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Manageable creativity

By Chris Bilton

Abstract

This article notes a perception in mainstream management theory and practice that creativity has shifted from being disruptive or destructive to 'manageable'. This concept of manageable creativity in business is reflected in a similar rhetoric in cultural policy, especially towards the creative industries. The article argues that the idea of 'manageable creativity' can be traced back to a 'heroic' and a 'structural' model of creativity. It is argued that the 'heroic' model of creativity is being subsumed within a 'structural' model which emphasises the systems and infrastructure around individual creativity rather than focusing on raw talent and pure content. Yet this structured approach carries problems of its own, in particular a tendency to overlook the unpredictability of creative processes, people and products. Ironically, it may be that some confusion in our policies towards creativity is inevitable, reflecting the paradoxes and transitions which characterise the creative process

Topics: HD28
Publisher: Routledge
Year: 2010
OAI identifier: oai:wrap.warwick.ac.uk:3362

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Citations

  1. (2002). Adapters and Innovators – why new initiatives get blocked’
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  4. (1988). Thriving on Chaos: Handbook for a management revolution (Basingstoke: doi
  5. (1990). Within you, without me: the social psychology of creativity” doi

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