A literature review
The world changes constantly. Therefore, it is fundamental for organisational teams, workgroups of individuals sharing the same responsibility within the context of a larger (West, n.d.), to change as well. In fact, organisational growth and survival depend on the ability to generate, select and implement novel ideas needed to lead or adapt to change (Carr, 2010; Çekmecelioğlu & Günsel, 2011; Lee, Lee, & Jo, 2013). Imperative for change and innovation of any form is creativity, as being the foundation of either concept (Ali Taha, Sirková, & Ferencová, 2016). It is generally believed that to be creative, one must be able to make mistakes and learn from one’s failures (Du Sautoy, 2020; Gompertz & Meerman, 2017). Paradoxically, the ability to make mistakes is bereft when creativity is most urgent, that is during a crisis when an organisation is forced to innovate or change due to unforeseen external developments.
Hence, the purpose of this review is to explore the ways in which creativity within organisation teams
can be advanced when there is no time to fail because of a crisis. A full discussion of all factors potentially stimulating creativity for every organisational team on earth lies beyond the scope of this review. As a consequence, solely two prominent factors stimulating creativity in organisational teams in western societies will be discussed. Therefore, the following research question is formulated: what factors advance creativity in organizational teams, during a crisis causing stress and time constraints, in the western world? To answer this question, creativity as a concept will be defined. Then, the effects of a crisis on creativity followed the importance of intrinsic motivation, will be discussed. After which phycological safety arises as a concept to foster creativity in organisational teams experiencing a crisis. This review ends with a conclusion in which the research question will be answered, accompanied by a discussion.
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