White paper
Wellness and Creativity, Which are the real levers for the creative grail?
C
Creativity is a (new) imperative for the survival of the companies. As a guarantee of their ability to renew themselves and anticipate the evolution of this society and market- where the only constant is permanent changecreativity is now on everyone’s lips. We need to innovate, and for that we need more collaboration and creativity.
are concerned with providing pleasant and friendly work environments that are oriented towards their occupants. Thus, the happiness manager, in charge of animating these new spaces, reveals a certain concern for happiness at work that would create an atmosphere conducive to exchanges and creativity.
The potential solutions for this problem are generally centred on two factors: technological tools and contemporary spaces. Transformations or evolutions focusing only on these material solutions are largely destined to fail, because creativity is above all types of state of mind and individual and collective wellness, certainly favoured by tools and working environment, but above all dependent on cultural and psychological factors.
However, these spaces are rarely accompanied by the evolution of the ways of working, necessary to be really used and to promote the imagination, risk-taking and ultimately the creativity of employees. Thus, when project or innovation rooms are set up, but employees do not have the necessary technological and recreational equipment, these spaces become difficult to use. Beyond the material question, it is a culture of control that shuts down creative impulses.
Through a series of themes developed by the Ergonoma Journal website, along with the BICG’s experts in new ways of working, we will see what are the real challenges of creativity that companies are facing.
What contribution the workspace can make Recent transformations of workspaces such as the blooming of nap rooms or table footballs, show how organizations
© DR
Octobre / Novembre / Décembre 2019 | 38 | Ergonoma N°57
The culture of an organisation, as well as the internal processes that strengthen it, must therefore encourage the use of the spaces: management based on trust and not control will allow employees to use these special rooms. Consequently, managers will give employees more scope to work creatively, and standardised and flexible internal procedures will allow the evaluation and follow-up of ideas of interest to the organisation.