Creative Management

Jane Henry

Publisher: Sage, 2000, 323 pages

ISBN: 0-8039-8491-X

Keywords: Change Management

Last modified: July 31, 2021, 12:48 a.m.

As the pace of change quickens, creative perception and inspired judgement become increasingly essential to good management. Through key writings of those prominent in the field, this timely book explores the impact of creative thought upon management action. It successfully combines theoretical analysis with practical suggestions for developing and applying creative processes in real-life situations.

The book examines the nature of creativity from a range of different viewpoints including scientific, cognitive and psychodynamic as well as management perspectives. The authors address the non-rational aspects of management thinking, the power of metaphor, and the place of creativity in decision making.

An analysis of key creative processes sets problem solving, mapping and networking alongside intuition, imaging and judgement. The relationship between personal management style and creative behaviour is investigated. Looking towards the future, the book considers the implications of such global trends as prolferating information technology and growing ecological awareness for new modes of thinking and managing creativity.

Creative Management will be essential reading for all managers, management students and teachers concerned with the paramount role of creativity in the management process. It is a Course Reader for the Open University MBA.

  • Section I: Creative Perspectives
    1. Making Sense of Creativity
      Jane Henry
    2. The Roots of Inspiration
      Neil McAleer
    3. Lateral and Vertical Thinking
      Edward de Bono
    4. Science, Order and Creativity
      David Bohm and F. David Peat
    5. Play, Reality and Creativity
      John N. T. Martin
  • Section II: Creative Management
    1. How Senior Managers Think
      Daniel J. Isenberg
    2. Planning on the Left Side and Managing on the Right
      Henry Mintzberg
    3. Decision Making and Deal Making: How Creativity Helps
      Robert Lawrence Kuhn and Louis Kuhn
    4. Paradigms, Metaphors, and Puzzle Solving in Organization Theory
      Gareth Morgan
  • Section III: Creative Processes
    1. Problem Solving and Creativity
      Geir Kaufmann
    2. Mapping: Creating, Maintaining, and Relinquishing Conceptual Frameworks
      Michael B. McCaskey
    3. Corporate Networking: How To Tap Unconventional Wisdom
      Robert K. Mueller
    4. The Logic of Intuition: How Top Executives Make Important Decisons
      Weston H. Agor
    5. Judgment
      Geoffrey Vickers
    6. Imaging and Creativity: An Integrating Perspective
      Vaune Ainsworth-Land
  • Section IV: Creative Development
    1. Adaptors and Innovators – Why New Initiatives Get Blocked
      Michael J. Kirton
    2. Strategic Management Development: Experiential Learning and Managerial Competencies
      David Kolb, Stuart Lublin, Juliann Spoth and Richard Baker
    3. Top Management Teams and Organizational Renewal
      David K. Hurst, James C. Rush and Roderick E. White
    4. Developing in Phases
      Ronnie Lessem
  • Section V: Creative Future
    1. The Age of Unreason
      Charles Handy
    2. Emerging Waves and Challenges: The Need for New Competencies and Mindsets
      Gareth Morgan
    3. Transnational Economy – Transnational Ecology
      Peter Drucker
    4. IT in the 1990s: Managing Organizational Interdependence
      John F. Rockhart and James E. Short


Creative Management

Reviewed by Roland Buresund

Good ******* (7 out of 10)

Last modified: May 21, 2007, 3 a.m.

School literature, but still a good introduction to a number of thinkers on creativity. Be warned, you really need to like the subject to appreciate the book; not for casual reading.


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