An individual’s role in a team undergoes several changes. Individuals while working in a team engage in a constant sensemaking process and interprete their environment and accordingly choose their actions as a member of the team. These changes either motivate an individual to express new ideas or hold them back. This paper highlighting limitations of existing creativity literature, invites researchers and scholars to assess creativity of a team in terms of its potential to generate new ideas and not in terms of creative results achieved by the team already. The paper offers a new taxonomy of creativity developing three levels of creativity Here three levels of creativity have been defined, namely (i) Null Creativity, (ii) Nascent Creativity and (iii) Nurtured Creativity. Null Creativity refers to a stage where in a team most of the individuals abstain from expressing new ideas. The team has several ideas but they are mainly unexpressed. This means that the team has lot of untapped creative potential. When a team has several ideas expressed but they are yet to be accepted and be made a concrete creative outcome, the team is said to have Nascent Creativity. Nascent Creativity is generally higher in the earlier stages of workings of teams when many individuals were expressing ideas but later on the level of Nascent Creativity reduces and these ideas are either accepted and hence the organization has more of Nurtured creativity or these ideas lapse and individuals avoid expressing new idea which eventually results in an increased level of Null Creativity.
|Keywords:||Creativity, Sensemaking, Team, Decision Making, Role Evolution|
PhD Student, Entrepreneurship Department, IESE Business School, Barcelona, Cataluña, Spain
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