Psychological safety, diversity and inclusion, and digital collaboration technologies are recent characteristics that contribute to the development of creativity in organizational climates. Psychological safety empowers employees to take risks and express unique ideas without fear of being judged. Diversity broadens viewpoints and encourages inventive thinking, while inclusive policies ensure that all voices are heard. Digital tools allow for real-time communication and idea sharing across teams, breaking down silos. Furthermore, a focus on employee well-being, flexible work arrangements, and leadership support for experimenting foster a climate in which creativity can thrive.

The modern organisational climate that nurtures creativity has evolved to incorporate a holistic set of factors designed to unlock and sustain innovative potential across teams. These emerging factors integrate psychological, social, technological, and structural elements, creating an environment where creativity flourishes at all levels.

1. Diversity and Inclusion: A Foundation for Innovative Thinking

Organisations celebrating diversity in perspectives, experiences, and backgrounds create a fertile ground for creativity. Diverse teams bring a wealth of viewpoints, which enhances problem-solving and generates more innovative ideas. This inclusivity strengthens creativity and reflects the global and interconnected world in which organisations operate, enabling them to remain competitive and relevant.

2. Psychological Safety: The Bedrock of Risk-Taking

Creativity thrives in an environment where individuals feel safe to voice unconventional ideas, experiment with new approaches, and make mistakes without fear of judgment. Psychological safety fosters open dialogue, active listening, and respect, ensuring every team member feels empowered to contribute, even in high-stakes situations. Leaders play a critical role in modelling this openness, reinforcing trust within the organisation.

3. Autonomy and Flexibility: Empowering Creative Independence

Providing employees autonomy over tasks and schedules encourages them to think independently and creatively approach challenges. Flexible work environments, including remote and hybrid options, allow individuals to work during peak creative times, adapting to their unique rhythms. This freedom translates into higher engagement and more innovative outputs.

4. Well-being and Self-Care: Fueling Sustainable Creativity

Recognising the connection between well-being and creativity, organisations are prioritising holistic support for their employees. Programs focusing on physical, emotional, and mental health create a resilient workforce capable of sustained innovation. Practices like mindfulness, stress management training, and wellness incentives encourage individuals to bring their best selves to the creative process.

5. Digital Literacy and Access to Technology: Enabling Creative Experimentation

The rise of digital tools and infrastructure has revolutionised the creative landscape. Organisations that equip their employees with cutting-edge technologies and training in digital literacy empower teams to collaborate seamlessly, visualise complex ideas, and experiment efficiently. These tools also facilitate remote collaboration, allowing for diverse input from global teams.

6. Feedback and Experimentation Culture: Normalising Iterative Innovation

A climate that values constructive feedback and supports experimentation is essential for nurturing creativity. Frequent and transparent feedback sessions help refine ideas, while an experimentation-friendly culture encourages teams to test hypotheses, learn from failures, and iterate solutions without fear. This iterative approach fosters resilience and adaptability, key traits in creative processes.

7. Collaboration and Cross-Functional Teams: Harnessing Collective Intelligence

Cross-departmental collaboration amplifies creativity by bringing together diverse expertise and perspectives. Teams that blend technical, creative, and managerial skill sets can approach problems holistically, uncovering solutions that might remain hidden within silos. Modern organisations facilitate these collaborations through open spaces, digital platforms, and purpose-built innovation hubs.

8. Learning and Development: Cultivating a Growth Mindset

Continuous opportunities for skill enhancement and knowledge acquisition are fundamental to nurturing creativity. Workshops, online courses, and mentorship programs keep employees abreast of emerging trends and methodologies, empowering them to think innovatively. Organisations that invest in lifelong learning instill a growth mindset, which is critical for overcoming creative blocks and embracing challenges.

9. Recognition and Rewards: Motivating Innovation

Acknowledging creative contributions, regardless of size, fosters a culture of appreciation and motivation. Recognition programs—ranging from informal shoutouts to formal rewards—reinforce the value of creativity within the organisation. This inspires individuals to innovate and builds a collective sense of purpose and accomplishment.

10. Leadership Support and Commitment: Driving a Culture of Innovation

Leadership plays a pivotal role in shaping the organisational climate for creativity. Leaders prioritising innovation by allocating resources, modelling creative thinking, and championing risk-taking set the tone for the entire organisation. Their commitment ensures that creativity is not merely an afterthought but a core value embedded in the organisational ethos.

Lastly, in intricate interplay of cultural, structural, and technological factors defines the modern organisational climate for creativity. By prioritising diversity, psychological safety, and employee well-being while leveraging digital tools and fostering cross-functional collaboration, organisations can create an environment where creativity becomes a sustainable and integral part of their identity. Leadership commitment and continuous learning further cement this culture, ensuring that innovation thrives in the short and long term.

I have been a cognitive science researcher for over 40 years. In that time I became one of the major research grant recipients in the field in Australia. We have helped create award-winning practice in education, in business and in elite sport. Many people write about what one should do to improve creativity. Our practical experience has shown us that the real issue is that people do not use what is already well known and well established. Creativity lives inside each of us, but this precious resource is seldom tapped because people think the answers lie outside us not inside us. There is a massive difference between information, which his easily available (what we can talk about), and what we call PERSONAL PRACTICAL KNOWLEDGE (PPK). PPK is our real world knowledge, our school of hard knacks knowledge, what we can really do, really deliver. This is the single most under-utilised resource in companies, elite sports teams, schools and families. The starting point with tapping creativity in an organisation is to help people to look inside themselves and their teams at what they currently do creatively. Listen to each other, question each other, tap into the PPK you already have. Most organisations have no real idea about what their organisation already knows and does. Once you address this, you can add skills, models and processes that can form a tight powerful repertoire that the organisation can use. My career led me to meet Edward de Bono, at the First International Conference on Thinking in 1982. We became friends and colleagues from then. De Bono's writings are the most powerful on practical creativity and are one key part of a "creativity repertoire". We have written about this in relation to schools in our 2016 book: Schools That Deliver, published by Corwin Press. This book also explains PPK and much of our core repertoire. We have tested hundreds of models and processes and found what works for us and people we work with. Many of the models and theories we could just not make work in actual lived practice. Our core repertoire is around 20 models that work for those we collaborate with. We began researching in business and industry in 1996 using a large research grant from the Australian Research Council. This research continues. BUT the key is that we have companies delivering remarkable bottom-line results, and teams of workers, and individual workers doing the same. The secret is action, learning by doing. So much is written about cultures of creativity and I do not want to downplay the importance of this. Jose has given a pretty good summary of key factors in his contribution above. We have found that people inside organisations are usually overwhelmed by lists of factors to be addressed, and many love NEW factors - as has been requested by this post. BUT getting stuck into deeply understanding what you already do, what is your PPK of creativity, is the most powerful place to start. Stop talking, start doing, and learn through reflection. and the sharing of OUR doing, our practical creativity. Try to meet people who are delivering creativity, not talking about it or writing about it. My question to any writer on the topic is: How are you living this in your life and what are the outcomes that are flowing? This is what matters. Donald Schon from MIT taught me that what matters are Practical Competence and Professional Artistry. These have been really helpful guides in my research career and in my work inside companies, elite sports team and schools. Hope this helps. John.

It is very interesing question. In my opinion we need first of all be happy. Later live not in alienation of people or passions. Be greatful for all in our life and choose lave then envy. Pay attention to be not stressed.

P.S. of cours a little bit of stress is necessery for be better motivated.