Not everyone’s happy about creativity. Lucy Kellaway of the Finanical Times is one of them. In fact, she’s cranky about it.
In this blistering piece, she calls creativity a “plague” which has infected management and recruitment processes to an extraordinary and unnecessary degree. Confronted by scores of job ads which include the word “creative”, she says “being polite and co-operative are vital traits for every job I’ve heard of, whereas most companies have no use for real creativity at all.”
Kellaway notes a current trend for “creative worship” which leads to patronising and misleading labels (such as Subway calling its workers sandwich artists) or time wasting team building exercises (such as Lego play sessions for staff). As she goes on, she gets around to talking about creativity’s role in “making things new”. Here she expresses a familiar blurring of the lines between innovation and creativity, the first of which is often seen as essential to business success but without the Lego constructing nonsense associated with creativity. (See also James Dyson’s umbrage with the term “creative industries”, again drawing a defensive line around innovation.)
To survive, companies need to change from time to time. They need to do things slightly differently from how they were done before – but for that they don’t need creativity. They need people with intelligence and judgment to work out the right variations on existing ideas. More than that they need people with the determination to test those ideas, tweak accordingly and turn them into sales.
Not much to argue with there. But does this mean creativity should be treated with disdain and hostility? There’s also something going on here about identity; Kellaway starts her article with the declaration, “I’m not a creative”. Who is allowed and not allowed to be a creative? Why is it good or bad to be one? And does distinguishing innovation from creativity help – either with management or with identity?