Elgar original reference
Edited by Chris Bilton and Stephen Cummings
Chapter 1: A framework for creative management and managing creativity
Arsenal Football Club was recently beaten, very badly, by Bayern Munich in a European Championsí League match. As part of the after-match malaise (a malaise that was deepening during a disappointing 2012/13 season), one Arsenal fan posted a comment on the BBC Sport website. It said, ëObvious, just look at the two boards . . .í (he then provided links to the club webpages that listed and described the board members). Arsenalís board comprised bigwigs from the world of business and high finance. Bayernís had a few of those too, but their number was matched by a collection of some of Germanyís greatest ever footballers. ëNuff said,í the fan concluded. Everyday people, if they are optimists, opt for the former of the two contradictory common sayings: ëyou should seek the best of both worlds,í rather than ëyou canít have your cake and eat it too.í Academics, business and creative people, often operating in silos, have generally defaulted to the latter position. This handbook seeks to develop an approach that takes the best from management and creativity research and put them together, around the same table. We are not alone in this. Creativity and management are two words whose use has expanded exponentially (see Figure 1.1 below). While they are traditionally considered as opposites, they are increasingly used together and seen as complementary.