Image Credit: Alice Dietrich
The football season is drawing to a close. As key issues such as titles, promotions and relegations are settled those involved in the sport are starting to go through periods and processes of review and reflection. One particularly interesting viewpoint that has found its way into the media recently has been the view from some pundits that the game as played in the Premier League is becoming predictable and boring. These trends are considered by some to be a function of tactical strategies and approaches that were reasonably recently seen as innovative and creative.
Maybe this is just a function of the inevitably tipping point that seems to occur when the mass adoption of ideas turns what was original thinking into the norm. At this point it seems common for people to lose interest and become negative. While this criticism can be difficult, the more important effect is that the specific approach in question may cease to be effective leading to periods of time when outcomes are unsuccessful.
If one reflects on this issue it becomes clear that creativity and innovation in ideas are important skills for people to both develop and regularly include in their professional behaviours. It’s my experience that these attributes can be quite difficult for people to foster. Once gained (if they can be) it seems relatively easy for them to be lost as when individuals become practiced/established in a way of thinking or course of action they are frequently reluctant to change their processes if they are considered effective.
From my point of view there seems to be a responsibility for those engaged in developing people/practice to try and ensure that they maintain a drive to be creative in thought and ensure that there is a willingness to try new approaches and change if there is evidence that a new way can be more effective. As difficult as this can be it is often the case that when there is a decision to cross the threshold of trying a new approach the process and outcome are always more interesting than it would have been if done the old way.
B.Drust@bham.ac.uk