The role of benign structures in creativity and innovation, according to Moger and Rickards, is facilitating the team’s creativity. In their work on creative leadership in groups, structures are introduced in the model by the creative leader. The structures are benign in the sense that they don’t impose structural impediments to creative development and systems change. Benign control structures are not aimed at maintaining the status quo but can be a creativity technique. The technique will have codified and explicit protocols, but they operate to establish habits against habits. With collaborative creativity and innovation being very high on corporate agendas, benign structures idea needs to be looked at anew. Lastly, the role of benign structures in creativity and innovation is to enhance the already present creativity.
BENIGN CONTROL STRUCTURES IN CREATIVE LEADERSHIP
The role of benign structures in creativity and innovation is similar to its leadership role which is a creative success. Rickards and Moger propose that project team development and creativity theories can be integrated into a new conceptual framework. Therefore, the framework offers two structural barriers that bear on team performance and modifies the well-established team development Tuckman model. Benign control structures protocols sustain the creative efforts of team members as a means of breaching the barriers. Concept extension beyond project teams, suggests both trust-based and creative leadership shared the capacity to develop benign structures. Much work remains before a satisfactory theory of benign structures can be advanced. The role of benign structures in stimulating creativity is sometimes quite precise, seldom less exact, according to Gordon’s classification.
THE ROLE OF BENIGN STRUCTURES IN ORGANIZATION CREATIVITY MANAGEMENT
The role of benign structures in creativity and innovation is modifying a team’s performance level through creative leaders. Benign structures are composed of seven factors that foster cooperation. The resilience factor, leader, stresses the principle of making the team flexible to address frustrated expectations or difficulties. Another factor is a positive work environment climate among members who exchange approaches that stimulate creativity and innovation. Another factor is the shared vision, where members share a sense of purpose and responsibility for the team’s progress. According to the authors, the presence of the factors eliminates the barriers that hinder the implementation of benign structures. As a result of the elimination of the barriers, collective creativity gets favored by benign control structures.