Evaluating the Creative Dependency on Employees: A Discussion

This essay evaluates the creative dependency on employees, focusing on creativity, innovation, and design thinking within organizations. It explores the importance of employee creativity, supported by theories like the Componential Theory of Creativity, Wallas' Model, and Maslow’s Hierarchy of Human Needs. The essay discusses the advantages and disadvantages of relying on individual employees for creativity, innovation, and design thinking, highlighting the need for supportive organizational settings. It also examines the role of innovation in maintaining competitiveness, the significance of design thinking in employee-focused processes, and the impact of these elements on organizational success. The conclusion emphasizes the critical role of creativity and design thinking in achieving a competitive edge and the importance of creating a learning-based organization. The essay uses relevant literature to support its arguments, providing a comprehensive analysis of the topic.

Running head: EVALUATING THE CREATIVE DEPENDENCY ON EMPLOYEES
Evaluating the Creative Dependency on Employees
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EVALUATING THE CREATIVE DEPENDENCY ON EMPLOYEES
INTRODUCTION
The purpose behind composing this paper is to basically assess and put forth arguments
on whether successful creativity, innovation and design thinking activities are just reliant on the
work done by individual workers (Amabile 2013). Today an association's development and
survival relies upon its capacity to enhance. Firms which innovate to develop their procedures,
separate their items and additionally change their structure, have often been appeared to beat
their rivals (Amabile 2013). This paper will talk about why it is a great idea to have employees
who are inventive and creative. Creativity has been generally acknowledged as a key element of
development and along these lines, organisations are reliant on the creativity, and the creative
commitment of their employees. Theories such as Componential Theory of Creativity, Wallas'
Model, and Maslow’s Hierarchy of Human Needs will be used to explain in details. This essay
will be divided into three parts in accordance to creativity, design thinking, and innovation which
will further discuss the advantage and disadvantage in respect to the work of individual
employee’s.
DISCUSSION
Creativity
For an idea to be considered as imaginative, it must be helpful, pertinent and novel
simultaneously (Dawson and Andriopoulos 2014). “Creativity is defined as the tendency to
generate or recognize ideas, alternatives, or possibilities that may be useful in solving problems,
communicating with others, and entertaining ourselves and others” (Černe, Jaklič, and Škerlavaj
2013). Beheshtifar and Kamani-Fard (2013) contend that a person's degree of inventiveness is
driven by their knowledge, their imaginative reasoning aptitudes and their degree of motivation.

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I unequivocally opine that the employees will be far more inventive on the off chance that they
are furnished with the sufficient assets to c their work; when their work is mentally challenging;
and when they are given a high level of self-governance and command over their work (Corazza
2016). The Componential Theory Model of Creativity contends that creativity emerges through
the meeting up of four components: three identify with the individual – knowledge, creative
reasoning, and inspiration, and one identifies with the outer environment wherein the individual
works (Beheshtifar and Kamani-Fard 2013). According to my opinion, there are two sorts of
learning which are required for imagination. Firstly, the employees have to fabricate their
specialized ability over some time. This knowledge at that point goes as a strong establishment
from which creativity can develop. Devoid of this knowledge base, people cannot show their
creativity. Secondly, employees should most likely perceive opportunities and pool formerly
unique components in new ways. A parity is required between these components and the only
way to accomplish this parity is by constructing multi-disciplinary groups.
Success brings about confidence, and those lacking it will most likely be unable to
deliver creative thoughts (Corazza 2016). In this manner, it is critical for the supervisor to view
committing errors as an open door for learning and empower reasonable risk taking (Černe,
Jaklič, and Škerlavaj 2013). At long last, there is a self-realization level, which includes pinnacle
encounters understanding all inward potential. Individuals who love their tasks can likewise
wind up creative if they have knowledge and aptitudes in the field and a specific level of
transparency in thinking. Much the same as a coin has different sides, employee creativity has a
negative side as well. Elements like inside political issues, conservatism, and inflexible formal
structures could block creativeness among people. The knack of leading creative associations is
the art of taking care of individuals and the job of leadership in such organizations is to provide

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the individuals with some work – environmental – circumstances under which they can practice
their creativity. Since it is contended that employees' creativity makes a significant commitment
to hierarchical advancement, adequacy, and survival, there prevails a requirement for
organizations to make the hierarchical settings which are more supportive of the generation of
idea and imaginative reasoning.
Innovation
“Innovation can be defined as a process that involves multiple activities to uncover new
ways to do things. It should not be confused with creation since this can be defined as the act of
making, inventing, or producing something” (Doran. Jordan and O’Leary 2013). Wallas'
hypothesis gives an organized way to deal with taking care of an inventive issue. Understanding
this is necessary, particularly when considering the advancement of an innovation arrangement
or procedure in one's firm. The structure ought to to give time and include an assortment of
employees. Innovation is the way of keeping up aggressiveness in this worldwide market
(Hollen, Van Den Bosch and Volberda 2013). The capacity of a firm to grow new merchandise
and ventures, to change its structure into a progressively productive one and to create its
marketing increasingly focused decides its prosperity. According to my opinion, generation of
new ideas and inventiveness are key to innovation, firm proprietors and administrators often
encourage, invigorate, reserve and reward such exercises. Hence, new concepts and imagination
are requirements for innovation, and innovation is extremely necessary in order to survive and
develop in this cutting edge economy, it is significant that associations oversee and build up
these traits. While various subjective examinations and contextual investigations have been led
on the part, less unmistakable factors for example, conceptualizing and multidisciplinary groups
play in an association's advancement execution, there has been a moderately minimal

