A Juggler's manifesto: elevating creativity to stay productive amid uncertainty

Abstract

PurposeThe Industry 4.0 environment is characterized by fast data, vertically and horizontally interconnected systems, and human–machine interfaces. In the middle stands the manager, whose sustained performance is critical to the organization's success. Business disturbances—such as supply chain disruptions during the pandemic—can quickly test the manager's resiliency. While creativity and flexibility are critical for success in these situations, these skills are often not promoted directly. This paper will discuss strategies for enhancing managers' creativity and resiliency and give suggestions for improving professional development training and post-secondary business education.Design/methodology/approachA synthesis of the literature in business and psychology provides a foundation for creating a conceptual model incorporating strategies to promote managerial creativity and resiliency. While the model focuses on managerial performance under adverse conditions, the tenets of the model also apply during times of relative stability.FindingsFindings based on a synthesis of the literature on creativity in business and psychology provide the foundation for a conceptual model to identify potential elements in training and curriculum design to further managers' creativity and resiliency. This model recommends clear, actionable training and program-level curriculum design suggestions for improved managerial performance.Originality/valueThis paper identifies a conceptual model to enhance managerial creativity leading to increased resiliency through professional development programs and suggestions for educators in post-secondary business education. This model provides tools for managers to deal with adverse and rapidly changing conditions flexibly, promoting employee productivity and satisfaction.

Striking gold: navigating the education massification maze for work readiness

“…Primarily attributed to the work of David Kolb, experiential learning posits that knowledge is constructed through direct experiences and reflections on those experiences. Kolb's experiential learning model (Enstroem and Schmaltz, 2023;Kolb, 1984) emphasizes a cyclical learning process consisting of four stages: concrete experience, reflective observation, abstract conceptualization and active experimentation. This model implies that effective learning occurs when students actively engage in learning-experiencing, reflecting, conceptualizing and applying information.…”

“…This transition brings challenges and opportunities, especially as class sizes increase and student demographics diversify (Bosworth, 2014;De Paola et al, 2013). Amidst this backdrop, our paper seeks to address a critical yet underexplored question: How does large-scale teaching impact students' preparedness for the workforce, particularly in the context of the Industry 4.0 era's job market demands (Enstroem and Schmaltz, 2023;Shore and Dinning, 2023)?…”

“…The need for adaptability and a growth mindset becomes even more pronounced in the Industry 4.0 landscape, which demands resilience and creativity, particularly in the volatileuncertain-complex-ambiguous (VUCA) business environment. Enstroem and Schmaltz (2023) highlight that managers face unique challenges today, including business disruptions, fast data and complex system interfaces. These challenges extend beyond traditional soft skills, necessitating creativity and resilience.…”

“…These challenges extend beyond traditional soft skills, necessitating creativity and resilience. Enstroem and Schmaltz (2023) advocate for tailored professional development and business education strategies to enhance these skills, emphasizing the importance of a dynamic skill set, including adaptability and creative problem solving, for effective navigation in an unpredictable business world.…”

Setting up for success

“…Many firms see this role as more administrative but without the critical input of managers, many firms would be unable to sustain their performance or growth in the long term. Enstroem and Schmaltz (2023) investigated two qualities that managers should have to improve performance, namely creativity and resilience.…”