Health Care Essay Help on Creativity and Innovation from a Physician’s Perspective

Creativity and Innovation from a Physician Perspective

Introduction

Creativity and innovation are two ambiguous concepts that have no clear distinction; confusion arises when people attempt to distinguish between the two concepts. However, in the dynamic environment in which medical organizations operate, it is important for administrators to point out and comprehend the difference between creativity and innovation. The major difference between creativity and innovation lies in the focus (Napier & Nilsson, 2008). Precisely, creativity deals with unleashing mind potential with the aim of conceiving new ideas. It manifests itself in numerous ways, but in most cases it can be seen, heard, tasted, or touched. Measuring creativity is a relatively hard task because of its subjective nature. On the other hand, innovation has to do with the introduction of change in stable environments and systems. It pertains to the work needed to turn ideas viable. Arguably, innovation is measurable and is concerned with identifying unfulfilled needs in the organization. To attain competitiveness in the market, organizations utilize creative resources in designing solutions to certain problems, consequently reaping the return on investment (Sloane, 2006). What organizations are lacking today is innovation, not creativity; most organizations have sufficient creative ideas but turning the creative ideas into viable action is the biggest problem.

Creativity vis-a-vis Innovation

Creativity and innovation are two inseparable concepts; innovation cannot occur without creativity because where no new ideas are generated, the organization has nothing to showcase in the market. A creative environment fosters innovation and where the environment is unfavorable valuable ideas die at initial stages. Creativity and innovation are imperative in the pharmaceutical industry, more than other industries (Durie, 1991).  Motivations, sharing of information, developing learning culture, and building networks facilitate creativity and innovation. A creative environment is useful as it helps employees to perceive their assignments as a significant challenge therefore paying more attention. It gives the organizational members the freedom to interact with others, give suggestions, and collect information both within and without the organization. Since they are not limited by internal regulations of the organization, change and new ideas are born. A creative environment fosters trust and understanding since people universally endorse new proposals with a common ground. Employees perform their duties without the fear of failure or victimization. Uncertainty drives the organizational members to take the risk by experimenting new things and chasing new opportunities. Healthy debates take place in non-authorization and democratic manner without hate or conflicts. Change initiatives become the order of the day giving the organization progressive growth and competitiveness.

Strategic advantages

Introducing a common language for creativity and innovation is paramount in managing the two concepts in the organization. It allows the management to measure the company’s innovative efforts and milestones objectively. Organizational members have to understand that creativity and innovation is a system of overlapping spaces instead of a systematic process. The identifiable overlapping spaces include the following; inspiration, ideation and implementation. The inspiration stage involves identifying the problem that triggers the search for the solution. Ideation is the stage whereby ideas are generated and then developed (Napier & Nilsson, 2008). Implementation is the stage where the new ideas are moved to the market from the drawing board. All creative projects have to undergo the three systematic spaces before they are turned into workable solutions. The design thinking approach enables organizations in the pharmaceutical industry to focus on the ideas once they are developed so that they lead to innovation. Good leadership is a recipe for the success of innovation strategies. It is the role of the administrators to ensure there is consistency in pursuing creativity and innovation. They have to set the tone to be followed by other organizational members through their actions.

Sources of Creativity and Innovation

Creativity broadly stems from motivation, creative thinking, and knowledge. Knowledge refers to the relevant information that an individual holds, that can handle a particular problem. In-depth experience in a certain area allows organizational members to build expertise that acts as the backbone for creativity and innovation (De & Nauwelaerts, 2013). Knowledge and experience in a certain field is a great source of creativity and innovation as it enables individuals to combine elements and utilize their abilities in generating ideas to be converted into a solution. Creative thinking is also a major source of creativity and innovation in organizations. Aspects such as disagreement with other people’s ideas, combining knowledge from different people and the ability to safeguard discarded ideas to return with more fresh perspective are the basic sources of creativity and innovation. Creative thinking involves synthetic, practical and analytical thinking that fosters a creative environment in the organization. Motivation has been described by most theorists as a source of creativity and innovation in many ways. Intrinsic motivators such as job satisfaction, challenging assignments and interest play a critical role in fostering creativity and innovation as opposed to the extrinsic motivators. Intrinsically motivated people explore numerous alternatives to the problem at hand and enjoy the process (Napier & Nilsson, 2008).  The process of exploring new initiatives leads to a novel solution that most often turns out successful and appropriate to the organization. Motivated people dedicate all their time and effort in generating creative ideas to solve problems facing the organization. At times, they neglect their social lives as well as their families for weeks or months to gain professional attainment.

References

De, B. F., & Nauwelaerts, Y. (2013). Innovation and Creativity: Pillars of the Future Global Economy. Cheltenham: Edward Elgar Publishing.

Durie, B. (1991). Success and creativity in pharmaceutical R and D. Londres: IBC technical services.

Napier, N. K., & Nilsson, M. (2008). The creative discipline: Mastering the art and science of innovation. Westport, Conn: Praeger Publishers.

Sloane, P. (2006). The leader’s guide to skills: Unlocking the creativity and innovation in you and your team. London: Kogan Page.