In everyday conversation, as in psychology, to rationalize is to deal with emotional conflict about an act or behavior by creating sometimes-elaborate explanations that make it seem plausible, justified, or even admirable, thus resolving the conflict. In this way we can relieve feelings such as guilt, regret, or embarrassment. Or we might use rationalization to assert innocence or to elude punishment. But in the context of economics, the term has other meanings. In economics, to rationalize is to alter a process or procedure, based on careful design, to achieve specific goals, usually related to cost savings, efficiency enhancement, or compliance with accepted rules. That is the sense of the term we'll use here, as we explore what happens when we rationalize creativity at work.
Brainstorming is one effective form of rationalizing creativity. In brainstorming, we create a "container" that encourages creativity and accelerates problem solving.
Rationalizing creativity at work doesn't always get us what we want. Sometimes we miss by a lot. Sometimes rationalization snuffs out creativity altogether. What distinguishes effective and ineffective approaches to rationalizing creativity? Let's begin with properties of effective approaches.
- They encourage novel collaborations
- In most modern workplaces, collaboration is essential to creativity. Interaction formats and cultural norms are especially helpful if they stimulate collaborations between people who might not otherwise collaborate.
- Collaborations Encouraging creativity doesn't always
get us what we want. Sometimes
we miss by a lot. Sometimes
we snuff out creativity altogether.between people who have dramatically different degrees of organizational power can be very productive. But they are difficult to manage and difficult to encourage. If you can find a framework within which to create such collaborations, truly valuable insights can result.
- They relax social constraints
- Relaxing social constraints frees people to think in novel ways and to contribute those novel thoughts. Removing restrictions on the acceptability of ideas, or restrictions on the acceptability of proposing certain ideas, is usually helpful.
- Frameworks that effectively stimulate creativity must deal with social constraints relating to organizational power. The powerful are sometimes reluctant to be open to collaboration with the less powerful, and the less powerful are sometimes intimidated by the powerful. Power is like a wall between the more powerful and the less powerful.
- They stimulate fresh perspectives
- Because looking at a problem from a fresh perspective stimulates new insights, environments or frameworks that encourage fresh perspectives accelerate problem solving and innovation.
- This is one reason why "retreat" formats are so productive so often. They take people out of their customary environments, away from the routine of the everyday. But take care not to surround people with distractions. Resort environments are nice, but the risk of a resort is that people will enjoy the resort, and pay little attention to the issues motivating the retreat.
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More articles on Problem Solving and Creativity:
- What Haven't I Told You?
- When a project team hits a speed bump, it often learns that it had all the information it needed to
avoid the problem, sometimes months in advance of uncovering it. Here's a technique for discovering
this kind of knowledge more systematically.
- Obstacles to Compromise
- Compromise is the art of devising an approach acceptable to all parties. A talent for compromise is
rare. What makes finding compromises so difficult?
- Ten Approaches to Managing Project Risks: III
- Project risk management strategies are numerous, but these ten strategies are among the most common.
Here are the last three of the ten strategies in this little catalog.
- Virtual Brainstorming: I
- When we need to brainstorm, meeting virtually carries a risk that our results might be problematic.
Here's Part I of some steps to take to reduce the risk.
- Tackling Hard Problems: I
- Hard problems need not be big problems. Even when they're small, they can halt progress on any project.
Here's Part I of an approach to working on hard problems by breaking them down into smaller steps.
Forthcoming issues of Point Lookout
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- It's widely believed that managers delegate some of their own authority and responsibility to their subordinates, who then use that authority and responsibility to get their work done. That view is unfortunate. It breeds micromanagers. Available here and by RSS on January 24.
- And on January 31: Nine Brainstorming Demotivators: I
- The quality of the output of brainstorming sessions is notoriously variable. One source of variation is the enthusiasm of contributors. Here's Part I of a set of nine phenomena that can limit contributions to brainstorm sessions. Available here and by RSS on January 31.
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- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program. Here's a date for this program: