Camp Organizational Support for Creativity Among New And Returning Camp Counselors

Abstract

Creativity supports interest, imagination, empowerment, intrinsic motivation, and overall engagement. Satisfied employees, who are supported in their creativity, have increased performance, motivation, and commitment. Residential summer camp is a demanding 24-hour job in which camp counselors use creativity on a regular basis via lesson planning, teaching activities, resolving conflict, and living within close proximity to coworkers. The purpose of the current study was to explore organizational support for creativity among first-year and returning staff at the beginning and end of one season of employment. Camp counselors (n = 113) participated in the current study utilizing quantitative and qualitative methods. Quantitative analysis compared pretest data on creativity to posttest items using paired samples t-tests. First-year and returning counselors indicated significant decreases in perceptions of the camp organization valuing creativity. Counselors’ self-identification as a creative employee significantly decreased among returning employees. Qualitative data analysis produced 46 independent responses and 3 content areas describing barriers to creativity, including personal (intimidation, inexperience), structural (time/money), and camp traditions (status quo) barriers. Summer camps should prioritize support for creativity as a vital component needed for a positive work culture. Ultimately, a camp mission, culture, and training, which support creativity may empower counselors (of various experience levels) to create new ideas, camp traditions, and activities.

Using participatory culture‐specific consultation to support the mental health needs of summer camp staff

“…It is critical for camp leadership to acknowledge the difficulties of this study, including the effects of secondary trauma. To further prevent burnout, camp leaderships should engage staff in opportunities for creativity and innovation (Lynch et al, 2020) in managing secondary trauma. We encourage ongoing conversations on mental health at the leadership level, including during staff meetings and at camp conferences to allow for all stakeholders quo to contribute their ideas for improvement.…”

“…It is not only campers who look forward to camp; research examining summer camp staff retention suggests camp staff members are motivated to return to camp for a host of reasons, both personal and professional. For example, research has found camp to provide a space for staff—particularly emerging adults—to explore their interests, passions, teaching styles, and creative skills (Hall et al, 2020; Johnson et al, 2011; Lynch et al, 2020). Coupled with a desire to make a difference in the lives of campers, these learning opportunities cause many staff to find working at camp to be personally rewarding (Richmond et al, 2020).…”