To create real innovation in an organization, it is necessary to work with creativity at three levels: individual, group and organization. These levels are not separate, but deeply interconnected, and success requires that we not only work with each of them, but also understand how they affect each other.
In addition, creativity thrives in meaningful contexts, which means that communities, both within and outside the organization, play a central role.
The individual
Many companies are still stuck in the notion that creativity is something that only “happens” at the individual level. Employees are expected to come up with new ideas, motivate themselves and solve problems without much support from their surroundings. This is despite the fact that they rarely have access to tools, methods or training that can develop their creative abilities.
When an organization instead invests in the development of the individual – by offering tools that promote creativity, creating space for idea development and showing that new ways of thinking are appreciated – something amazing happens. Employees become more motivated, confident and actively contribute to the collective power of innovation.
An employee who has access to creative methods can more easily structure their ideas, identify new opportunities and feel more confident in sharing their thoughts with the group.
The group
Creativity reaches its full potential when it is processed in a group. Ideas become better when they are tested, challenged and developed together with others. But this requires that the group functions well. It is not just about gathering people in a meeting room – it is necessary for the group to understand the phases a creative process goes through and how to create a climate that promotes the exchange of ideas.
A common mistake is to treat creative meetings as ordinary decision-making or information meetings. Instead, ideation meetings need a different structure, with clear rules and an open atmosphere that encourages free thinking.
A team that understands the difference between divergent and convergent thinking can first collect many different ideas (divergent) and then structure and evaluate them (convergent). This makes the process both efficient and inspiring.
The organization
At the organizational level, there must be a clear vision for what you want to achieve. It is not enough to say “we want innovation” – management needs to be specific about which areas or problems are to be solved. In addition, the organization needs to give employees a clear mandate to think new and break with existing patterns.
Another important element is to create structures for collecting and further developing ideas. When ideas are allowed and can be spread to more people within the organization, not just the immediate group, they can both be improved and inspire new thoughts.
An organization that creates a platform for idea development where employees can share and further develop each other’s thoughts, while management actively shows that the ideas are valued, has a creative dynamic that reaches far beyond what single individuals can achieve.
Communities: a 4th dimension of creativity
In addition to the individual, group and organization, there is a fourth dimension that is often overlooked – communities. Creativity thrives in meaningful contexts, where people feel engaged and inspired. These contexts can exist both inside and outside an organization.
Communities offer a platform where individuals can share experiences, gain new perspectives and be inspired by others. These can be internal networks within the company or external groups with common interests. Regardless of where they are located, they are crucial for building a sustainable creative culture.
An organization that encourages its employees to participate in external networks, such as industry forums or creative communities, can benefit from new ideas and inspiration that employees bring back with them.
How does it all fit together?
To achieve success, it is not enough to work with creativity at the different levels separately – we need to understand how they influence each other. When the organization creates structures that support the work of the group, and the group in turn develops and inspires the individual, a positive spiral is created. Conversely, an engaged individual can inspire their group, which in turn drives organizational change. See also the perculator method.
When organizations also create space for communities and meaningful contexts, creativity becomes even stronger. It is in the meeting between these different levels that real innovation occurs.
To create innovation, we need to work with creativity at three levels – individual, group and organization – while relating to the meaningful contexts where creativity thrives. It is when these levels are connected that real change occurs.
