In brief, creative, divergent, or “out of the box” thinking, as it is so often called, has been relegated in the minds of many as "what marketing/ advertising, or maybe some R&D folks do," versus what it actually is, which is: 

1. The partner of critical thinking.
2. The gears for creative problem-solving.
3. The foundation of continuous improvement.
4. It also is a key component forthe scenario planning that all organizations should be practicing as precursors to their strategic planning processes.
5. And yes, of course, creative thinking also results in more obvious innovations in product, service, and market development.
6. Creative thinking is also inextricably linked with cultivating an engaged workforce.  In a September 2011 post, “A Creative Look at Employee Engagement by Explania,” http://ridingthewave.net/2011/09/ *

This last point is one that remains especially difficult for many in leadership and management roles to see.  It is highly improbable that one will find employees willing to give 110% unless they feel they have a voice and input into the creative problem solving, solutions, and continuous improvement processes. 

Why would this be?  Simply put, when management doesn’t demonstrate genuine interest in the input and ideas of employees by creating mechanisms to capture, vet, and implement the viable ones, staff:

a) do not feel respected, and

b) feel frustrated when they see ways that processes and services could be improved and feel unable to make a difference.

Having no ownership in the process, they do not feel inspired to proactively go above and beyond in their duties and may simply be biding their time until they can work elsewhere.  Most of us have either witnessed the dynamics of an apathetic workforce or know this from personal experience having worked in companies where we were told, either directly, or indirectly, that we were “not being paid to think beyond our pay grades.” 

And everyone loses out, from customers to shareholders, from benefiting from their frontline problem-solving and continuous process improvement ideas, even before they make their exits from their respective organizations.  

So, the next time someone says, “We don’t have time for creative and innovative thinking" — try to help him or her to think beyond the box s/he may have placed around those forms of cognition.   Insert terms like: “creative problem solving,” “continuous process improvement,” “comprehensive, lasting solutions,” and “engaged workforce,”… — And then ask them whether there is time for that.  ???

I look forward to further exploration with you on the links between creative thinking, innovation, best management practices, and organizational success when Kowabunga! returns soon on a regular basis.  And in the meantime, "Aloha!" 

*Check out the great short educational video on that post:  http://www.explania.com/en/animations/detail/how-to-use-employee-engagement-to-boost-your-business.

You can also catch the delightful one-minute video depicted in these photos on "Thinking Outside the Box" at http://www.youtube.com/watch?v=mJ_7gUP42Bk&feature=related.  

Other short, brilliant videos on creative and innovative thinking can be viewed on Kowabunga's post from February 24, 2011: http://ridingthewave.net/2011/02/.