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.
- Draws on the practical experience of individuals working in the creative industries.
- Looks at the place of creative organisations and creative business management in a new creative economy, based on ideas, images and information.
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 viii
Acknowledgements xi
Introduction: Creativity and the Creative Industries xiii
1 Defining Creativity 1
A Tale of Two Corridors 1
What Is Creativity? 2
What Creativity Is Not 7
Case Study: A Vision in a Dream? 10
Mapping the Great Divide: From Education to the Workplace 12
The Mythology of Genius 14
Case Study: The Genius and the Water-carrier 18
False Profits: The Creative Industries 19
2 From Individuals to Processes: Creative Teams and Innovation 23
From Individuals to Teams 23
Innovation and Teams 24
Beyond Specialization: Creative Work in the Creative Industries 26
Playing Many Parts: Creative Roles in the Creative Industries 28
Case Study: Repositioning Creativity in Advertising 30
Growing the Creative Team: Familiarization or Specialization? 33
Managing the Creative Team 34
Creative Tension and the Need for Trust 39
Creative Teams Need Uncreative People 42
3 Creative Systems: Implications for Management and Policy in the Creative Industries 45
The Cultural Geography of the Creative Industries 46
The Strength of Weak Ties 47
Case Study: Theatre as a Creative System 50
Implications for Management 52
Managing Creative Systems by ‘Brokering’ Knowledge 56
Implications for Policy 59
Systems and Sustainability 62
4 Managing Creative Work through Release and Control: The Myth of the Self-motivated Creative Worker 66
The World Turned Upside Down 66
Case Study: Changing Management Styles at the BBC 67
Whistle While You Work: Changing Theories of Employee Motivation 70
Out of Control: The Myth of the Self-motivated Creative Worker 72
The Isolation of Creative Work 74
Bounded Creativity: Creativity through Control and Constraint 76
Case Study: Musician for Hire – Boundaries for Musical Composition 78
False Freedom: The New Management Style in Practice 80
Case Study: Management in the Movies – Wise Children and Men in Suits 81
Beginnings and Endings 85
The Rules of the Game 87
5 Seeing the Pattern: Strategy, Leadership and Adhocracy 91
The Strategy Wars: Orientation versus Animation 91
Strategy and Creativity 92
Strategy in an Open System 96
Case Study: Emergent Patterns in Film Marketing 97
Strategy as Continuity in Change 102
Case Study: Are You Paying Attention? Jazz, Improvisation and Creative Listening in Strategy Formation 106
Strategy and Posthocracy: Being Decisive 108
Strategy as Process 111
6 Business Development and Organizational Change 116
What Is Organizational Change? 116
The Change Cycle 118
Incremental Change 121
Case Study: Creativity and Change at Marks and Spencer 122
The Aesthetics of Organizational Change: Organizational Integrity 126
Aligning Individual and Collective Change 129
Evolutionary Change 132
Creativity and Change 135
7 From Creative Marketing to Creative Consumption 138
Symbolic Goods 138
Postmodern Marketing 139
Case Study: Arts Marketing – From Products to Experiences 142
From Segments to Sub-cultures: Bringing the Audience Back in 145
The New Value Chain 147
Case Study: In Search of Oldton 149
Towards the Social Product 151
Letting Go 153
The Aesthetics of Marketing 155
8 The Politics of Creativity 159
Promoting the Creative Economy 159
Case Study: Creative New Zealand – The Branding of Creativity 163
From ‘Cultural’ to ‘Creative’ Industries 164
Creative Industries and Cultural Policy: Assumptions and Models 166
The Politics of Management 171
Creativity Is Difficult 172
Bibliography 176
Index 186
