Description
Book SynopsisThis book explores the relationship between the management of creativity and creative approaches to management. * Challenges the stereotypical opposition between 'creatives' and 'suits'. * Draws on the work of management theorists such as Mintzberg and Porter and creativity theorists such as Amabile and Boden.
Trade Review"This important book demonstrates exactly why a full understanding of creativity really matters – not only in the context of developing more vibrant and personally satisfying areas of economic activity, but even more importantly, in its ability to help us develop a better understanding of the value of creative individuals in the 21st century"
from the foreword by Lord Puttnam "This is an exceptional book in three respects. Firstly, it is a book about management that truly appreciates the creative process. Secondly, it is a book about creativity that understands and seeks to engage with practical business realities. And, finally, Management and Creativity actually proves its own thesis: that the best thinking occurs when the worlds of “creativity” and “business” intersect." Stephen Cummings, Victoria University of Wellington
"The book will appeal to a broad audience of creatives, policy-markers and students looking for an alterantice, sounder framework for understanding how to nurture creativity in the workplace." Management Today
Table of ContentsForeword.
Acknowledgements.
Introduction: Creativity and the Creative Industries.
1. Defining Creativity.
A Tale of Two Corridors.
What Is Creativity?.
What Creativity Is Not.
Case Study: A Vision in a Dream?.
Mapping the Great Divide: From Education to the Workplace.
The Mythology of Genius.
Case Study: The Genius and the Water-carrier.
False Profits: The Creative Industries.
2. From Individuals to Processes: Creative Teams and Innovation.
From Individuals to Teams.
Innovation and Teams.
Beyond Specialization: Creative Work in the Creative Industries.
Playing Many Parts: Creative Roles in the Creative Industries.
Case Study: Repositioning Creativity in Advertising.
Growing the Creative Team: Familiarization or Specialization?.
Managing the Creative Team.
Creative Tension and the Need for Trust.
Creative Teams Need Uncreative People.
3. Creative Systems: Implications for Management and Policy in the Creative Industries.
The Cultural Geography of the Creative Industries.
The Strength of Weak Ties.
Case Study: Theatre as a Creative System.
Implications for Management.
Managing Creative Systems by ‘Brokering’ Knowledge.
Implications for Policy.
Systems and Sustainability.
4. Managing Creative Work through Release and Control: The Myth of the Self-motivated Creative Worker.
The World Turned Upside Down.
Case Study: Changing Management Styles at the BBC.
Whistle While You Work: Changing Theories of Employee Motivation.
Out of Control: The Myth of the Self-motivated Creative Worker.
The Isolation of Creative Work.
Bounded Creativity: Creativity through Control and Constraint.
Case Study: Musician for Hire -- Boundaries for Musical Composition.
False Freedom: The New Management Style in Practice.
Case Study: Management in the Movies -- Wise Children and Men in Suits.
Beginnings and Endings.
The Rules of the Game.
5. Seeing the Pattern: Strategy, Leadership and Adhocracy.
The Strategy Wars: Orientation versus Animation.
Strategy and Creativity.
Strategy in an Open System.
Case Study: Emergent Patterns in Film Marketing.
Strategy as Continuity in Change.
Case Study: Are You Paying Attention? Jazz, Improvisation and Creative Listening in Strategy Formation.
Strategy and Posthocracy: Being Decisive.
Strategy as Process.
6. Business Development and Organizational Change.
What Is Organizational Change?.
The Change Cycle.
Incremental Change.
Case Study: Creativity and Change at Marks and Spencer.
The Aesthetics of Organizational Change: Organizational Integrity.
Aligning Individual and Collective Change.
Evolutionary Change.
Creativity and Change.
7. From Creative Marketing to Creative Consumption.
Symbolic Goods.
Postmodern Marketing.
Case Study: Arts Marketing -- From Products to Experiences.
From Segments to Sub-cultures: Bringing the Audience Back in.
The New Value Chain.
Case Study: In Search of Oldton.
Towards the Social Product.
Letting Go.
The Aesthetics of Marketing.
8. The Politics of Creativity.
Promoting the Creative Economy.
Case Study: Creative New Zealand -- The Branding of Creativity.
From ‘Cultural’ to ‘Creative’ Industries.
Creative Industries and Cultural Policy: Assumptions and Models.
The Politics of Management.
Creativity Is Difficult.
Bibliography.
Index.
