Год выпуска: Spring 2019
Автор: Harvard Business Review USA
Издательство: «Harvard Business Review USA»
Формат: PDF (журнал на английском языке)
Количество страниц: 112
Sparking Breakthrough Ideas
Creativity shouldn't be confined to just the "creative types" in your organization. As technologies and strategies change and customers' demands evolve, companies increasingly expect everyone at every level to contribute ideas. So how can you spark new thinking about products, processes, and problems?
Simple logistical changes in the way you schedule your day or where you sit can be a good place to start. Research by Carnegie Mellon's Sunkee Lee shows that sitting next to unfamiliar colleagues can make you more likely to come up with an innovative solution to a problem: Your new neighbors expose you to new knowledge, which allows you to connect ideas in novel ways ("Why You Should Rotate Office Seating Assignments").
Perhaps for this reason, groups, especially diverse groups, can often generate more creative ideas than individuals — thus, the ubiquitous group brainstorming session. But if you're running one of these sessions, you also need to guard against an opposite problem: the stultifying effects of groupthink. The key, according to Art Markman in "The Problem-Solving Process That Prevents Groupthink," is to move back and forth between individual and group idea generation to get the most out of everyone's voices.
Creativity may seem by definition inherently unmanageable, but you can manage for it, write Harvard Business School professors Teresa Amabile and Mukti Khaire in "Creativity and the Role of the Leader." By choosing the right people and perspectives, putting in place a lighter process, and motivating people to participate, a manager can become a "producer" of creativity.
But there are some pitfalls to popular approaches to soliciting creativity. When it comes to creating new products, for example, experimenting with early prototypes and brainstorming ideas with customers can cause more problems than they solve, warn Paul Leonardi in "Early Prototypes Can Hurt a Team's Creativity" and Peter C. Verhoef and his coauthors in "Understand the Perils of Co-Creation." And though we tend to assume that creativity is always a good thing, business psychology professor Tomas Chamorro-Premuzic sounds a note of caution: Research has established a connection between creativity and negative moods, for instance, as well as dishonesty, narcissism, and poor impulse control ("The Dark Side of Creativity").
Creativity may seem like an innate power: Either you have it or you don't. But adopting proven approaches and logistical tweaks can help even the most "stuck in the mud" among us come up with better ideas.
Harvard Business Review
BE MORE CREATIVE
- Reclaim Your Creative Confidence
- Find Innovation Where You Least Expect It
- Drunk People Are Better at Creative Problem Solving
- Can 10 Minutes of Meditation Make You More Creative?
- Why Seclusion Is the Enemy of Creativity
- How You Define the Problem Determines Whether You Solve It
- The Dark Side of Creativity
ARRANGE A TIME AND PLACE
- Why You Should Rotate Office Seating Assignments
- Get Your Brain Unstuck
- To Be More Creative, Schedule Your Breaks
IMPROVE YOUR TEAM'S BRAINSTORMING
- Better Brainstorming
- For Better Brainstorming, Tell an Embarrassing Story
- The Problem-Solving Process That Prevents Groupthink
- Why Brainstorming Works Better Online
BUILD BETTER PRODUCTS
- Design Thinking
- Understand the Perils of Co-Creation
- Early Prototypes Can Hurt a Team's Creativity
MAKE YOUR ORGANIZATION MORE CREATIVE
- Creativity and the Role of the Leader
- How to Build a Culture of Originality
- How Pixar Fosters Collective Creativity
- The Business Case for Curiosity
- The Five Dimensions of Curiosity
- From Curious to Competent
- How to Give and Receive Feedback About Creative Work
- Maybe Your Team Doesn't Need to Be More Creative
скачать журнал: Harvard Business Review 2019 (Spring)