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quantitative analysis (Clancey 2016). Innovation is certainly not equivalent to creativity.
Innovation includes the making of imaginative thoughts into new items, procedures or services.
Also, organizational assistance and appraisal of new contemplations are fundamental in order to
empower workers' innovativeness. Information sharing is a significant element of innovation,
especially the sharing of new and diverse learning. Most of the organizations face grave
difficulties as far as innovation is concerned. The bit of flexibility that numerous organizations
have in accordance to talented workers and a solid market position is soon going to vanish as
different countries after profoundly increasing investments in research and education, are rising
as proficient products makers as well as new centers of learning and advancement.
Design Thinking
Since creativity and innovation include the creation of first-rate, unique, and exquisite
answers for the perplexing, novel, and not well characterized or ineffectively organized issues, it
then becomes necessary for people to consolidate the existing components of information in new
ways. This calls for design thinking (Mabogunje, Sonalkar, and Leifer 2016). It gives a way to
concentrate on the employee’s individual understanding and to design procedures that are
focused upon the employee. The outcome: new arrangements and devices that straightforwardly
add to worker fulfilment, profitability, and pleasure. If design thinking is to be portrayed simply,
it means concentrating on the individual and their personal experience, not the procedure.
Operating like a designer includes contemplating individuals at work, and creating "personas"
and "profiles" to comprehend worker demographics, workplace, and difficulties (Mabogunje,
Sonalkar, and Leifer 2016). It depends on producing ideas rapidly and testing models that create
further ideas, computerized devices, and solutions. Infosys uses design thinking as it contributes
the most proficient and compelling model to saddle the inventive power and capability of the

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enterprise. The organization applies design thinking procedure and practices to build open doors
to innovate and enhance their employees’ critical thinking abilities.
One crucial thought in design thinking is the utilization of behavioural economics.
Design thinking—or the absence of it—can have a tremendous effect on how organizations are
seen. Different organizations are utilizing design thinking to improve learning intensely. Deckers
Brands, Nestlé, and Qualcomm amongst many others too have utilized design thinking to grow
profoundly instinctive, experiential learning programs (Somech and Drach-Zahayy 2013).
Experiential learning projects start with the individual and the setting of an employee's effort
instead of a model where the moderator is of the core interest. They offer to learn programs that
are substantially more animating and connecting with and lead to higher maintenance of
aptitudes (Somech and Drach-Zahayy 2013). Also, it is rare to find that they rely upon learning
the executives' framework however, I believe that they use new learning equipment to encourage
constant learning. Design thinking is generally defined as “an analytic and creative process that
engages a person in opportunities to experiment, create and prototype models, gather feedback,
and redesign” (Amabile and Pratt 2016). Design thinking has likewise begun to get expanded
consideration in business settings as the structure of items and services is a noteworthy part of
any business organization. In spite of the fact that design thinking has turned into an
indispensable fragment of the design and engineering fields just along with business, so
according to me, it can impact the 21st-century schooling across disciplines since it includes an
inventive deduction in creating answers for issues (Gichohi 2014).
CONCLUSION
Inventiveness and creativity along with design thinking have turned out to be basic to any
association that desires to continue an upper hand in this modern age which has higher progress

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of new information, thoughts and quickened the pace of globalization. It is harmless to state that
making a learning based association which really depends on the level of inventive and creative
attributes will decide the achievement and survival of the organization over the long haul.
Besides, in the wake of leading a proper research, I believe that designing is more than making
items and services; it very well may be connected to frameworks, methodology, conventions, and
client understandings.

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REFERNCE LIST
Amabile, T., 2013. Componential theory of creativity/Teresa M. Amabile. Harvard Business
School: Encyclopedia of Management Theory [Eric H. Kessler, ed.].–Sage Publications.
Amabile, T.M. and Pratt, M.G., 2016. The dynamic componential model of creativity and
innovation in organizations: Making progress, making meaning. Research in Organizational
Behavior, 36, pp.157-183.
Beheshtifar, M. and Kamani-Fard, F.B., 2013. Organizational creativity: A substantial factor to
growth. International journal of academic research in business and social sciences, 3(3), p.98.
Černe, M., Jaklič, M. and Škerlavaj, M., 2013. Authentic leadership, creativity, and innovation:
A multilevel perspective. Leadership, 9(1), pp.63-85.
Clancey, W. J. (2016). Introduction. In W. J. Clancey (Ed.), Creative engineering: Promoting
innovation by thinking differently (pp. 6–53).
Corazza, G. E. (2016). Potential originality and effectiveness: The dynamic definition of
creativity. Creativity Research Journal, 28(3), 258–267.
Dawson, P. and Andriopoulos, C., 2014. Managing change, creativity and innovation. Sage.
Doran, J., Jordan, D. and O'Leary, E., 2013. Effects of R&D spending on Innovation by Irish and
Foreign-owned Businesses.
Gichohi, P.M., 2014. The role of employee engagement in revitalizing creativity and innovation
at the workplace: a survey of selected libraries in Meru County--Kenya. Library Philosophy and
Practice.

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Hollen, R.M., Van Den Bosch, F.A. and Volberda, H.W., 2013. The role of management
innovation in enabling technological process innovation: An inter‐organizational
perspective. European Management Review, 10(1), pp.35-50.
Mabogunje, A., Sonalkar, N., and Leifer, L., 2016. Design thinking: A new foundational science
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