The Creative Process In Business
We are drawn to meeting our fulfillment needs when our survival needs are met. But our survival needs don't stay met for very long (we get hungry, it rains, conflict arises). In other words, meeting our needs is like the swinging of a pendulum – whichever set of needs is attracting us now, we’ll soon feel the pull of its opposite.
In practice, meeting survival needs tends to provide the material in our lives, and meeting fulfillment needs tends to provide the "juice". The dynamic tension between them results in a predictable and inescapable circle of activity that applies equally well to the experiences of business people and creative artists.
That circle of activity is the basis of our Reciprocal Model of creativity. (To learn more about the Reciprocal Model and its application to business, ask for a free copy of the white paper, "Creative Leadership Makes The Right Things Happen".)
Most businesses devote their attention almost exclusively to activities associated with survival needs: goal-setting, planning, production, and measuring. This emphasis unwittingly suffocates the creative process by cutting off the business from its source of inspiration – fulfillment. When a business has retention or morale issues, loses market share, can't execute effectively, can't plan strategically, can't meet quality goals – it's very likely that the creative process simply can't breathe.
One powerful way to address that problem is by using the Reciprocal Model, along with its tools and practices, to reframe the conversation. Reframing can reveal broad new avenues of action and thought. When used effectively, it can reinvigorate a business by transforming the way its leaders approach new challenges.
That circle of activity is the basis of our Reciprocal Model of creativity. (To learn more about the Reciprocal Model and its application to business, ask for a free copy of the white paper, "Creative Leadership Makes The Right Things Happen".)
Most businesses devote their attention almost exclusively to activities associated with survival needs: goal-setting, planning, production, and measuring. This emphasis unwittingly suffocates the creative process by cutting off the business from its source of inspiration – fulfillment. When a business has retention or morale issues, loses market share, can't execute effectively, can't plan strategically, can't meet quality goals – it's very likely that the creative process simply can't breathe.
One powerful way to address that problem is by using the Reciprocal Model, along with its tools and practices, to reframe the conversation. Reframing can reveal broad new avenues of action and thought. When used effectively, it can reinvigorate a business by transforming the way its leaders approach new challenges.
