Eight Management Techniques for Stimulating Creativity

We’ve spent most of this chapter describing the traits of companies that remain innovative. We’d now like to discuss things individual managers can do to stimulate creativity.

1. Encourage; Don’t Nitpick. Keep in mind that there’s no shortage of good, workable ideas, but that there’s a tremendous shortage of receptivity to ideas. Don’t be like one of those “wet blankets” that shot down the radio, the telephone, Federal Express, the personal computer, and NIKE shoes as “dumb ideas.”...

1. Be Not Judgmental. Harshly critical people destroy creativity and initiative. The fear of being criticized or being made to look and feel stupid is the biggest impediment to people experimenting, initiating, trying new things. The problem is not that people are inherently uncreative, it’s that people are afraid to be creative—afraid of being laughed at, ridiculed, personally attacked, or otherwise psychologically abused. It’s the deep-rooted fear we all carry around of the seventh-grade math teacher making an example of us in front of our peers. …

1. Help Shy People. Some good ideas never go anywhere because the people who have them are too shy to speak up. In fact, some of the best ideas come from quiet people. Quiet people tend to be excellent observers and thinkers; like cats, they’re watchful and attentive, and often intensely curious. Yet they’re also often fearful of voicing their ideas….

4. Stimulate Curiosity. Relentless curiosity, the pure desire to know things, to test them, to see if something will work, fosters creativity. The most creative people ask many questions; it’s as if they never outgrew that naive childlike desire to ask why. Create an environment where it’s ok to ask questions. Ask questions yourself—not critical questions (again, don’t be a wet blanket), but open ended questions in the spirit of inquiry. A favorite question of ours is, “What did you learn from that experience?”...

1. Create Necessity. Human beings have an amazing ability to innovate their way out of seemingly impossible situations. “Necessity,” as the cliché goes, “is the mother of invention.” But cliché or not, it’s true. In fact, many great ideas have emerged precisely because a company lacked the resources to do what it ideally would have liked…

6. Allow Time Away from the Fray. Certain highly creative individuals need solitary time to do their best thinking, time away, time to think in silence. Phil Knight, founder of NIKE, believes that people get their best ideas away from the office, at the beach, or running, which is one reason why NIKE has a wide ranging campus with running trails, tennis courts, basketball courts, weight rooms, and aerobics studios. Herman Miller lets its designers choose their venue for creativity—and some choose to do much of their work at home or somewhere else off-site. .. At Patagonia, the pattern-making group (part of the design department) has a little sign posted near its area: PLEASE OBSERVE QUIET TIME. Closed from 8:00 to 12:00.

1. Catalyze Group Problem Solving. “Quiet time” is not the whole story at Patagonia. In addition to letting people have quiet, solitary incubation and thinking time, it’s essential to capture the creativity of multiple minds thrashing about together. Brainstorming and other group activities produce extraordinary ideas.

Desks at Patagonia are jumbled together in large, open bullpen-style pits (called “Bangladesk”). People are expected to work closely with others—both spontaneously and scheduled—in coming up with new ideas and solutions to problems….

8. Require Fun. “As far as I’m concerned, the most important thing is having fun,” explains Ted Nierenberg, founder of Dansk International Designs. “If you’re not having fun in what you do, lock it up and try something else.”

We’re serious about fun. Fun leads to creativity. Ask people, “Are you having fun?” Ask yourself. Set enjoyment as an absolute requirement of work; if there’s no joy, there will be little creativity. Have you ever noticed that some of the most creative people are a lot like little kids? They like to play, and, to them, work is play.

This doesn’t preclude hard work. Creativity is hard work, but it should also be fun.

First, your inner creative Essence provides the quality of intuition: a direct knowing without conscious reasoning. Intuition has always been a powerful mainstay of great business, but until fairly recently it has been denied as a business tool in the era of overdependence of analysis…

A second quality, will, begins to fill in the picture. It is the part of you that can take responsibility. It is the ground of your creative actions. People who are creative in business have a compelling vision or mission, and this exemplifies will…

The third quality of Essence is joy. This book could have been called The Joy of Business because, for all the work and frequent difficulty that creativity entails, it always brings a sense of joy. When you get a hint of your own creativity or potential, you always feel this bright, shimmering quality of joy. It is best related to the art quality of balance. When you have balance within yourself and between all parts of your life, you experience the joy of the flow of creativity.

We often talk about creativity in terms of breakthrough. And to break through a wall of fear and criticism that might stop you, you need a fourth quality, strength. Creative business people take appropriate risks. Their strength allows them to do that without even seeing risks as risky. This inner strength overcomes fear….

Finally, you can draw on a fifth quality of Essence, compassion, to completely bring your creativity into the world. This compassion isn’t the mushiness of do-gooders. Instead it is loving kindness, first for yourself and then for others. When you operate from this compassion you nurture your own ability, recognise your own creativity and that of others. It causes you to experience the ultimate Eureka! feeling of “I Am.” Creative business people can implement their creativity so well because they have that confidence in their own creativity and bring it out in others too. Compassion of this sort is best related to the art principle of harmony, and you can see how it creates harmony, not only among all the qualities of Essence but also in your business life.

Each individual has a meant-to-be, a particular blending of talents and capacities that can guide him to achievement. Everyone you recognise as creative - not only our speakers but also such luminaries as Einstein, Picasso, Beethoven - has in common the amazing ability to express his own unique purpose here on earth. They have found that true creativity is being themselves. When Leonardo DaVinci was asked to name his greatest accomplishment, he answered, “Leonardo DaVinci.

So if your primary goal is to have a fully worked out, set-in-stone plan, you are only upping your chances of being unoriginal. Moreover, you cannot plan your way out of problems. While planning is very important, and we do a lot of it, there is only so much you can control in a creative environment. In general, I have found that people who pour their energy into thinking about an approach and insisting that it is too early to act are wrong just as often as people who dive in and work quickly.

This finding makes perfect sense. Creative work requires that your mind feel a level of freedom. If part of what you focus on is whether or not your performance will get you that big check, you are not in that open cognitive space where the best ideas and most innovative possibilities reside. You do worse.