**2.1 Approaches**

The data collection and analysis of the same in this study has taken several months starting sometime in February 2020 to date. This was the time when the first case of COVID-19 had just been reported in Kenya.

## *2.1.1 University class engagement and discussions*

The researcher, who is an instructor at the university, engaged other scholars at universities on this subject. The scholars were sampled from two public universities, one private university and a TVET. Some of the respondents were not available for face-to-face interview and had to be contacted using other channels. Their responses were captured and analysed to give an insight in the subject under study.

Sampling was systematically done for purposive reasons on desired outcomes as indicted in **Table 1**.

### **2.2 Analysis of information from stakeholder organizations**

Analysis of information from stakeholder organizations such as WIPO-PRV Training, KIPI, KECOBO, KeNIA, NACOSTI.

These organizations are the major stakeholders in matters of innovation, creativity and intellectual property management. The information concerning creativity was obtained from their publications and Websites. The information related to training, regulation and registration, funding among others. The sought data obtained was analysed, and important conclusions were drawn from the same.

### *2.2.1 A meeting and interviews with industry players*

A meeting and interviews with industry players who included representatives from commercial banks, The Kenya Seed Company Ltd., Knowledge Transfer Network (KTN), Eldo Bub, and County Government of Nandi. These organizations were represented by high-ranking officials who gave their views on creativity and the possible industry and university collaborations on the subject at hand.

The officials were purposively invited on the account that they represented their organizations on this important topic. This is shown in **Table 2**.

### *2.2.2 Input from experts*

Expert opinion was sought from among others, Technology Transfer Manager [Moi University], intellectual property [IP] official from the University of Eldoret


#### **Table 1.**

*Respondents who completed the questionnaires on creativity.*


#### **Table 2.**

*Respondents who were interviewed during the meeting.*

[U.o.E.] and Eldo-Hub Head. These three individuals who are experts in the area of innovation, research and intellectual property were extensively interviewed on the subject of creativity. They also made suggestions on the way forward of fostering creativity. From those interview schedules and proceedings, very essential information was obtained, and critical insights and conclusions were made in connection with creativity. This became the basis for making findings of this study for the purposes of disseminating the results.

#### *2.2.3 Output from innovation workshops: Public lectures*

As a way of creating awareness on innovation, the university arranged innovation week in the year 2021 and 2022.Other than the exhibitions that were displayed, there were engagements among the innovators and participants, and the culmination of this was public lectures that were given by scholars such as Dr. Jesper Vasell, the Deputy Director of NACOSTI in Kenya, the C.E.O of KeNIA among others. In this endeavor, the then Director of Innovation & Research at the University of Eldoret, Prof. Vincent Sudoi was very instrumental. The proceedings from these sessions of the Innovation week illuminated so much on the subject of creativity and greatly assisted in extracting some of the issues that had been identified as challenges.

#### **2.3 Impediments to creativity**

One of the ways of eliminating barriers to creativity is removing things that clutter the mindset. Impediments, barriers and gap are terms that were interchangeably used. In this case, mindset issues that contributed to barriers or impediments included the thinking state, which is the concern for certainty, and formed opinions about a certain aspect of concept. This limits creative thinking. Another issue is security hunting—it is the concern for risk. It makes one become risk averse. We also have stereotyping which is a case that keeps abstracting reality. The probability thinking, on the other hand, seeks predictable results, which ultimately impedes creativity.

#### *2.3.1 Fear*

Fear is one of the biggest reasons that make organizations as well as individuals not to achieve their full potential in creativity. They have the fear of failure in their endeavors. The fact that there is no assurance that the new idea will work makes the creative people and firms to develop fear. Fear consequently slows the creative thinking process. As it is, creative thinking process is a psychological or intuitional one. When fear is recorded, it hampers or inhibits thinking. However, coming to terms with the fact that failing is an important part of learning; when handled well, it can lead to development and progress [1].

#### *2.3.2 Leadership issues*

Studies show and scholars agree that issues of innovation and creativity can be well spearheaded from the top leadership of organizations. The top executives and directors of various firms are yet to strongly come out and support the strategic importance of innovation and creativity as key elements of corporate performance. It would appear that currently corporates are yet to take leadership on this subject in

#### *Creativity Impediments and Solutions DOI: http://dx.doi.org/10.5772/intechopen.110693*

order to foster performance and development. It is thought that if top leadership of organizations changes its attitude and approach to creativity, then the performance of various firms can also change. But it means the top managers must now change and lead innovation and creativity from the front in their respective entities. They also need to start nurturing upcoming innovators and creative thinkers [12].

