Deepwater Horizon: Creativity Demands Expert Knowledge

NB: We do not resell your papers. Upon ordering, we do an original paper exclusively for you.

NB: All your data is kept safe from the public.

Table of Contents

Summary of Creativity Theories
The implication of Creativity Demands Expert Knowledge for BP
Oil Extraction
Processing and Storage
Transportation
Marketing
Limitations of the theme
List of References

Summary of Creativity Theories

In this section, the researcher will evaluate the argument that creativity has much in common with the key attributes of Learning Theory. It is necessary to evaluate several creativity theories about this quote. As stated in the quote, creativity and key learning attributes have a lot in common. To determine this commonality, the researcher will look at some of the leading creativity theories. The Psychoanalytical Theory of Creativity is one of the most common theories used to define creativity. This theory holds that people tend to be creative as a result of reacting to a difficult situation or subdued emotions (Cerasale & Stone 2004, p. 40). When a person is faced with a difficult situation, there is always the tendency to look for the best way out of the situation. If the conventional ways cannot help in such difficult situations, the person will be forced to be creative to overcome the predicament. For instance, the recent Deepwater Horizon oil spillage was one of the most difficult situations that BP has ever faced in its entire history (Russell & Regel 2000, p. 138). It happened when the company least expected such an event. The company had to act very fast to address the situation. It had to involve creativity in addressing this new challenge because it had no established approaches to managing it. It was like a learning process for this company. This theory confirms the argument that creativity has much in common with the key attributes of Learning Theory. Major critics of this theory claim that it overemphasizes the social aspects of a human being, but ignores the biological factors.

The Mental Illness Theory is another common concept of creativity that has been in use for some time. This theory holds that for a person to be creative, a form of mental illness must be present (Pickett 2013, p. 92). The theory closely links creativity to some level of mental uniqueness. Mental problems such as bipolar, manic depressive disorder, and schizophrenia are some of the common mental problems associated with creativity. According to Honnungar (2011, p. 37), large companies are currently considering hiring employees with some of these mental illnesses as a way of enhancing creativity. These individuals have a different approach to looking at different issues in all that they do. This uniqueness in their approach is what brings about creativity. This may also be considered expert knowledge. This theory confirms the argument that creativity demands expert knowledge. It is important to note that some scholars have opposed this theory. According to Heisig, Mertins, and Vorbeck (2003, p. 115), some mental illnesses such as stress may suppress creativity among people.

The Humanistic Theory of Creativity is another popular concept that has been used to define the source of creativity in people. This theory is based on Maslow’s Theory of needs. The Humanistic Theory of Creativity holds that people have six primary needs. One will need to meet all of them as defined in Maslow’s hierarchy of needs before he can thrive. Once the needs are satisfactorily met, one reaches the self-actualization stage where he can creatively express himself. This theory differs a little from the Psychoanalytical Theory of Creativity. While the Psychoanalytical Theory of Creativity holds that one becomes creative when faced with difficult moments, this theory holds that people tend to become more creative when they have attained the self-actualization stage and have nothing troubling their minds. The Humanistic Theory of Creativity has driven many companies such as BP to spend a lot on their human resource (Kumar & Sharma 2005, p. 60).

Some of the best-paid employees are those considered to be creative and critical in the operations of the firm. The management of BP offers them good remunerations not only to make them stay within the firm for a long period but also to make them feel comfortable so that they can focus on their duties at the workplace. This theory has much in common with some of the attributes of Learning Theory (Henry 2007, p. 31). They both share the view that for learning or innovation to take place, there must be an enabling environment where one can think beyond the normal constraints. Any disruption may disorient the whole process, thereby disrupting the learning process or the process of coming up with creative ideas. This theory has not met serious opposition as many scholars agree that creativity needs an environment where there is limited disruption. However, Bamberg (2000, p. 47) argues that sometimes self-actualization may not necessarily lead to creativity. Instead, it may lead to complacency as someone would feel contented with what he has achieved. He may not see any need to be more creative than he has been because of the achieved success.

These three theories of creativity prove that creativity has much in common with the attributes of Learning Theory. The process of coming up with a new concept of addressing different tasks is closely related to a learning process. Just like a learner, the innovator will be learning new concepts in the process of coming up with the innovation. Once the process is successful, the innovation will become part of the innovator, just like the new knowledge becomes part of the learner. If the process is unsuccessful, then it will be necessary to start it all over again in both cases. Both the learner and innovator will need tranquillity in the process of coming up with the new idea (Taura & Nagai 2011, p. 63). For the case of the innovator, it will be necessary to think beyond the known forces, to the world of the unknown. This demonstrates that creativity has a lot in common with the Learning Theory.

