Abstract
The first aspect designed in the Oticon's new organization to foster creativity is a process that we can call: called "the learning process". In fact, creativity is put forward, thanks to the knowledge of the employees. The knowledge, itself, is exchanged between employees through collaboration. Collaboration happens when there is cohesion between employees. Thus, the first stage of the "learning process" is the cohesion of employees. An organization has to set up cohesion between employees in order to be creative. Nevertheless, the organization cannot force employees to be cohesive, and Oticon's new management, and more especially Lars Kolind is aware of this. He has put forth some means to merge his employees. This involvement was initiated at the beginning of his arrival in the organization. Lars Kolind confided his dream about the Oticon's organization in a memo and asked all employees to "think the unthinkable". He involved the employees in the building of a new creative organization through "dialogue and actions".
