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:
- We Are All People
- When a team works to solve a problem, it is the people of that team who do the work. Remembering that
we're all people — and all different people — is an important key to success.
- What Makes a Good Question?
- In group discussion or group problem solving, many of us focus on being the first one to provide the
answer. The right answer can be good; but often, the right question can be better.
- Design Errors and Groupthink
- Design errors cause losses, lost opportunities, accidents, and injuries. Not all design errors are one-offs,
because their causes can be fundamental. Here's a first installment of an exploration of some fundamental
causes of design errors.
- When Fixing It Doesn't Fix It: I
- When complex systems misbehave, a common urge is to find any way at all to end the misbehavior. Succumbing
to that urge can be a big mistake. Here's why we succumb.
- Virtual Teams Need Generous Travel Budgets
- Although virtual team members who happen to be co-located do meet from time to time, meetings of people
who reside at different sites are often severely restricted by tight or non-existent travel budgets.
Such restrictions, intended to save money, can contribute to expensive delays and errors.
Forthcoming issues of Point Lookout
- Coming November 20: Paid-Time-Off Risks
- Associated with the trend to a single pool of paid time off from separate categories for vacation, sick time, and personal days are what might be called paid-time-off risks. If your team must meet customer expectations or a schedule of deliverables, managing paid-time-off risks can be important. Available here and by RSS on November 20.
- And on November 27: Implicit Interrogations
- Investigations at work can begin with implicit interrogations — implicit because they're unannounced and unacknowledged. The goal is to determine what people did or knew without revealing that an investigation is underway. When asked, those conducting these interrogations often deny they're doing it. What's the nature of implicit interrogations? Available here and by RSS on November 27.
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- The Race to the South Pole: Ten Lessons for Project Managers
On 14 December 1911, four men led by Roald Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished. As historical drama, why this happened is interesting enough, but to organizational leaders, business analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read more about this program.
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- Gardner Village, 1100 W 7800 S, West Jordan, UT 84084: November
Quarterly Training Session, sponsored by Northern Utah Chapter of the Project Management Institute.
- Gardner Village, 1100 W 7800 S, West Jordan, UT 84084: November 21, Quarterly Training Session, sponsored by Northern Utah Chapter of the Project Management Institute. Register now.
- 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.