, culture, motivation, lack of resources and lack of tools, techniques
and facilitation. By adopting proper measures organization can motivate employees
into creative thinking. It is sole responsibility of the managers to help employees in
overcoming the obstacles or blocks of creativity. By reducing such factors organization
can be innovative. As creativity is defined as the production of useful and new ideas,
while innovation is the effective execution of those ideas.

5. References

Abele, A, (1992), Positive vs, negative mood influences on problem solving: A

review, Polish Psychological Bulletin, 23, 187-202
Amabile T. M. 1988. A model of creativity and innovation in organizations.
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Arthur R. Klein, (1990) "Organizational Barriers to Creativity...and How to
Knock Them Down", Journal of Services Marketing, Vol. 4 Issue: 4, pp.69-70,
doi: 10.1108/EUM0000000002526
Chakkeung Simon Wong, WaiLing Loretta Pang, (2003) "Barriers to creativity
in the hotel industry perspectives of managers and supervisors", International
Journal of Contemporary Hospitality Management, Vol. 15 Issue: 1, pp.29-37,
doi: 10.1108/09596110310458963
Clapham, M. (2000), Employee creativity: the role of leadership, The
Academy of Management Executive. Briarcliff Manor, Vol. 14 No. 3, p. 138.
Dewett, T. (2004), Employee creativity and the role of risk, European
Journal of Innovation Management, Vol. 7 No. 4, p. 257.
Lawson, B. and Samson, D. (2001), Developing innovation capabilities in
organization, International Journal of Innovation Management, Vol. 5 No.
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Mc Adam R and McClelland J. (2000). Individual and team based idea
generation within innovation management: organizational and research
agendas, European Journal of InnovationManagement, Vol.5, No.2, pp.86-97.
 Muhammad Asad Sadi, Ali H. AlDubaisi, (2008) "Barriers to organizational
creativity: The marketing executives' perspective in Saudi Arabia", Journal of
Management Development, Vol. 27 Issue: 6, pp.574-599, doi:
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Rickards, T. and Moger, S. (2006), Creative leaders: a decade of
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