Management the Critical Key to Managing Creative Term Paper

Pages: 5 (1545 words)  ·  Bibliography Sources: 0  ·  File: .docx  ·  Level: Master's  ·  Topic: Economics


The Critical key to managing creative people is not how to do, but rather how to be!

One doesn't manage creative people in the traditional sense of the word "manage." What one does to manage creative people is give them support, space, and opportunity. But more importantly, what one does to successfully manage creative people is get out of their way.

Of course a manger and/or an entrepreneur must occasionally provide clarity and direction for a given project, but for the most part, he/she should not interfere with an individual's creative process.

Therefore, and to answer the question, a manger or an entrepreneur must be willing to let go, to give up responsibility, to trust in that creative person.

This is not easy for most people who are used to a conventional management style (especially those who are accustomed to micro-managing). They must learn how to let go of the reins and shift the paradigm of their management style from authoritarian to enabler/facilitator.

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To unpack this notion a little more that creative people tend to flourish when they have the support and space they need to prosper. One should briefly consider the creative success in the United States (which has a free market and an entrepreneurial spirit embedded into the cultural milieu) relative to countries with an authoritarian style government. There's no surprise that most, if not all, of the greatest technological advances have been developed inside the U.S. within the past 100 years (in reverse order: the "cloud," Facebook, google, internet, computers… electricity, etc.).

The bottom line is freedom spawns creativity. A manager should be more like the U.S. And less like the former Soviet Union.

Q2: Information informs us, it also forms us. We don't manage information; it manages us.

Term Paper on Management the Critical Key to Managing Creative Assignment

This is a tail-wagging-the-dog-type phenomenon. In business especially, one often believes he/she is in control, in control of the people, in control of the environment, in control of the information. However, the reality is, as the question suggests, it's not a one way street, it's as much about the environment, the people, and the information as it is about one's own determination to change, impact, or control those external forces.

This is a very hard pill for most business people to swallow, i.e."Why would one even try to make money or make an impact in the marketplace, if everything is already predetermined?" As one can certainly reason, any attempt to change the inevitable is an exercise in futility.

Yet, what separates the successful from the unsuccessful is the successful acknowledge this paradox and have the strength to push forward. Most great entrepreneurs see the physics in their pursuits: that to every action there is always an equal and opposite reaction (Newton's third law). They know that an entrepreneur's environment is teeming with counter forces (information, ideas, people, agendas, deadlines, etc.) that indubitably steer him/her in one direction or another.

F. Scott Fitzgerald articulated this perfectly in his essay, "The Crack-Up," he said, "Before I go on with this short history, let me make a general observation -- the test of a first-rate intelligence is the ability to hold two opposed ideas in the mind at the same time, and still retain the ability to function. One should, for example, be able to see that things are hopeless and yet be determined to make them otherwise."

Information is a causal force in our lives. As the question states, it not only informs us, but forms us. We are certainly the product of our decisions, but our decisions are impacted by a myriad of external forces, most notably the information (or lack thereof) we use to make those decisions.

Fitzgerald is advocating that one must live with this contradiction. One must be keenly aware how the information we have and use will inevitably shape us, but one must also be determined to assert one's own individuality within the constricting valences of information.

There's also a second dimension to this paradox that's important for an entrepreneur to consider. And that is the old adage, "consider the source." That is, an entrepreneur has a decision (albeit a decision that is itself informed on an amassed amount of information and fused with personal experiences) to make with respect to which sources he/she gets information from. After all, if one is formed by information, it would be ideal to decide which sources he/she gets his/her information.

To give an example, one can easily get caught up in mainstream thinking with respect to the stock market. Circa 2005, it was accepted dogma that housing prices do not depreciate. Nearly all of the media outlets and investment firms had aligned themselves with this utterly flawed way of thinking. As a result, consumers, entrepreneurs, stockbrokers who didn't seek out information that contradicted or at least questioned mainstream thinking were at risk of losing money -- lots of money. And as we now know, many did lose a lot of money. But had they sought out information that challenged what they, in many cases, took for granted and really looked at the entire picture, they may have been able to mitigate their losses. Or, more optimistically, they may have been able to make a fortune shorting the market (which a select few certainly did).

Overall, an entrepreneur must recognize his/her limitations and acknowledge the major role information plays in shaping one's decisions. Moreover, he/she must seek quality information from a multitude of disparate sources to maximize success and mitigate failure.

Q3: What can we learn from creative People and Geniuses?

At the 2005 Stanford Commencement, Steve Jobs -- arguably the most creative person of the 21st Century - addressed the audience. In his speech, he stated the following:

"Your time is limited, so don't waste it living someone else's life. Don't be trapped by dogma -- which is living with the results of other people's thinking. Don't let the noise of others' opinions drown out your own inner voice. And most important, have the courage to follow your heart and intuition. They somehow already know what you truly want to become. Everything else is secondary."

If there's one thing we can learn from creative people and geniuses, whether they be precocious athletes, literary icons, scions of industry, etc., it's follow your heart and intuition.

Seemingly, this universal maxim of following one's heart and intuition is so elemental it doesn't even bear mentioning. But the reality is so many people overlook the simple truths in life that they end up in places they don't want to be. Yet, those who pursue what their hearts and gut tell them, they end up being in places they never thought they'd be. They achieve success they never imagined for themselves.

In order to do this one needs to be prepared to look inward. One needs to have the willingness to be open and objective about one's particular skill set, attributes, strengths and weaknesses, etc. And through self-evaluation and reflection the answer should become apparent if it wasn't already.

Once one knows what it is he/she really wants to do, he/she then needs to have the courage to pursue it. And perhaps this is where many people fall short and compromise on their dreams. It takes willpower and fortitude to go after what it is one wants in life. Along the way, one will most certainly confront opposition (think of the counter forces mentioned with respect to the information question) and rejection. As they say, the road to success is uphill and always under construction.

It also comes down to hard work. It was Edison who said, "Genius is one percent inspiration and ninety-nine percent perspiration." In other words, to become really good at something or to become really successful it takes a lot of hard work. To quantify that idea a… [END OF PREVIEW] . . . READ MORE

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APA Style

Management the Critical Key to Managing Creative.  (2011, October 8).  Retrieved January 21, 2021, from

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"Management the Critical Key to Managing Creative."  October 8, 2011.  Accessed January 21, 2021.