The creative imperative: The role of creativity, creative problem solving and insight as key drivers for sustainability

Deterioration of natural ecosystems, scarcity of resources, and widening of social inequities call for more radical sustainable practices within organizations. The challenge of sustainability is a complex and systemic problem requiring openness to different ways of thinking, receptivity to new ideas, and the ability to navigate ambiguity. In this paper we examine the potential for leveraging theories of creativity to achieve more sustainable organizational practices. By drawing on previous research on creative outcomes and processes, creative problem solving (CPS), and insight problem solving (IPS), we critically discuss the contribution that creativity theories can make to the creation and enactment of more sustainable organizational practices. In doing so, we aim to advance our theorizing about the role of creativity in building sustainable futures. Due to its iterative and divergent nature, creative problem solving is more appropriate than linear routine problem solving models in generating novel sustainable solutions; however, the predominant focus of CPS research is on cognitive activities. Limiting creative problem solving to the cognitive domain can affect the quality of the problem statement, lead to a narrow definition of our problem, and result in incremental improvements. We propose that creative problem solving combined with the holistic problem framing and unlocking qualities of insight problem solving opens a pathway for organizations seeking more radical and breakthrough solutions to sustainability problems. Creative insight focuses not merely on the "novel" sustainable idea but also on the creator and the emotional, cognitive and psychological aspects of his/her thinking. Our discussion highlights some of the unique characteristics of a more insightful problem solving process, including the intentional expansion of the problem frame to include perceived barriers and actively using barriers to reveal core values and goals, and to bring these back into the problem frame. (C) 2016 Elsevier Ltd. All rights reserved.