As founding Director of the Centre for Creativity in Professional Practice at City University London, I proposed to my boss that we start a programme to offer to academic staff across the institution an opportunity to think both about their own creative skills and how they might develop them systematically.
In the months that I had been there, it had struck me
forcibly that the most important contribution to the growth and development of the university the new Centre could make
would be internal.
My boss, a senior professor, was absolutely appalled by my proposal.
Pressed for a reason why, he declared: “It’s what we do.”
So we taught creativity skills only to a few paid-up
students on our newly-launched Masters in Innovation, Creativity and Leadership
‒ and left the
academics well alone.



