Andrzej Mirski

THE ECONOMY OF CREATIVITY IN CULTURE MANAGEMENT

Fundamental to the understanding of creative economy – what it comprises and how it functions in the economies of both developed and developing countries – are the concepts of “cultural industries” and “creative industries”. This article provides an overview of the development of the concepts of “creativity” throughout this decade leading to what has become known as “creative economy”. The author’s intention is not to reach a final consensus about the concepts, but to understand their evolution. The major drivers of the growth of creative economy and its multiple dimensions are examined in the light of recent developments including the world economic crisis. This article also provides evidence for economic contribution of creative industries to economy. The author also tries to consider separately the notions of economic value and cultural value. In this approach, he refers to the fact that economic thought is based on a traditionally individualistic approach, while culture is a manifestation of collective behavior.

Zarządzanie twórcze jest nową dziedziną wiedzy w dziale nauk o zarządzaniu. Jako przedmiot nauczania wprowadzone zostało przez Tudora Rickardsa w roku 1984 w Manchester Business School i szybko znalazło uznanie w innych szkołach biznesu. Warto na marginesie dodać, iż w tym samym czasie naukę o twórczości propagował w środowisku inżynierskim doc. dr Tomasz Kocowski z Instytutu Psychologii UJ. Miałem przyjemność uczestniczyć w dwóch zorganizowanych w Sudetach znakomitych warsztatach twórczego myślenia, w których uczestniczyli przede wszystkim naukowcy, inżynierowie, projektanci i wynalazcy, psychologowie zaś pomagali im w osiągnięciu twórczego podejścia i generowaniu twórczych rozwiązań w ich dziedzinach działalności. W Polsce nie było jeszcze w tym czasie wielkiego prywatnego biznesu, menedżeryzm zaś robił dopiero pierwsze, z konieczności niezbyt udane kroki w anachronicznym i nieefektywnym sektorze państwowym. Siłą rzeczy akcentowano więc przede wszystkim tę sferę twórczości, którą można nazwać twórczością technologiczną, a która zawsze odgrywała i nadal odgrywa w świecie współczesnego biznesu ogromną rolę. Zasady twórczego zarządzania mogą i powinny być także zastosowane i rozwinięte w innych dziedzinach zarządzania – również w dziedzinie zarządzania w kulturze.

Creativity as the source of culture

In this paper the author presents human creativity as the main source of culture. Logically, it comes even from the definition of culture, understood as everything created by men (everything, which does not belong to nature). Creation by man includes the material, symbolic and societal types of culture. In the field of symbolic culture, like art, science or media, the process of creativity includes activities which result in new and valuable products. Creativity develops in the private, social and cultural domains. In the private domain an individual creates something, which is new and valuable for himself (or herself). In the social domain an individual creates something, which is new and valuable to a group, where he or she belongs. Finally, creativity in the cultural domain means creating something, which is new and valuable for all human culture. Normally it is possible through the publication or public presentation of a product, after a process of selection. Thus, normally there exists a barrier of entering this main. Creativity in the domain of culture requires not only being a creative person in the psychological sense, but also a huge amount of knowledge and practice in the specific field of activity. But by enhancing the private and social creativity, it is possible to enlarge the number of persons, which could inspire to enter the domain of cultural activity. Moreover, the true creative activity always contains the individual, private, authentic internal perspective, and is always directed to some social environment.
Also, the new ways of distributing the creative products, like the Internet, makes the barrier to cultural creativity less tight, than they used to be in the past.

Cultural value and the principle of dual maximization

Cultural behavior, as well as economic, can be divided into passive behavior (consumption of cultural goods) and active (production of cultural goods). In the field of cultural behavior we also have to deal with limited maximization, except that it has a different character than in the case of economic behavior. In the case of active economic behavior (work, business) in order to maximize profit is limited, in the case of active and cultural behavior (work) in order to create a cultural value. In the case of passive cultural behavior, which is a collection of cultural works goal is to maximize the utility of cultural value. It seems, however, that best solution exists, when the values are maximized at the same time cultural and economic.

Cultural management

Generally speaking, cultural management is management, in the area of culture. However, it is a very broad definition, therefore, can be many different forms of cultural management. In this article the author wants to refer to the two most important forms of cultural management: the management of culture and culture management. These terms are sometimes confused with each other. The differences mainly take the way of understanding culture. We can understand culture as the total of the inherited ideas, beliefs, values, and knowledge, which constitute the shared bases of social action, the total range of activities and ideas of a group of people with shared traditions, which are transmitted and reinforced by members of the group, the artistic and social pursuits, expression, and tastes valued by a society or class, as in the arts, manners, dress, etc, the attitudes, feelings, values, and behaviour that characterize and inform society as a whole or any social group.
The author of this article proposes two types of culture (distinguished on the basis of previous arguments). The first is the intellectual culture (creative), the second is the integral culture (relational). Both together make up the common culture, understood in the broadest sense. The both of them could be developed by the proper cultural policy of the state.

Managing by Values in management of media company