The implication of “Creativity Demands Expert Knowledge” for BP

The workshop theme stated that creativity demands expert knowledge. This closely relates to the events that have been witnessed at BP over the years as the firm struggles to manage the emerging environmental forces. According to Abbi and Jain (2006, p. 78), human resource is the most important asset for any organization. It is responsible for the implementation of all the policies developed by the board of directors. Implementing new policies is more than just following the wordings stated in the mission and vision statements. It requires more than that. It calls for analytical thinking that will facilitate making these general statements to be more specific and applicable in practical contexts. The statements must be interpreted in an actionable manner. This may be very challenging to the junior managers and other supervisors who are expected to interpret these policies in practical contexts.

This is so because sometimes the top managers are not aware of the realities on the ground. The marketing director may come up with a new policy that involves expanding the sales of a product by 20% by the end of the year. The executive may not be aware of the challenges that the marketing officers face while they are in the field. However, they will demand that the new policy be implemented and the expected outcome met or even exceeded. These are some of the challenges that BP faced in some parts of the market that led to its withdrawal from specific regions in Africa and Asia. When such policies are developed, it is necessary to become creative to meet the expected outcome. As Black (2011, p. 38) notes, creativity, in this case, is not just required at the production unit. It is necessary for the entire supply chain, from the process of extracting the raw materials, processing stage, storage, transport, and marketing. It is necessary to analyze how these processes require expert knowledge at BP to determine the relevance of the statement that creativity demands expert knowledge at this firm.

Oil Extraction

At BP, oil extraction has posed major challenges, some of which have resulted in major historic fines in the industry such as the Deepwater Horizon oil spillage (Sullivan 2011, p. 54). The management has been concerned about the strategies that can be used to make this process simple, less costly, and less risky. The process involves specialized skills because it is not only very demanding but also a risky process that can lead to the loss of lives. To enhance this process, creativity is very important. The firm needs creative approaches to undertake oil extraction. This creativity involves having more efficient tools of extraction and improved ways of handling the equipment during the extraction process. As the theme stated, for this creativity to be achieved, it will be necessary to have expert knowledge. This means that the people involved in coming up with the creative knowledge in the oil extraction process must be experts in this field (Freudenburg & Gramling 2011, p. 56). It is not possible to involve a marketing specialist in developing new machines for extraction. The people involved must be the relevant engineers in this field. Being an engineer in this field may not be enough. It will also be necessary for the individual to have experience in the oil extraction process.

A person can come up with better approaches if he understands the current approaches and their weaknesses. Having expert knowledge will mean having been part of the system for long enough to know the areas of weaknesses that need to be addressed to make the new system better. BP will need to involve its employees with expert knowledge more actively in coming up with new ways of extraction. As Bulmer-Thomas (2008, p. 82) says, it is always necessary to involve everyone when developing new systems. The management of BP should not dismiss anyone with expert knowledge based on their level of education, age, or any other factor that may make them appear less capable of coming up with creative ideas. When developing new extraction systems, it is necessary to be as comprehensive as possible. This means that the systems should not just be limited to the new machines. It should also define how human resource in the field can be more secure. The employees who work at the site of extraction can help in defining how they can be more secure while they are at work.

Processing and Storage

BP sells most of its products in its processed form. Processing is a very delicate and expensive process that costs this firm a lot of money. Another issue that BP is forced to contend with is the new regulation on pollution (Harper 2013, p. 55). Most of the countries where this firm operates have very strict rules on the level of greenhouse gases a firm is permitted to emit into the atmosphere per given time. The regulations are also very strict when it comes to any form of pollution coming from the production plant. These are the major concerns that touch directly on the sustainability of this firm in the current market. In this seminar, creativity was the main theme as a solution to any problem that a firm may face. To BP, the huge cost of processing, and the dangers involved at the processing and storage plant can only be addressed through creativity (Taverne 2008, p. 72). The firm will need new systems that will lower the cost of production, make the process and storage tanks more secure to avoid any eventualities that may affect the firm negatively. The firm will need a team of experts to review the entire processing and storage systems to identify the areas of weaknesses. Having employees who witnessed past weaknesses of the system may be very helpful in coming up with a creative solution. Their input will be needed in identifying why the previous system failed. This way, the new system will avoid these weaknesses.

