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Creativity is the driving force of innovation and change. We were all created with imagination and the inherent ability to create. Creativity can be broken down into three categories: creation, synthesis, and change. When we create, we fashion something new out of nothing. We think, imagine, build, and produce something new that never was before. This has been demonstrated countless times throughout history. Just think of the great artists and writers, such as Leonardo Davinci and William Shakespeare, who produced masterpieces from what existed solely in their minds. When we use creativity to synthesis, we take what already exists and combine them in new and pioneering ways. For example, the axe was created by combining a sharp rock and a stick, or a more contemporary example may be gene synthesis, where genes from one organism are combined with another to create a new gene. Creating something by way of change implies that we take something that already exists and change it in a way to perform a new function or to perform its original function more effectively. We are all capable of creativity, and since it is so central to innovation, which is imperative to business success and survival, it makes sense that managers should be able to identify and address ways in which employees hinder their own creativity.

People limit their own creativity in many ways. These self-restricting actions stem primarily from the false belief that not everyone is creative, and in order to be creative you need special qualities or abilities. Many people believe that creativity is a mystic gift and only a rare few possess it. To combat this artificial belief, managers need to encourage and reward creativity. They should promote an environment of affirmation and support that promotes the development of people's creative ability. I've experienced this tactic first-hand while working as the Director of IT at a mid-sized telecom company. Our VP would find business problems and rather than deal with them himself; he would seek the input and ideas of lower level staff. He would encourage imaginative solutions and reward participation in the process. This was not only an excellent way to promote creativity, but it also boosted moral and company cohesion.

People also make the wrong supposition that creative people are formed from a different mold, that they have special skills or abilities unattainable to the general population. For example, people often think creative people have a certain genius, or possess qualities such as audacity or impudence. These suppositions are unfounded and managers should try and dispel these myths in an effort to unlock the hidden potential of their employee's inner creativity. When we take a quick look at some of the most successful inventors or visionaries, we see a common theme; many did poorly in school. For example, Albert Einstein and Thomas Edison were both underachievers in traditional schools; however, they went on to change the world as we know it. Managers can help employees to overcome these psychological obstacles by reducing problems down to size and breaking them into less overwhelming quandaries. In my field, which is Information Technology, we always take this logical approach when evaluating and designing systems for companies. Networks, just as all problems, need to be broken down into their component parts and then addressed individually in a systematic manner.

Creative people are often viewed as noble, a quality many believe they can never attain, and therefore, could never be creative. Additionally, creative people are also viewed as living in a vacuum and alone, where they let the magic flow. Both of these misconceptions are also unsubstantiated. Take for example John D. Rockefeller, who became the richest man in the world through foresight and imagination. Before this, however, he was arrested several times and was considered to be a crook. Moreover, Thomas Edison, who is arguably the greatest inventor the world has ever seen, collaborated on many of his inventions, while driving innovation on the shoulders of those who went before him. This leads us to an excellent method for managers to encourage creativity; through team work and collaboration. When minds come together, magic happens. In my current role, I encourage this on a regular basis. Our team meets weekly to brainstorm ideas that help drive our strategy and business approach. Each person has their own view point on the world of technology and brings new ideas and perspectives to the table, which in turn stimulates imagination and creativity in solving problems.