The advance of the Employee and the Mistakes of Management 
 
Introduction
 
 
A big problem in most of the management is that even good-intentioned managers unintentionally kill the very creativity of the employee. All managements demand their group to be more creative and productive. There is a simple but powerful experiment that isolates two anti-creative managerial behaviors and display how to encourage creativity among the employees.
 
 
Study reports
 
 
In a study on the issue of Organizational Behavior and Human Decision Processes, demonstrates that how people are treated at work has a huge impact on their creativity in that setting regardless of their native creativity. The researchers found two factors strongly inhibited freedom of thought they are:
 
 
1. Following a routine example.  
 
 
2. Expecting highly judgmental evaluations
 
 
On the other hand, people show much more elegance when they look forward to supportive, instructive follow-up, and when given creative examples to flicker their thoughts.
 
 
Experiment 
 
 
It started with eighty one undergraduate students to participate in a research study. They were vaguely told dealt with management problem solving. It began with a brief questionnaire designed to measure innate levels of creativity. The students were then given an in-basket exercise asking for responses to a series of clever memos that required creatively addressing human-resource problems in a hypothetical steel company. And it was so interesting. 
 
 
Some of the participants were told that HR experts would review the responses and that they would share with the students what they liked about the answers. They might also suggest possible alternatives or improvements, all in the spirit of learning. And they co-operated with it. Some were told in no uncertain terms that their creativity would be judged in great detail by tough, knowledgeable, human-resource experts. Responses would be scored, comparisons would be made and results would be tabulated. Then the result came out. 
 
 
Result
 
 
The result was that half the students expected a rigorous grilling, while the other half looked forward to learning and encouragement.  One group came up with much more inventive solutions, as judged by a panel of creativity experts using a carefully crafted seven-point scale. This kind of experiment also addressed the question of encouraging or discouraging creativity by example. The students in the group shown the creative model hatched the most novel and useful responses, also as judged by HR experts. In that portion of the test, one-third of the participants received a standardized response to a memo to use as a model, one-third received no sample response, and the final third was shown a creative response to get their ideas come out. 
 
 
Conclusion
 
 
If you decide that you want creativity in an organization, you have to make that desire apparent to your work force and stop getting in the way. Nobody can diminish the creative spark than judgmental critiques of innovative efforts. And showing someone a standard way to do something runs the risk of shutting down his or her ability to think of new advance.