Capitalizing on Creativity at Work
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Capitalizing on Creativity at Work

Fostering the Implementation of Creative Ideas in Organizations

Edited by Miha Škerlavaj, Matej Černe, Anders Dysvik and Arne Carlsen

How does one implement highly creative ideas in the workplace? Though creativity fuels modern businesses and organizations, imaginative ideas are less likely to be implemented than moderate ones. The crux of this issue is explored as contributors present and analyze remedies for capitalizing on highly creative ideas.
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Chapter 7: Fueling, curating, connecting and fascinating: why and how creativity provokes curiosity

Spencer Harrison


Why generate mystery when a creative idea is fully mature and ready to be implemented? Why does Apple generally rely on stealth development, tight security, and secrecy prior to any product launch (indeed, Apple sells a t-shirt that reads ‘I VISITED THE APPLE CAMPUS. BUT THAT’S ALL I’M ALLOWED TO SAY’)? Why did Nine Inch Nails, the rock band, hide thumb drives loaded with new songs in a stadium where they are performing a concert (Wikipedia, 2015)? Why did the director of the film Cloverfield release a teaser trailer for the film that did not provide the name of the film, a plot, or even much of a sense of the genre (Wikipedia, 2015b)? The common theme across these disparate examples is the generation of mystery, the slow, controlled reveal of secrets, inviting customers to solve a puzzle. Put simply, they point to the importance of curiosity in unveiling a creative product. The common assumption is that curiosity is an important precursor to creativity. Curiosity can be defined as the desire for new information that catalyzes exploration (Litman, 2005). Because curious individuals are more likely to encounter new information and because creativity is the generation of novel (read: new) and useful ideas, researchers have often assumed that curiosity sparks creativity.

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