Creativity Consultants, Sensemaking

Thinking outside the box in starting up a “Creativity Consultant” business is a must. According the an article published on March 28, 2005 on entrepreneur.com by Paul and Sarah Edwards, “creativity consultants come in and help individuals develop the thinking skills necessary to be effective, competitive and relevant in the current economy. They help organizations define problems, recognize opportunities, and develop new products and services by finding out-of-the-box solutions to produce innovation. Like never before, companies are recognizing that innovative thinking is a requirement for success in the emerging world economy.

“According to Senge (1990), developing a learning organization requires a major “shift of mind” toward a more participative and holistic notion of effective organizing. “(Eisenberg, Goodall, & Tretheway, 2009, p. 109). So as a creativity consultant I would introduce an organization with openness and start with a mission oriented environment with the hiring of employees, relationships with clients, etc. In addition, there should be components Weick (1979) “Sensemaking”. “Perhaps Weick’s (1979) most revolutionary concept is that of the enacted environment …. Perception is highly selective and dependent on their interests, motives, background, and behavior. This concept of the enacted environment is especially important in today’s business world, wherein environmental scanning is crucial to an organization’s survival.” (p. 111).

Weick’s Rhethropective Sense Making properties of sense making is a tool I would utilize in my role as a creativity consultant I would create a toolbox that included 1. Identity construction. 2. Retrospection. To learn what I think, I look back over what I said earlier. 3. Enactment. I create an object to be seen and inspected when I say or do something. 4 Socialization. What I say, single out, and conclude are determined by who socialized me and how I was socialized, as well as by the audience I anticipate will audit the conclusions I reach. 5. Continuation. My talking is spread across time, competes for attention with other ongoing projects, and is reflected on after it is finished (which means my interests already may have changed). 6. Extracted cues. The “what” that I single out and embellish as the content of the thought is only a small portion of the utterance that becomes salient because of the context and personal dispositions. 7. Plausibility. I need to know enough about what I think to get on with my projects, but no more, which means sufficiency and plausibility take precedence over accuracy. (pp. 61–62)

Creating a toolbox for today’s organization is strategically a good idea. Identifying the organizations mission and values, then set up the environment of how dialogue is take place within, provide appropriate resources for the staff and organization to succeed, always plan for obstacles, know your client based or audience, and always be willing to reinvent the organization.

 

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