Creativity Is Not An Oxymoron

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In an ever-diversifying global market, creativity has become imperative in empowering innovation within the market. The demand for creativity has increased, especially in the business market sphere and a need for managing creativity is evident. However, the coming together of management and creativity is believed to be “incompatible”, and “mutually destructive” by parties from both arts and management backgrounds (Howkins, 2002, p. 120). If management where a square, creativity would be a circle, and the two are not complementary shapes, thus many would argue managing creativity to be oxymoronic. Because of the different characteristics and methods of creativity and management, this statement seems true surface level. Creativity is an ambiguous term that is subjective and difficult to measure in a definite form and makes it difficult to manage in one specific way. So how can a manager maximize the creativity of an individual and how can one manage creativity most effectively and collectively?

This paper will focus on the idea that managing creativity is not an oxymoron if the right approaches are implemented. Creativity is necessary for new innovation to happen, but a business’s foremost focus is on growth and profit (Howkins, 2002). Managing creativity is the first step to cultivating new forms of innovation. For this to happen most successfully acknowledging characteristics consistent to creative individuals and applying a specific manager or leader who can
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