What's Stifling Creativity at Coolburst

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What’s Stifling
Creativity
At

September 20, 2008

Case One

Team Three
Pauline Respress, Denise Wilson,
Matt Harden and Allen Linton

Executive Summary

CoolBurst is a conservative company which undermines creativity in an effort to maximize production and control. The company values its traditional culture, has a “if it’s not broken, don’t fix it” philosophy, and does not view innovation as a normal part of business. By not capitalizing on the ingenious creations by Sam Jenkins and Carol Velez, CoolBurst missed the mark of the changing needs of its current and potential customers, and lost some of its market share to competitors. Its’ structure, culture, policies and practices, reward system and management style paralyze creative innovation and motivation.

In order to lead change in an organization, managers need a clear vision and methodology that includes understanding his/her company, market, customers, and employees (Kelley, 2001). As CoolBurst’s newly appointed CEO, Luisa Reboredo can transform the company into a learning and innovative organization by championing good ideas and providing moral support for her employees. A nurturing and innovative environment can be created by adjusting CoolBurst’s culture of command, compartmentalization and control to an environment that welcomes new ideas and ways of doing things. The transformation should involve enriching the physical environment, improving internal communication, employing the right people, encouraging cross-fertilization of functional units, and implementing a rewards system.

Improving workplace practices and conditions can influence all three components of creativity: expertise, creative-thinking skills, and motivation. Luisa must also provide a new focus and encourage commitment by adjusting her management style to incorporate the six categories of managerial practices that affect creativity: challenge, freedom, resources, work-group features, supervisory encouragement, and organizational support.

Table of Contents
Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

What’s Stifling Creativity at CoolBurst
Structure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . •Culture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . •Policies & Practices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . •Management Style . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . •Reward System. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

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6

Changes Needed to Make CoolBurst a Learning and Innovative Organization •Enrich the Work Environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . •Improve Internal Communication . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . •Employee the Right People . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . •Cross-Fertilization of Employees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . •Implement a Reward System . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

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Successful Implementation of Changes
Assess the Current Culture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . •Enrich the Physical Workplace . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . •Create a Community of Interest . . . . . ....
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