Handbook of Management and Creativity
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Handbook of Management and Creativity

Edited by Chris Bilton and Stephen Cummings

This Handbook draws on current research and case studies to consider how managers can become more creative across four aspects of their business: innovation, entrepreneurship, leadership and organisation – and does so in an accessible, engaging and user-friendly format.
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Chapter 7: Learning to fail: lessons from Happenstance

Chris Bilton


In the introduction to this handbook we have argued that a creative approach to management strives to connect different competences and fields of endeavour. This chapter considers three such connections. First, the chapter will highlight the relationship between experimental innovation and entrepreneurial drive and purpose. Second, the chapter identifies the importance of failure and doubt in a creative process and applies this to entrepreneurial risk-taking. Third, the chapter considers differing approaches to entrepreneurial risk-taking in the arts and in technology. The chapter is framed by a case study of Happenstance, a funded research project exploring the relationship between technological and artistic processes and mentalities in three UK arts organisations.

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