M.N.C. Aarts

Creativity, planning and organizational change

Purpose – The purpose of this paper is to reflect on the relationship between creativity and planning perspectives.Design/methodology/approach – Creativity is considered to be the source of new and competitive ideas through which an organization positions itself in its environment. A distinction is made between means‐end planning and emerging alternative approaches to planning. It is argued that in means‐end planning schemes creativity is predominantly a problem solving activity seeking to find an ideal mix of instruments to meet a clearly stated goal.Findings – Demonstrates that creativity can be much more if other perspectives on planning are accepted. A broadened concept of creativity is presented, pointing to strategic devices that promote and facilitate creativity in an organization.Originality/value – Is of value by stressing that “being creative” should be a part of an organizations everyday experiences, a component of normal meetings, and a reality for all members of an organization.

The orientation of organizations to their environments: Functions of the unconscious mind

This article focuses on the unconscious processes involved in dealing with the environment of organizations, a main concern of public relations. To do so, we analytically distinguish between 3 types of relationships: those based on rules, those based on profitability, and those based on values. We explain how the unconscious mind affects ones perceptions, interactions, and decision making. Next, we present our central model, consisting of 4 modes: sending, giving off, interpretation, and resonance. Combining these modes leads to 4 types of communication that are elaborated in more detail. Finally, we ask how organizations can deal with their own unconscious reflexes and suggest a more in-depth reflection on current practices.