Christopher Werth, Chief Creative Officer at VOK DAMS worldwide, is convinced that true creativity can only flourish in an environment characterized by diversity, openness and mutual respect. But getting there is not a sure-fire success: diversity in the team not only brings new perspectives, but also friction, misunderstandings and the need to question established patterns. In this interview, he explains why diversity is more than just a trend, which challenges really matter in practice and why it pays off: because diverse teams ultimately have better ideas.

Christopher, you came up with the thesis “No diversity, no creativity”. That's a strong statement, especially at a time when diversity efforts are sometimes coming under pressure. Why are you sticking to this conviction now more than ever?
Christopher Werth: For us at VOK DAMS, this thesis is not just a headline, but a conviction we live by. Diversity is not a fashion trend or superficial image politics, but a fundamental building block for excellent work and sustainable success - especially in the creative industry. We see every day that diverse teams develop more innovative and relevant solutions. This has also been scientifically proven, for example in a 2019 meta-study by the University of Nottingham Ningbo China. Diversity is simply a necessity in order to keep up with the times and generate really good, effective ideas.

You divide the positive influence of diversity on creativity into two areas: the mindset of the individual and the mindset of the team. Let's start with the individual. You say that every person - regardless of skin color, gender or orientation - wants to be perceived, seen, respected and accepted as a human being. Why is this individual psychological security so fundamental for creative development?
These are absolutely basic needs. If I'm in an environment where I don't have to hide, where I'm not afraid of being devalued or ostracized, then I'm free. Free to think, to experiment, to express "crazy" ideas. Because creativity requires courage - the courage to break new ground, to question the status quo. But I can only muster this courage if I feel safe and valued. If I'm constantly worried about not meeting expectations or being criticized for being different, my brain switches into protection mode. And in this mode, there is no room for free, associative thinking, which is so essential for creativity.

In this context, you mention the term "creative confidence". Can you explain this concept in more detail? 
"Creative confidence" is a wonderful term. It describes this confidence in one's own creative ability. It's the feeling: "Give me the ball, I dare to shoot! I dare to try something new." Applied to our everyday lives, this means: I dare to sketch out an unfinished idea and show it to others without fear of immediate criticism. I dare to express a thought that may not yet have been thought through down to the last detail, but could provide an important impetus. It's about freeing ourselves from paralyzing perfectionism and allowing the joy of creating and trying things out. This "creative confidence" is the driving force behind innovation.

How can creative confidence be promoted? What role do flat hierarchies play, for example, as they are cultivated at VOK DAMS?
Flat hierarchies are an important building block, but not the only solution. However, they do make many things easier. When managers are approachable, are open to any idea in meetings and are primarily concerned with the matter at hand rather than jockeying for position, this creates a completely different dynamic. It sends a signal: Your opinion counts, regardless of your position in the organization chart. Of course, a framework of basic courtesy and mutual respect is required. But within this framework, an open, honest discourse must be possible, in which the best idea wins, not the highest-ranking person. And alongside these flat hierarchies, there also needs to be conscious spaces in which mistakes are allowed, diversity of perspective is valued and feedback is seen as an invitation to further development.

This allows you to build a bridge from the individual to the team. How does this result in a creative, high-performance team mindset?
Christopher Werth: Individual creative confidence is the basis. However, a team can only be truly creative if as many members as possible have this confidence and bring it to the group. If some members of the team push ahead while others hold back out of fear or insecurity, the team dynamic comes to a standstill. We often experience this in brainstorming sessions: they can be incredibly productive if everyone is on the same wavelength, accepts each other and is open to the ideas of others. However, if individuals block, devalue others or spread an atmosphere of fear, then the others no longer trust each other and the desired openness is lost.

How can the transformation towards a collective "we are great" feeling succeed?
The trick is to integrate individual strengths into a team structure in which the focus is on the "we". This "we are great" feeling arises when every team member feels: we respect each other, we value the different contributions and we want to create something great together. At the same time, diversity is a basic prerequisite for culturally compatible communication today. Because only those who bring together different perspectives can develop relevant, credible brand messages that really resonate with diverse target groups. This creative friction within the team, the tension between different perspectives, is a catalyst: it leads to better ideas, bolder concepts and innovation.

That sounds like a very sensitive process. How can you actively and sustainably cultivate this positive, diverse team climate?
Exactly, it is a continuous process, not a one-off measure. It requires constant attention, reflection and adjustment. Managers play a key role here by actively exemplifying and demanding a culture of openness, trust and appreciation. Regular feedback, space for open discussions about collaboration and consciously putting together teams that unite different perspectives are important. It is important to keep reminding everyone that each individual is valuable and that their perspective counts in order to keep the common goal of "We are good together, we can do it" alive.

What concrete first steps can companies or even individual managers take if they now realize that they want to do more for diversity and thus for creativity?
A first, important step is an honest commitment at management level that diversity is wanted and promoted - not as lip service, but as a strategic necessity. The next step is to uncover and eliminate unconscious prejudices in recruitment and promotion processes. Ask yourself: Are we always hiring clones of ourselves? Are we actively promoting the visibility of underrepresented groups? Create an inclusive culture where everyone dares to speak their mind. This can be achieved through mentoring programs, diverse role models in management positions or open discussion formats. And most importantly: allow mistakes! Creativity needs experiments, and not every experiment leads to immediate success. A positive error culture is essential to encourage people to try new things.

Are you looking for real creativity and unique wow moments? Then get in touch with our event experts at info@vokdams.de.

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