#### *2.3.3 Deficient resources and capacity*

Investing in creative activities and in innovations can be a very expensive affair, and the same requires massive finances and human capital. Equally needed are systems, training infrastructure and the experts. All these require huge amounts of funding which is insufficient. This is a big impediment for this creativity which is a necessary endeavor. However, firms, institutions and countries must take deliberate decisions and set budgetary provisions for this purpose. They can also employ strategies such as networking and collaborations in a bid to foster the creativity task.

## *2.3.4 Lack of necessary alliances*

Internal budgeting and structures may not assist alliances between teams. It is reported that many years later, organizations do not appear to have embraced the required collaborations to have things changed. It also seems that various barriers are still existing. These barriers could be similar across organizations and among individuals. They still impede creativity significantly. Lacks of strategic alliances among other factors still inhibit the ability to think creatively and hence innovate. Alliances must be encouraged to foster creativity and help in the achievement of the desired results. Creative collaborations are also about bringing people together, viewing challenges from different viewpoints and then linking that knowledge and understanding together, to create a solution. This must be a solution that can then be strategically planned and implemented effectively [13].

### **2.4 How to enhance creativity**

Various scholars in their studies have attempted to find solutions to some of the impediments that have been identified so far. Although the impediments identified earlier are weighty, they are only a representation of the myriad of other challenges. Therefore, the suggestions here are just a few ways of enhancing creativity. It means a lot more can still be done through initiating further research [14].

## *2.4.1 The creative process*

According to Corazza and Agnoli [13], whether one calls it creativity, creative thinking or just creative ideas, there must be a process involved in it. This process needs to be meticulous and can also be learned because it involves individuals, firms and systems. Above all, it must be supported financially, morally and by establishing the right systems.

What is fascinating is that creative thinking process is largely a subconscious process. Due to this fact, the individuals must be targeted because this process takes place intuitively.

#### *2.4.2 Techniques for improving the creative process*

The findings indicate that there is the need of improving the creative process. If this process is improved, then the ideas that can be obtained as a consequence can go a long way in enhancing innovation. There will be a likelihood that those who become creative by the works of their minds may also benefit and feel valued to even improve in future. But they have to feel protected and also need to benefit from their creative minds. This is how intellectual property comes in play as an important component.

#### *2.4.3 Intellectual property: protecting the ideas*

Intellectual property protection plays a critical role in creative thinking and ultimately in supporting creativity. For instance, the generation of ideas that results in the improved efficiency or effectiveness of a system facilitates two important aspects of creativity. There is the existence of the process. Such a process is goal-oriented; it is designed to attain a solution to a problem. Then we have the people, they are the resources that determine the solution. These individuals must be assured that the works of their minds will be rewarded and also be protected from infringement.

#### *2.4.4 Embracing kaizen concept*

The Japanese term Kaizen which refers to improvement, or change for the better, can be embedded in the creativity process. This is because it can be taken to include efforts by all employees from the top most to the lowest in cadre in striving for improvement. It strives to ensure that there is improvement of all processes and systems—including coming up with creative ideas, innovation and entrepreneurship. This is intended for the functioning of a particular organization. The concept strives for long-term superior quality and ultimately customer satisfaction [8].In today's business world, an innovative organization can employ the Kaizen approach for evaluation of its core organizational procedures, operations and even in routine projects. Among the suggested principles of Kaizen that can address the paradigm shift include avoiding assumptions, being proactive in problem solving, creating an environment where everyone feels endowed to contribute and using creativity to find solutions to organization's needs among others**.**

#### *2.4.5 Creativity and trust*

Studies indicate that there is a correlation between creativity and trust. Scholars posit that as a way of nurturing creativity in order to have an innovative and supportive system in the organization, there must be provision for mistakes that might occur. In other words, there is need for crafting a safe space that provides allowance for failure. Some of the key attributes associated with firms that foster creativity and innovation are allowing individuals to acquire lessons from mistakes made. This needs some level of trust. It means the employer will have to develop patience in order to allow the employees take charge of tasks that risky enough that can lead to failure [15].

It is further argued that this may be one of the ways of getting the employees' very best ideas. For instance, it is said that those employees who are based and work in the field understand their area better than most of the other workers. What it therefore means is that by allowing them room to dip their hands in to become innovative is beneficial to them as well as to the organization.

*Creativity Impediments and Solutions DOI: http://dx.doi.org/10.5772/intechopen.110693*

Some firms have witnessed employee-driven creative ideas and innovative solutions that have enabled them to avoid costly mistakes thus save millions of dollars and hundreds of hours. Thus, if companies put its trust in the hands of the individuals who work hard for them daily, then the team and the firm is likely to reap benefits that far outweigh the risks and the occasional failures.
