360 Degrees of Creative Self-Efficacy

Get ready to explore the power of 360 degrees of creative self-efficacy!

Let’s begin by defining key terms. Self-efficacy is a concept and theory of motivation that arose in 1977, through the psychological research of Dr. Albert Bandura. It is considered a seminal concept because it can impact every human behaviour, goals, the choices or decisions people make, and the effort expended. Simply defined, self-efficacy is the confidence that an individual has in their own abilities.

Several health behaviour change theories and models capture the concept of self-efficacy. For example, social cognitive theory, the health belief model, the theory of planned behaviour, self-determination theory and the knowledge-attitude-behaviour model. ?An individual’s perceived self-efficacy is directly linked to performance and helps bridge the gap between knowledge and action.

Creative self-efficacy is a more specific concept that ties together creativity and self-efficacy. It can be defined as an individual or team’s confidence in their ability to generate creative ideas or solutions. Building creative self-efficacy is absolutely critical for “major” innovation.

Cinder to Flame coined the phrase: 360 degrees of creative self-efficacy. A circle has no beginning or end; it can depict a continuous cycle of activity such as strengthening creative self-efficacy. The focus is on humans (people) who comprise the corporate culture. A 360 degree approach encompasses how individuals, teams and leaders function and interact within the context of their work environment.

There are multiple facets of a healthy corporate culture to align for “major” innovation at individual, team and leadership levels. At an individual level, studies have linked health and well-being to several prerequisites for creative self-efficacy. Creative thinking is an energetic activity and well-being is associated with one’s energy level. Another prerequisite is the right mindset. The ability to generate creative ideas requires sustained high energy along with a positive and open mindset. Two other associated factors are change tolerance (degree of receptiveness to change) and resilience (characterized by the ability to bounce back from failure).

The biopsychosocial model views people as whole persons (beyond their health and well-being) and captures experiences, behaviours, psychological factors and the social context (e.g. interactions with others and the context of one’s work and home environment).

Maximizing creative capacity within teams hinges on several factors such as psychological safety to express more radical ideas, that may threaten and disrupt the status quo. Both overt and covert behaviours can stifle creativity within teams. As well, a team’s capacity for creative thinking requires a diverse team (think in terms of outsiders) and a repertoire of thinking styles to generate novel solutions.

Innovation case studies have identified two competing priorities of the leadership team: to maintain order and smooth operations or invite disruption to discover and implement “major” innovation. The latter can maximize results and this requires courage to take risks, knowing that failure is inevitable along the path to successful implementation of “major” innovation.

Cinder to Flame helps Corporations maximize cost containment and quality in service delivery through a strategic program that builds a healthy corporate culture to ignite “major” innovation.

Are you ready to:

1. Build upon your corporate culture
2. Implement a 360 degree approach to strengthen creative self-efficacy
3. Advance innovation?

Contact Cinder to Flame: https://www.cindertoflame.ca/contact

? Deborah (Ellen) Wildish, Cinder to Flame 2022-Present. All Rights Reserved.

#cindertoflame