L. Lisovska, A. Terebukh, M. Hatsuk Lviv Polytechnic National University, Department of Management of Organizations ## Grounding of Modern Models and Systems of Support for Organizational Creativity The authors identified and substantiated six models of understanding creativity and the creative process. The use of these modern and generally accepted models can explain the phenomenon of "creativity" by various components, stages, or phases. The authors paid particular attention to studying and conducting the characteristics of the process of organizational creativity on the example of the modified Wallace model. In particular, the components of the formation of stages and factors of influence at different stages were elaborated. Based on the analysis of scientific sources, the authors formulated a generalized model of the creative process, identified the tasks of each stage and the strength and direction of the environmental factors. The article provides an economic justification for the feasibility of introducing a system of support for organizational creativity on the example of the domestic organization of LLC Energotekhprom. The primary technical requirements for the system were determined to develop a knowledge management system at the enterprise. Based on the developed scheme, the approximate cost of developing and maintaining this system (under outsourcing) was determined. The calculation of the effectiveness of the implementation of this innovative project was carried out according to international standards and confirmed the feasibility of the project. Keywords: organizational creativity, systems of support of creativity, models of creative process, systems of support of organizational creativity, creative support. The authors identified six models of understanding creativity and the creative process, which are useful for developing the creative potential of individuals and organizational creativity accordingly: 4C models, Wallace model of creativity, systemic model of creativity, 6P model, component model of creativity, and model of divergent thinking. The use of these modern and generally accepted models allows to explain the phenomenon of "creativity" through different components, stages, or phases. The creative process is considered complex and unpredictable for management, so it is necessary to examine its components and factors at different stages in detail. For this purpose, the modified Wallace model is used. The creative process includes different stages, which may not necessarily occur in a linear sequence. A stylized sequence of the creative process can be described through the implementation of such stages: (1) identification of the problem or possibility; (2) preparation; (3) idea generation; (4) evaluation and implementation of the idea. The first stage of the creative process is identification, which is aimed at finding and understanding problems and possibilities. The purpose of this stage is to build a problem model, which increases the chances of creating new, effective solutions. In the context of business activity, possibilities and problems may seem obvious. However, it is likely that identifying the problem requires a large amount of time and effort. In this case, creative processes (techniques) such as hypothesis checking and creating new connections can be helpful. New problems canL. Lisovska, A. Terebukh, M. Hatsuk Lviv Polytechnic National University, Department of Management of Organizations ## Grounding of Modern Models and Systems of Support for Organizational Creativity The authors identified and substantiated six models of understanding creativity and the creative process. The use of these modern and generally accepted models can explain the phenomenon of "creativity" by various components, stages, or phases. The authors paid particular attention to studying and conducting the characteristics of the process of organizational creativity on the example of the modified Wallace model. In particular, the components of the formation of stages and factors of influence at different stages were elaborated. Based on the analysis of scientific sources, the authors formulated a generalized model of the creative process, identified the tasks of each stage and the strength and direction of the environmental factors. The article provides an economic justification for the feasibility of introducing a system of support for organizational creativity on the example of the domestic organization of LLC Energotekhprom. The primary technical requirements for the system were determined to develop a knowledge management system at the enterprise. Based on the developed scheme, the approximate cost of developing and maintaining this system (under outsourcing) was determined. The calculation of the effectiveness of the implementation of this innovative project was carried out according to international standards and confirmed the feasibility of the project. Keywords: organizational creativity, systems of support of creativity, models of creative process, systems of support of organizational creativity, creative support. The authors identified six models of understanding creativity and the creative process, which are useful for developing the creative potential of individuals and organizational creativity accordingly: 4C models, Wallace model of creativity, systemic model of creativity, 6P model, component model of creativity, and model of divergent thinking. The use of these modern and generally accepted models allows to explain the phenomenon of "creativity" through different components, stages, or phases. The creative process is considered complex and unpredictable for management, so it is necessary to examine its components and factors at different stages in detail. For this purpose, the modified Wallace model is used. The creative process includes different stages, which may not necessarily occur in a linear sequence. A stylized sequence of the creative process can be described through the implementation of such stages: (1) identification of the problem or possibility; (2) preparation; (3) idea generation; (4) evaluation and implementation of the idea. The first stage of the creative process is identification, which is aimed at finding and understanding problems and possibilities. The purpose of this stage is to build a problem model, which increases the chances of creating new, effective solutions. In the context of business activity, possibilities and problems may seem obvious. However, it is likely that identifying the problem requires a large amount of time and effort. In this case, creative processes (techniques) such as hypothesis checking and creating new connections can be helpful. New problems can