We are terrible at managing creativity and innovation. But we're trying our best.

Just beneath the ceiling of meeting rooms at night, everywhere around the world, from London to Lahore, Honolulu to Ho Chi Minh City, there is something sad happening. 

Above the long table and strewn chairs, amid the fluorescent light that has been left on despite the energy saving directive on the wall, there are a million little ideas just floating amongst the dust particles, drifting in the air. Some have been there for years, some joined a few hours ago. Their tiny faces are looking for their owner, but their owner went home. Because of things said in that room their owner lost their passion, love, or interest in them, allowing the little idea to drift up in the air and join all of the other ideas that are gathered, left alone and waiting. This ceiling is where ideas go to die.

Having worked it what he terms "hyper-creative organizations" (theatre, radio, media, and arts), Hywel Evans dissects our in-built resistance to creativity and how people in organizations stifle innovation. Which comes down to this: In a busy calendar, why would you ring fence and respect time for something that does not yet exist?

Quotes from managers who have read the book:

“This is a brilliant team motivation and creativity enhancing manual as well as a general good person and manager guidebook. I’ve put post-it notes on loads of parts I want to refer to in the various scenarios that present themselves to me in both my personal and working life.”

“I could pick out whole sections of this book and confidently relay them to other people, with the certainty it will make a positive difference in any workplace.”

“Started Saturday, finished Sunday afternoon. Couldn’t put it down, very easy to read and understand. The humor keeps it nice and light.”