Using Large Scale Individual Creativity to Improve Organisational Efficiency

Ray Clapp, PhD, Vorapot Rucktum, PhD



 This study reviews the outcomes from six similar organisational interventions two from the USA, three from the UK (one using Appreciative Inquiry) and one from Romania. By way of an illustration the process used by one of the interventions (Clapp, 1991) is described in detail. This process uses a well-defined problem to elicit potential solutions from people working in the organisation who have knowledge of the problem area. The results are compared with the five other interventions that use a similar process. The results show that given a supportive environment and a clear objective most people will engage in a problem-solving exercise and generate many ideas, the bulk of which are set within the current context. The number of ideas generated per person ranged between 1.33 and 1.53. Whereas for the project that used Appreciative Inquiry the number of ideas generated per person was 2.3. The average value of the savings from the ideas of each project ranged between £3.44K and £6.88K. These studies provide support for the theory that all people are creative problem-solvers given the opportunity to become active participants (Kirton 2003). Furthermore, to make use of this creativity in an organisation, managers have to provide a setting that will support and motivate individuals to focus their potential on a target of organisational importance.


Key Words: Individual Creativity, Organisational Performance, OD Process Replication.

Full Text:




Bratu D (1994) Unpublished M.Sc. Thesis University of


Clapp R G (1991) Unpublished PhD Thesis Council for National Academic Awards.

Cooperrider D.L.Sorensen P. Whitney D.& Yaeger T.(Eds). (1999) Appreciative Inquiry: Rethinking human organization towards a positive theory of change. Champaign IL Stipes

Cummings T.G.& Feyerherm A.E. (2005) In Rothwell WJ and Sullavan R (Eds) Practicing Organisation Development. Pfeiffer, CA USA

Drucker P F (1969) Management's New Role. Harvard Business Review. Volume 47(6) Pages 49-54.

Ganslen B (2006) In Bunker B B, & Alban B T (Eds) Handbook of Large Scale Methods, Jossey-Bass USA

Heron, J. (1988) ‘Validity in co-operative inquiry’, in P. Reason (ed.) Human Inquiry in Action. London: Sage

Judge M C Y (2004) Ground-Breaking Systems Change Making it Happen at the BBC OD network Conference Puerto Rico (October 2004)

Kaplan S, Fry R (2006) In Bunker B B, & Alban B T (Eds) Handbook of Large Scale Methods Jossey-Bass USA

Kirton M J (2003) Adaption - Innovation (In the Context of Diversity and Change). Routledge London.

December. Pages 26-29.

Kotter J. (1996) Leading Change. Harvard Business School Press, Boston, USA.

Lewin K (1946) Action Research on Minority Problems, Journal of Social Issues Volume 2(4) Pages 34-46

Oates D (1976) Triggering of an Avalanche of Ideas. International Management


  • There are currently no refbacks.