Managing for Innovation: The Two Faces of Tension in Creative Climates

Abstract

Part of managing for innovation is creating the appropriate climate so that people can share and build upon each other's ideas and suggestions. Yet, there are increasing pressures and potential unproductive levels of tension within organizations. This article points out the distinction between two forms of tension that appear within the research on organizational climates for creativity as well as the conflict management literature. The Debate dimension is described as reflecting a more productive idea tension and the Conflict dimension suggests a more non-productive personal tension. A series of studies, across multiple levels of analysis, are summarized and a new study is reported in order to highlight the finding that relatively higher levels of Debate, and lower levels of Conflict are more conducive to organizational creativity and innovation. A practical model for the constructive use of differences is shared, along with a few strategies for reducing the negative tension associated with Conflict and increasing the positive aspects associated with Debate.c aim_558 73..88

Assessing Leadership Practices, Organizational Climate and Its Effect towards Innovative Work Behaviour in R&D

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Relationship between creativity and product innovation: A literature review

“…By registering in their article the difference between debate and conflict as two voltage forms, observed in the literature about organizational climate to creativity and conflict management, the authors Isaksen and Ekvall (2010) comment superficially about the relationship between creativity and innovation citing the idea of West (2002), which explains that creativity is interpreted most often as a pre requisite or condition for innovation. Pantaleão and Pinheiro (2009) point to interaction between creativity and innovation to mention the point of view of Kneller (1971), in the sense that all creativity definitions shall include the innovation concept.…”

How positive relationships at work stimulate the innovation orientation of social enterprises and for-profit organizations

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