Our aim is to analyze the management of the unexpected and the unknown and of permanent change as structural elements of creativity management in projects. To do so, starting from the concept of grounds of creativity (Cohendet et al., 2009, 2010; Co-hendet and Simon, 2011), we identify the key elements of creativity and of creative players in projects. In a hybrid exploration perspective (Thiétart, 2003), we compare these results with four case studies of creative industries and one of a not creative company. The analysis of these case studies enables us to complete our research axes in order to develop a model of creativity management in projects. The essence of our work lies in the identification and description of ephemeral creative teams as a place of creativity in projects, and as a link between the processes of innovation, idea generation, and the management of the unexpected and the unknown and permanent change.