Exploring the links between creative self-beliefs, workplace affordances and possibility thinking

Abstract

Possibility Thinking (PT)—the capacity to envisage alternatives and act on them—has been extensively explored in educational research, particularly among children, yet remains underexamined in adult workplace contexts. This mixed-methods study investigates how employees in Maltese organisations understand and enact PT, the organisational conditions that facilitate or inhibit it, and the role of individual creative self-beliefs. Data were collected as part of a larger study through an anonymous online survey (N = 129) incorporating the Possibility Thinking Scale (Glăveanu et al., 2024), the Short Scale of the Creative Self (Karwowski, 2011), and the Organizational Innovativeness Scale (Ruvio et al., 2014), alongside open-ended questions (793 qualitative entries). Quantitative analyses (SPSS; Pearson correlations; linear regression) revealed a strong, significant relationship between creative self-concept and PT engagement (r = .56, p < .001), supporting the hypothesis that higher creative self-concept predicts greater PT. However, no significant association emerged between creative identity and perceived organisational innovativeness (r = –.05, p = .577). Thematic analysis identified four overarching themes: (1) Culture of Possibility—organisational ethos, resource constraints, and attitudes toward failure; (2) Relational Foundations of Creativity—peer support, trust, and autonomy; (3) Personal Capacities for PT—self-confidence, prior experience, and exploratory drive; and (4) Meaning, Fit, and Motivation—alignment between individual strengths and organisational purpose. Findings underscore PT as a multi-level phenomenon shaped by individual agency, social dynamics, and cultural context. Recommendations include fostering experimentation, supporting relational trust, investing in creative capacity, and aligning roles with personal values to enhance PT in workplace settings.