What hinders engagement and participation in , and openness to innovation and creativity, also innovation and creativity exercises?
(Why) are all (not) willing to participate in innovation and creativity (exercises)?
Fear is typically cited, but this construct can be broken down further. Fear of what and why is it not overcome?
Are there other factors besides fear?
Economic monopolies and rent-seeking are real-world barriers and contribute to history repeating. The human learning curve (logistic or sigmoid function) has also to be mentioned; here, we arrive at organizational or corporate therapy; I do think that E. H. Schein https://en.wikipedia.org/wiki/Edgar_Schein has elaborated a good working model, pointing to hidden assumptions that impede creative and innovative learning, which are again close to mental health/illness issues.
Factors hindering creativity and innovation openness and participation?
Agreed "fear" is just a higher order construct that can be broken down further. Some other hindering factors include:
The entrepreneurial mindset of the firm has a major role to play in the innovation and the creativity functions of an organization.
Lack of psychological, social, community, and financial support
You could apply Maslow's hierarchy of needs to the problem of innovation and creativity. That is sort of the grand unified theory of the organizational development literature. It is to org dev as 'the democratic peace' is to political science. The trouble with the hierarchy of needs is that it is culturally dependent and valid only in certain contexts.
You could also apply some old school organizational development (mostly the org dev literature is repackaging ideas from the 1980s and earlier; many researchers are faced with the problem of trademark and copyright issues and just relabel the same phenomenon, because a lot of the good solid research went commercial into the lucrative corporate training arena). There is abundant research in terms of matching management strategies to personalities and/or stages of competency and willingness. Mismatches in management style produce inferior results.
There is plenty of research on how bureaucracies receive innovations negatively, and ways they overcome rigidities. I am sure you will get a million responses on that topic to this question: e.g., bureaucracies put in policies and procedures to remediate malign outcomes, which accumulate, make the org less agile, and prevent the org from being able to innovate; blame avoidance strategies inhibit innovation; yada, yada, yada... Many large companies, for example, instead of innovating, which they know they are no longer capable of, create venture arms to invest in early stage startups and pursue acquisition strategies to get new ideas, tech, etc. (The venture arm is a key strategy to eliminate competition, because the firm invests enough to gain a veto power over a rival acquisition offer.) I know of a company where the CEO used to personally fund employees to go out and start their own company to develop technology that the company could not do itself due to its own principal-agent problems and cost structure, then the company would acquire the startup once a viable product was demonstrated. Some employees went through this cycle 2 or 3 times. (Which created its own negative effects within the company because others wanted the same opportunity at generational wealth. Jealousy became a real issue and the practice was stopped.)
Cal Newport has commercialized some of the research in optimal ways of producing great work. He started by researching what made the best students (hint: a set of habits that allowed students to study more efficiently, not necessarily harder or longer). This is how you get the paradoxical situation where the procrastinator is the better student because the procrastinator values efficiency as opposed to the supposed virtue of long hours. His focus is on creating the habits that make 'deep work' possible.
Creativity or being a creative is not easy task because everybody expect an extraordinary results. I would fear from responsibility of consuming budget without satisfying the sponsor point of view. In fact, many creative products are not creative enough for someone does not need them. Therefore, the key to encourage creativity is through promoting communication skills. If someone knows exactly what the customer wants, then the task will be easier than mind-storming.
What hinders engagement and participation in , and openness to innovation and creativity, also innovation and creativity exercises?
hindrances:
- Lack Of Direction From Yourself or Others. ...(internal Motivation lacks)
- Being Afraid of Failure. ...
- Being Afraid of Rejection. ...
- Never Changing or Adapting to the Situation. ...
- Not Thinking Proactively. ...
- You Rationalize and Never Improve.
(Why) are all (not) willing to participate in innovation and creativity (exercises)?
Fear is typically cited, but this construct can be broken down further. Fear of what and why is it not overcome?
people are not willing to participate in innovation and creativity exercises- and you have cited one reason is fear .Fear of failure , fear of rejection and fear/weak self belief. could be the some of the many reasons.Why we are not able to overcome it-
Are there other factors besides fear?
fear is opposite of internal motivation.
think of other factors needed for creativity, and the opposite will be the answer to your question of other factors.
a lot of good answers/ factors.
evidently, creativity and innovation require consciousness and awareness, also regarding process, obstacles, and 'politics', to shun creativity ignorance.
lack of innovation and creativity openness and participation is seemingly best overcome by the individual, than someone else "doing it for him".
Good question!
Results of a recent work on investigating psychological factors that predict innovativeness revealed that individuals' goal orientations (the purposes that individuals pursue while engaging in a task ) were most relevant in understanding their differences in innovativeness.
In other words, mastery-oriented individuals who strive to explore new ideas and satisfy their learning curiosity tend to be innovators by trying new experiences, enjoying challenges and accepting risks. In contrast, performance-avoiding individuals who are driven by their fear of appearing incompetent or incapable of keeping pace with others are inclined to be late innovation adopters by avoiding the risk of uncertainty and resisting any changes to their regular work.
Reference:
https://tutcris.tut.fi/portal/files/14140283/13023_46301_1_PB.pdf
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