Transportation

BP always uses its structures to deliver its products to the customers (Ulivia 2006, p. 80). This is majorly so because it is in charge of its entire supply chain, from extraction of the raw materials, to processing, and delivery to the market. The process of delivering these products to the market involves several risks and costs. Using pipelines under the sea remains one of the most preferred means of transport. However, cases of deepwater oil spillage are causing alarm among the environmental conservationists and the management of this firm. Using modern technology and experts who have relevant knowledge in this field may help in coming up with new structures that can address the current problem.

Marketing

Marketing has taken a new dimension in the current competitive business environment. According to Harvey and Solly (2006, p. 72), firms are now struggling to survive in markets that are highly competitive because of the entry of many players. In the oil market, BP is faced with stiff competition from firms such as Exxon Mobil, Gazprom, and Shell among others. Remaining relevant in such markets requires more than just having superior products and effective product delivery methods. It also requires effective marketing strategies that will inform the consumers about the brand and why the brand offers better value than others in the market. In the past, Ferrier (2009, p. 28) says that firms did not have the pressure to engage in regular marketing. The competition was low, and the main assumption was that once the products are delivered to the market, consumers will have no otherwise but to buy them. However, this is not the case in the current market, especially in the industry where BP operates.

Competition is very stiff, and differentiating a product of one company from others can only happen through branding. This means that the marketing team of BP must ensure that the firm’s brand remains strong when compared with the brands of other companies. This can be achieved by having creative marketing strategies that are conscious of the dynamic forces within the oil industry. Developing effective marketing strategies will be critical at this point. The marketing executive must remember that creativity demands expert knowledge. It may be necessary to source expert knowledge from outside the firm, especially in some of the emerging marketing trends such as viral marketing and social media marketing. However, the management should not forget to engage its employees because their experience in the field of marketing also makes them experts in the area of marketing. They should form a team of experts to come up with a new strategy that is not just attractive on paper, but also applicable in real-life situations.

Limitations of the theme

The argument that creativity demands expert knowledge is valid. For a person to come up with a creative idea of addressing a given problem, he must have a background of the issue that is being addressed. However, there is always the issue of defining expert knowledge. As Gupta (2005, p. 47) notes, it may not be easy to define the term ‘a person with an expert knowledge’. For instance, experience alone may not define an expert knowledge and so is a classroom learning process. The main limitation that may raise controversy in this theme is the issue of defining this term to make a clear distinction between a person with and without expert knowledge.

List of References

Abbi, Y & Jain, S 2006, Handbook on energy audit and environment management, TERI Press, New Delhi.

Bamberg, J 2000, British Petroleum and global oil: 1950-1975: the challenge of nationalism, Cambridge Univ. Press, Cambridge.

Black, E 2011, British petroleum and the redline agreement, Dialog Press, Washington.

Bulmer-Thomas, V 2008, Britain and Latin America: A changing relationship, Cambridge University Press, Cambridge.

Cerasale, M & Stone, M 2004, Business solutions on demand: Creating customer value at the speed of light, Kogan Page, London.

Ferrier, R 2009, The history of the British Petroleum Company, Cambridge University Press, Cambridge.

Freudenburg, W & Gramling, R 2011, Blowout in the Gulf: The BP oil spill disaster and the future of energy in America, MIT Press, Cambridge.

Gupta, K 2005, Contemporary auditing, Tata McGraw-Hill, New Delhi.

Harper, G 2013, A companion to creative writing, New York, Cengage.

Harvey, W & Solly, R 2006, BP tankers: A group fleet history, Chatham, London.

Heisig, P, Mertins, K & Vorbeck, J 2003, Knowledge management: Concepts and best practices, Springer, Berlin.

Henry, C 2007, Entrepreneurship in the creative industries: An international perspective, Edward Elgar, Cheltenham.

Honnungar, V 2011, British Petroleum Oil Spill Crisis and Aftermath: Corporate Governance and Communication at BP during the disaster, GRIN Verlag GmbH, Munich.

Kumar, R & Sharma, V 2005, Auditing: Principles and practice, Prentice-Hall of India, New Delhi.

Pickett, K 2013, The internal auditing handbook, Wiley, Hoboken.

Russell, J & Regel, T 2000, After the quality audit: Closing the loop on the audit process, ASQ Quality Press, Milwaukee.

Sullivan, H 2011, Death threats from British Petroleum & Life beyond the grave: Inspired by the career of Gillian Christabel Richardson (1939-2009) & in memoriam: tireless Chatelaine of the natural world, Author-House, Bloomington.

Taura, T & Nagai, Y 2011, Design creativity 2010, Springer, London.

Taverne, B 2008, Petroleum, industry and governments, Kluwer Law International, New Delhi.

Ulivia, B 2006, British petroleum trade in 1925, G.P.O, Washington.

Click Here To Order Now!