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Issue 00607 |
March 13 - 19, 2010 |
issn 0856 - 9135 |
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Society |
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Creative Business Thinking Catalysts Are Small Symbolic Inputs
I studied about the functions of catalysts while I was an undergraduate some twenty five years ago. Incidentally, mine was a course of study with a multi-disciplinary approach in molecular chemistry, microbiology, engineering, biochemistry, food science, fermentation and processing technologies. I was also able to apply catalysts that come in various forms. A catalyst acts as an agent that provokes or speeds significant change or action. At the initial stage of my career as a plant superintendent in mid-80s I saw first-hand how these substances induced catalytic and enzymatic changes in chemical and biological processes; thus bringing about desired changes. Often, catalysts come in very small additions to ignite necessary changes but they are indeed very symbolic inputs. In other words a catalyst can be defined as a substance that starts or speeds up a chemical reaction while undergoing no permanent change itself. The enzymes in saliva, for example, are catalysts in digestion. But for the purpose of our reading here it refers to a person or thing that causes a change For instance, creativity has been known as a catalyst for technological innovation while technological innovation is one of the most important aspects of a company's competitiveness. The dynamics of market and technological changes require a company to focus on creativity and innovation to support technological developments and sustain competitive advantage. That was how many of the world’s tangible and most resourceful products came into being. Dr. Basu noted that “creative output is, and always has been, the seed of organizational affluence and economic growth.” Certainly, the world is more convenient and prosperous because of the creative genius of people like Thomas Edison, the Wright brothers, George Eastman, Alexander Graham Bell, Henry Ford, and Bill Gates. Heretics of their time, they were able to alter our world by the sheer courage of their ideas, and the willingness to translate them into salable products and services. While it may be argued genuinely that intellectual curiosity played a major role that prompted Edison and the Wrights to engineer the electric bulb and the airplane, we believe external motivators can make the creative process even more fruitful. Among these motivators (catalysts) are material rewards like pay raises, promotions, overseas travel, recognition, awards and so on. But beyond material rewards, there are other catalysts for creativity, on top of which is the kind of relationship that exist within and among team players in a particular business. Whether in marketing, finance, accounting, human resource and administration, your personnel are more likely to be creative when they have favourable relationships with their manager or leader. Why? Because this relationship confers non-material benefits that enhance creativity in business. Usually, excellent relationships among co-workers and managers yield greater autonomy for team players in business. Your people are likely to have more freedom to try out new ideas, undertake non-routine tasks, and even work on personal projects. This is an environment that permits them to exchange non-proprietary information with colleagues outside the company which, in turn, might foster innovation. Also, successful businesses often experience greater managerial support, in the form of emotional and administrative assistance, particularly for unconventional and risky projects. When the professionals or thinkers in such a business face technical obstacles, these employees often see their managers as more motivating and encouraging, quicker to act on paperwork and financial requests, and less likely to penalize failure. In this vein, one business research has reported a strong correlation between relationship quality, managerial support, and process and product innovation. Truthfully speaking, people in a business environment with excellent relationships have been found to be more committed to the organization; shows more inner drive, higher work satisfaction, better attitudes towards innovation, and more willingness to engage in activities that would help the organization. Not surprising, this higher level of motivation and involvement usually translates into greater creative output. If your people don’t trust you why would they want to risk their heads for your business or show clear thinking and ingenuities? In order to effectively take your business to the next level by using all the latent potentials resident in your business and organization, ensure that you have charismatic leaders and supervisors who have the influence to forge more meaningful relationships with team members, and thus awaken the best in their subordinates. So it makes sense to ask charismatic people, rather than technical superstars, to lead important assignments. This is not to denigrate the importance of technical expertise, but it is equally essential you have someone with the ability to inspire, motivate, and energize. This is what Bill Gates was able to achieve with Steve Ballmer at Microsoft. Now CEO of Microsoft, Ballmer is the second person after Roberto Goizueta to become a billionaire in U.S. dollars based on stock options received as an employee of a corporation in which he was neither a founder nor a relative of a founder. He is as charismatic as he is gregarious. Charismatic leaders are able to foster creativity by generating higher levels of commitment, among subordinates, towards the company and are able to establish strong relationships because they are positive role models and people want to resemble them. Finally, diversity can become an important creativity catalyst that your business desperately needs. Celebrate diversity in ways that will bring dividends to your shareholders. The multi-stage nature of organizational innovation requires that you employ every available good brain you can pick in your environment and deploy their talents for needed growth. If you need some breakthroughs urgently which can be seen in tangible products and services, then you need a catalyst called diversity to help in the process which involves building compromise, ignoring egos, and distributing rewards equitably.
GEORGE, an executive business Coach, author and speaker is based in
Arusha. |
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By
George GBENGA OLOWOYE