Management and Creativity

Dr Chris Bilton is Lecturer in the Centre for Cultural Policy Studies and Director of the MA in Creative and Media Enterprises at the University of Warwick. Previously, he has worked as a performer, writer, community arts worker and arts development officer.

• Foreword. Acknowledgements.Introduction: Creativity and the Creative Industries.1. Defining Creativity.A Tale of Two Corridors.What Is Creativity?.What Creativity Is Not.Case Study: A Vision in a Dream?.Mapping the Great Divide: From Education to the Workplace.The Mythology of Genius.Case Study: The Genius and the Water-carrier.False Profits: The Creative Industries.2. From Individuals to Processes: Creative Teams and Innovation.From Individuals to Teams.Innovation and Teams.Beyond Specialization: Creative Work in the Creative Industries.Playing Many Parts: Creative Roles in the Creative Industries.Case Study: Repositioning Creativity in Advertising.Growing the Creative Team: Familiarization or Specialization?.Managing the Creative Team.Creative Tension and the Need for Trust.Creative Teams Need Uncreative People.3. Creative Systems: Implications for Management and Policy in the Creative Industries.The Cultural Geography of the Creative Industries.The Strength of Weak Ties.Case Study: Theatre as a Creative System.Implications for Management.Managing Creative Systems by ‘Brokering’ Knowledge.Implications for Policy.Systems and Sustainability.4. Managing Creative Work through Release and Control: The Myth of the Self-motivated Creative Worker.The World Turned Upside Down.Case Study: Changing Management Styles at the BBC.Whistle While You Work: Changing Theories of Employee Motivation.Out of Control: The Myth of the Self-motivated Creative Worker.The Isolation of Creative Work.Bounded Creativity: Creativity through Control and Constraint.Case Study: Musician for Hire -- Boundaries for Musical Composition.False Freedom: The New Management Style in Practice.Case Study: Management in the Movies -- Wise Children and Men in Suits.Beginnings and Endings.The Rules of the Game.5. Seeing the Pattern: Strategy, Leadership and Adhocracy.The Strategy Wars: Orientation versus Animation.Strategy and Creativity.Strategy in an Open System.Case Study: Emergent Patterns in Film Marketing.Strategy as Continuity in Change.Case Study: Are You Paying Attention? Jazz, Improvisation and Creative Listening in Strategy Formation.Strategy and Posthocracy: Being Decisive.Strategy as Process.6. Business Development and Organizational Change.What Is Organizational Change?.The Change Cycle.Incremental Change.Case Study: Creativity and Change at Marks and Spencer.The Aesthetics of Organizational Change: Organizational Integrity.Aligning Individual and Collective Change.Evolutionary Change.Creativity and Change.7. From Creative Marketing to Creative Consumption.Symbolic Goods.Postmodern Marketing.Case Study: Arts Marketing -- From Products to Experiences.From Segments to Sub-cultures: Bringing the Audience Back in.The New Value Chain.Case Study: In Search of Oldton.Towards the Social Product.Letting Go.The Aesthetics of Marketing.8. The Politics of Creativity.Promoting the Creative Economy.Case Study: Creative New Zealand -- The Branding of Creativity.From ‘Cultural’ to ‘Creative’ Industries.Creative Industries and Cultural Policy: Assumptions and Models.The Politics of Management.Creativity Is Difficult.Bibliography.Index.

"This important book demonstrates exactly why a full understanding of creativity really matters – not only in the context of developing more vibrant and personally satisfying areas of economic activity, but even more importantly, in its ability to help us develop a better understanding of the value of creative individuals in the 21st century" from the foreword by Lord Puttnam"This is an exceptional book in three respects. Firstly, it is a book about management that truly appreciates the creative process. Secondly, it is a book about creativity that understands and seeks to engage with practical business realities. And, finally, Management and Creativity actually proves its own thesis: that the best thinking occurs when the worlds of “creativity” and “business” intersect." Stephen Cummings, Victoria University of Wellington "The book will appeal to a broad audience of creatives, policy-markers and students looking for an alterantice, sounder framework for understanding how to nurture creativity in the workplace." Management Today