The Harvard Business Review blog posted recently on how to manage creative types. They make some good points (in a Thurston Howell III kind of way).
I think it's great that there's recognition that structure and uniformity can be at odds with innovation and experimentation; and particularly that the piece acknowledges that there is a cost incurred when a company decides it wants to get out front and really be creative instead of playing it safe.
I'm not thrilled with the part about paying creatives poorly, though. Starving artists are only more motivated than well-fed ones when they're actively seeking a better job.
Seven Rules for Managing Creative People.
But HBR's points did not go unchallenged.Our friends at Despair.com respond with the following:
How to REALLY Manage Creative People.