Harvard Business Review's "7 Rules for Managing Creative People" - A Rebuttal
Creativity is in a great deal of what we do in the corporate world. Using it as a label is pointless, and at best, only serves to confuse who and what you're talking about. At the worst, it makes your argument broad to the point that you're just talking about people, trying to define them by a category that, for the most part, doesn't exist and therefor doesn't confer specific behaviors on its inhabitants.
2. From a management perspective, applying tight generalities to human behavior is stupid
If you're a marketing strategist for Kelloggs or whatever, and you want to make decisions off some generality, like "Men ages 18-to-24 love video games," that's fine. Maybe you've found some market research that shows 80 percent of that demographic plays video game three times a week, maybe you've purchased age statistics directly from Microsoft and Sony. Whatever you've done, you've got enough statistical data to verify your generality as "mostly true," and can safely launch your new video-game themed cereal product, Call of Duty: Marshmallow edition to great fanfare, profit and career advancement.
But, I would argue that the generalized statistical/behavioral thinking illustrated above is only useful at the big, tens of thousands of people scale. Once you drop down to the management level, where it's likely you're directly interacting with far fewer people, say between five and 100, the individual personality traits of subordinates are going to start gumming up any generality-based personality theories you're trying to apply.
The Harvard blog post makes a lot of generalized claims about what creatives do and don't like. They don't like pressure, they don't like routine, they don't like mundane work. These are all fine and (possibly) true generalizations to make the large-scale level. Maybe 70 percent of writers do hate pressure. Maybe 85 percent of graphic designers do hate routine. But what happens when you move away from the broad, general level and try to apply this reasoning to the specific team your managing?