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The papers are quite dense, so it's harder to read, to understand and takes more time, this turns people off from actually joining and understanding the things around.
Good management has to take into account that there are people who want to 'take the stage' and then there are people that don't want to.
-# Factor 2: Goal Clarity
+
+Ok so here comes all the questions that have to be answered for PoC?
+
+Maybe even call this: structure & support?
+or perhaps systems and tools?
+
+### Explanation
+In this case Resources and Infrastructure does not only refer to the facilities and practical tools that support the individual or group in achieving their creative outcome, during every part of the process such as the brainstorming session with i.e. rooms and post-its or the tools for the idea to 'fly' but but also to the way that the environment is structured. Such as the timetable of the company, where it is flexible and where it allows for freedom, as well as the organisation and coordination of different groups within the company.
+This is relevant because creativity needs support that goes beyond simply using techniques, and while creativity can be achieved using this alone, in a sub-optimal environment, going without it can be compared to not using a crutch with a broken leg.
+
+Luka:
+ Goal clarity is the degree to which objectives are specific, well-defined, and aligned with the tasks
+ and expectations of individuals or teams, providing a clear direction that reduces ambiguity while
+ enabling focused and purposeful creativity. In the context of creativity, goal clarity ensures that
+ innovative efforts are structured and directed toward achieving relevant and impactful outcomes,
+ balancing the need for exploration with a clear framework for action.¹ ² ³
+ Goal clarity is a crucial factor for creativity in practice because it provides the necessary structure
+ and direction that enable individuals and teams to channel their creative energy effectively.
+ Creativity thrives in environments where there is a balance between freedom to explore and clear
+ objectives to guide that exploration.
+### Context or Domain Specificity
+While this is also relevant in a context of personal creativity where you want to do things on your own and make yourself work the most creatively you can, it's particularly relevant in group settings as it also includes the idea of organising these groups and having them collaborate.
+
+### Practical Examples
+Google has the so-called 20% rule, where employees are encouraged to spend 20% of their time to work on something they think will benefit Google and that they have a personal interest in. This 20% of the time is paid time as well, meaning employees do not feel they are sacrificing anything by having their creativity encouraged. With the help of this 20% rule Google News was created, one of the biggest and most popular news aggregators on the internet.
+
+
+https://medium.com/@nareshnavinash/googles-20-time-policy-60d5706084be
+
+Sekar, N. (2024, June 27). *Google's 20% Time Policy*. Medium. https://medium.com/@nareshnavinash/googles-20-time-policy-60d5706084be
+
+Shetty, K. (2024). *Google's 20% Time Rule and Workplace Actualisation*, Eaton Business School. https://ebsedu.org/blog/google-tapping-workplace-actualization-20-time-rule/
+
+https://www.cnbc.com/2021/12/16/google-20-percent-rule-shows-exactly-how-much-time-you-should-spend-learning-new-skills.html
+
+### How to measure / observe
+Good resources and infrastructure can both be a qualitative and quantitative thing, as the facts of which infrastructure exists is a qualitative matter, and best observed through interviews and surveys of the employees and how they feel supported in specific aspects of their work, but also, partially through quantity as, for example, the amount of Servers available for employee use at Google is a number.
+
+### How does it influence creativity and what does it influence
+
+
+### Related factors
+
+
+### How to influence this factor
+
+Leadership:
+
+More free access to resources even in employee free time
+
+Different, more autonomous time organisaton
+
+More decentralistation and own initiative in employees.
+
+Amabile, T.M. (1996). Creativity in Context: Update to the social psychology of creativity. Westview Press.
+
+One of the major ways this factor can be improved is through the reduction of centralisation in an organisation using high quality coordination and communication tools between teams and shifting the structure around that, as this can lead to a large increase in autonomy and creative output as people also feel more secure to express their ideas in such a context. (Saeed & Rafique, 2014)
+
+### Intervention example
+
+
+### Future or call to action
+
+
+### Relation to session duties
+The fact alone that there are commonly understood session duties can be counted under the of resources and infrastructure, as understanding and incorporating them is a crucial part to leading an effective session, and the fact that this is prerequesite knowledge that is available is part of the resources that lead to an effective session.
+
+# General Reference
+Saeed, A., Rafique, Z. (2014). The Impact of Organizational Structure on Employees' Creativity: A Sector Based Study. Journal of Information & Knowledge Management. https://www.researchgate.net/publication/274558628_The_Impact_of_Organizational_Structure_on_Employees%27_Creativity_A_Sector_Based_Study
projects / research-obsidian.git / commitdiff