THE CREATIVE ORGANIZATION ANDCREATIVE APPROACHES TO PROBLEM SOLOVING

Creative Approaches to Problem Solving
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Creative Approaches to Problem Solving
Abstract
Innovation and creativity are essential instruments across organizations. Ed Catmull article regarding Pixar explores the principles of organizations striving at achieving corporate innovation and creativity. This discussion uses the organizational context in elaborating the importance of teamwork and the development of values of an organization towards producing commonness of operations. In this case, having cooperative employees in an organization brings about the smooth execution of services and decisions. Additionally, conflicts can be solved in time during the course of operation. The Pixar writings and artistic animations are collectively executed through the complete work of members. In this case, unfinished work affects the entire art development. Therefore, to resolve on conflict of art development, the team directors have to refine the efforts of every member and smooth the art development. This paper discusses the three organizational principles by addressing the relationship between the employee and the management of Pixar Corporation. Ed Catmuli has this case to define the importance of addressing common goals relevantly.
Key Words: Innovation and creativity, teamwork, directors, art development

Fostering Innovation and creativity within an organizational context bring about the better outcome in service and efficiency. Every organization strives at ensuring the productivity of services and daily operations through the smooth execution of strategies and decisions.

Therefore, working in an organization whereby everyone thrives at innovations could bring about constant productivity thus easy achievement of the bottom line of services (Giustiniano, Lombardi & Cavaliere, 2016). Usually, such organizations have better opportunities and competitive advantages over their competitors. In this case, these organizations with innovative employees collectively work as a team in building common values regarding organization culture (Ed Catmull, 2008). These shared values among employees enhance risk mitigation strategies on subsequent projects.
According to Ed Catmull, “How Pixar Fosters Collective Creativity,” consist of three organizational principles. They consist of empowering employees, creating a peer culture and crafting a learning environment in an organization (Ed Catmull, 2008). According to Pixar, empowering employees refers to the process of giving employees to take control of their ideas development phases. For example at the Pixar studio, each department is granted freedom to develop a new movie idea. Thereafter, directors across the department refine the art and ensure healthy relationship among the members (Ed Catmull, 2008).
Secondly, Pixar ensures a peer culture within the organization. It refers to the process of encouraging teamwork and helping every member produce the best art of work. At Pixar studio, every art and animation work is incomplete to the whole crew in care of unfinished work. The final organizational principle is learning the environment whereby Ed Catmull defines it as the process of emphasizing day to day learning as a process of gaining new strategies. In this case, every employee is required to learn new skills on a daily basis as a process of advancing their careers (Ed Catmull, 2008). Additionally, this fosters mitigating risk strategies in the future creative art development.
In conclusion, developing organizational principles help organization stabilize on services and values of work. The Pixar organization has been relevant using the three organization principles towards achieving teamwork and creative service in artistic writings.

References
Ed Catmuli (2008). How Pixar Fosters Collective Creativity. Retrieved from https://hbr.org/2008/09/how-pixar-fosters-collective-creativity
Giustiniano, L., Lombardi, S., & Cavaliere, V. (2016). How knowledge collecting fosters organizational creativity. Management Decision, 54(6), 1464-1496. doi: 10.1108/md-04-2015-0111