Managers inhibit creativity within organisations more often than they cultivate it. Apparantly, they tend to think that creativity can only flourish in a free and somewhat chaotic environment, but that hands-off management creates nothing but extra risk.

1. Underestimation of Employees
Ma n age rs i n h ib it cr ea t i v it y w it h i n o rg an is at io ns mo re of t e n t h an t he y
c u lt iv ate it .
T h i s wa s t h e f i n d i n g o f a n i n v e s t i g a t i o n c a r r i e d o u t b y t h e D u t c h f i n a n c i a l
n e ws p a p e r H e t F i n a n c i e e l e D a g b l a d i n c o n j u n c t i o n wi t h t h e c o n s u l t a n c y f i r m
Trompenaars Hampden-Turner (see Het Financieele Dagblad, 26 August 2008).
This finding stems from the business paradox that states that creativity can only
f l o u r i s h i n a f r e e a n d s o m e wh a t c h a o t i c e n v i r o n m e n t , b u t t h a t h a n d s - o f f
management creates nothing but extra risk. This has led to the misinterpretation
t h a t g i v i n g y o u r e m p l o ye e s m o r e f r e e d o m l e a d s t o f i a s c o . T h e e x a c t o p p o s i t e h a s
b e e n s h o wn t o b e t h e c a s e i n n u m e r o u s e x p e r i m e n t s a n d c a s e s t u d i e s . F o r
example, at the Brazilian company Semco, the director democratised the company
t o s u c h a n e x t e n t t h a t e m p l o y e e s w e r e a l l o we d , wi t h i n r e a s o n , t o d e t e r m i n e t h e i r
o wn s a l a r i e s . T h e r e wa s c o m p l e t e t r a n s p a r e n c y, m u t u a l t r u s t a n d a s e n s e o f
r e a s o n a b l e n e s s , a n d f u r t h e r m o r e , n o e x o r b i t a n t wa g e d e m a n d s we r e m a d e .
The above paradox is used as a reason to tighten control, resulting in employees
b e i n g e m o t i o n a l l y a n d c r e a t i v e l y r e s t r i c t e d . H o we v e r , t h i s i s n o t t h e p r i m a r y c a u s e
of the problem. The real cause is the lack of genuine recognition and empathy
s h o wn t o e m p l o y e e s b y t h e i r m a n a g e r s . T h e r e s u l t o f t h i s i s e m o t i o n a l p o v e r t y
a n d a l a c k o f t r u s t i n m a n y wo r k p l a c e s , wh i c h i s u n n e c e s s a r i l y d a m a g i n g t o
e m p l o ye e s , t o m a n a g e r s , a n d t o D u t c h b u s i n e s s a s a wh o l e . B u s i n e s s e s t h a t d a r e
to take this leap of faith and incorporate more freedom and trust into the
wo r k p l a c e w i l l a r o u s e a s t r o n g f e e l i n g o f r e s p o n s i b i l i t y i n t h e i r e m p l o y e e s . T h i s
wi l l n o t r e s u l t i n c h a o s a n d i n c r e a s e d r i s k , b u t i n a s t r o n g e r , m o r e c r e a t i v e
enterprise. Furthermore, it is surprisingly easy to monitor!
Theo Kroese (theo@kroese-bb.com) is business economist and founder of Kroese
brands & behaviour.
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