Creativity as a strategic capability
Creativity in organisations is not random or purely intuitive - it is a systematic capability that can be nurtured. Mumford, Martin and Elliott (2019) describe it as a multi-stage process involving problem identification, idea generation and solution implementation. For improvement leaders, this means using creative tools to connect insights from across systems and translate them into innovation. By integrating creativity into strategic processes, organisations can become more agile, opportunity-focused and resilient in the face of uncertainty (AlQershi, 2024).
Six thinking hats: Expanding organisational perspective
Edward de Bono’s Six Thinking Hats technique encourages teams to explore problems through six distinct lenses: facts (White), feelings (Red), caution (Black), benefits (Yellow), creativity (Green), and process (Blue). It helps separate emotional reactions from evidence-based reasoning, leading to balanced and inclusive decision-making. According to de Villiers (2022), structured ideation tools like Six Thinking Hats promote psychological safety and prevent groupthink by giving each perspective equal space. For improvement leaders, this tool is particularly useful when reviewing strategic options, facilitating cross-functional dialogue, or aligning diverse stakeholder views.
SCAMPER: Stretching existing ideas
The SCAMPER technique (Substitute, Combine, Adapt, Modify, Put to another use, Eliminate, Reverse) provides a structured way to improve existing processes or products (Michalko, 2010). It works by challenging current assumptions and sparking new combinations. SCAMPER is highly effective when resources are limited, as it helps teams repurpose what already exists to create something new. Leopoldino et al. (2016) note that structured creativity frameworks improve both idea fluency and practicality by guiding teams through predictable yet flexible thought patterns.
Brainwriting: Generating volume and variety
Brainwriting replaces verbal brainstorming with silent written idea generation. Each participant writes down several ideas before passing them to others, who build upon or adapt them. This method reduces dominance bias, increases participation, and often produces a wider range of innovative solutions (de Villiers, 2022). McFadzean (1998) found that written methods encourage divergent thinking by allowing reflective contributors to engage equally. For leaders managing diverse teams, brainwriting ensures all voices are heard and that creativity becomes a shared process rather than the outcome of the loudest perspective.
The five whys: Getting to the root of innovation barriers
While many creative tools encourage idea generation, the Five Whys technique supports diagnostic creativity by helping leaders understand what truly needs to change. By repeatedly asking “Why is this happening?”, leaders can uncover root causes that block innovation or performance (Mumford, Martin and Elliott, 2019). McFadzean (1998) highlights that deep questioning enhances creative quality by focusing attention on the right challenge, not just the visible symptom. Using the Five Whys alongside tools like SCAMPER ensures creative energy is directed where it will have the greatest strategic impact.
Mind mapping and forced connections: Linking ideas across systems
Visual and associative tools such as Mind Mapping and Forced Connections expand creative capacity by making abstract ideas tangible. Mind Mapping helps teams explore relationships between problems, resources and opportunities, revealing hidden connections (Leopoldino et al., 2016). Forced Connections, on the other hand, deliberately pair unrelated concepts (for example, asking “What would this look like if it worked like a social network?”) to trigger novel thinking (de Villiers, 2022). Both tools promote cross-functional collaboration and systems-level insight, making them valuable for leaders managing complex change.
Applying and integrating creativity tools
Strategic improvement depends on connecting creativity with purpose. Leopoldino et al. (2016) emphasise that organisations using multiple creativity techniques achieve better innovation outcomes when they align idea generation with strategic objectives. Leaders can embed creative sessions into project planning, problem-solving workshops, or continuous improvement reviews.
For example:
- Use Six Thinking Hats to explore barriers to performance.
- Apply SCAMPER to redesign workflows or services.
- Run Brainwriting or Mind Mapping to generate diverse options.
- Use the Five Whys to confirm the problem before implementing change.
By mixing methods, leaders make creativity a repeatable, measurable part of strategic improvement rather than an occasional activity.
Building a culture of creative improvement
A creative culture enables innovation to scale. McFadzean (1998) identified leadership behaviours that support creativity: trust, openness and tolerance for calculated risk. When these are combined with tools like SCAMPER or Brainwriting, teams are more likely to experiment, share learning and improve collaboratively. AlQershi (2024) links this capability to strategic performance, arguing that creativity fuels innovation and competitiveness through human capital development. Leaders who normalise techniques such as Mind Mapping, Forced Connections and Reversal Thinking build psychological safety and show that creative thinking is both expected and rewarded.
Action Point
Select one upcoming improvement challenge and apply two creative tools: use Brainwriting to gather diverse ideas and SCAMPER to refine them. Combine insights into a single prototype or action plan and review it through the Six Thinking Hats framework. Observe how the process affects engagement, solution quality and innovation speed. Repeat this method in future projects to build a consistent creative rhythm across your team.