As discussed last time, economists use the term rationalization to denote altering a process or procedure, based on careful design, to achieve goals usually related to cost savings, efficiency enhancement, or compliance with accepted rules. We then described some effective approaches to rationalizing creativity.
Let's now examine approaches to rationalizing creativity that are less effective — and sometimes even counter-effective. Here are four leadership patterns that tend to suppress creativity.
- Emphasize the consequences of failure
- Those who believe that fear is an effective motivator exploit this principle by making clear to subordinates that the consequences of failure are severe and personal. Organizational leaders sometimes predict layoffs or organizational collapse if "we don't get this right."
- This approach is risky. Some people might elect to address the personal threat by searching for alternative employment instead of creatively solving the organizational problems.
- Set people against each other
- Some managers believe that competition among subordinates elicits their best performance, and that setting people against each other fosters such competition.
- This theory might work at the scale of enterprises, though there is some doubt even in that case. But a competitive atmosphere at the personal level is destructive in organizations in which collaboration is essential to creative progress. Moreover, although limited levels of stress do stimulate creativity, intentional efforts to set people against each other can easily exceed those benign levels of stress.
- Emphasize how more than what
- When setting team or organizational goals, it's counterproductive to impose ancillary requirements on the methods of achieving those goals. For example, if the goal is reducing time to market, emphasizing the use of a particular methodology can reduce creativity.
- Constraining how a goal is to be achieved tends to reduce opportunities for creativity in achieving that goal. Be certain that constraints on how are minimal and that they have sound business purposes. Then communicate these purposes clearly and make them part of the goal.
- Confer power and authority according to past achievements
- Managers who Constraining how a goal is to be
achieved tends to reduce opportunities
for creativity in achieving that goalare especially risk averse tend to confer power and authority on those who have demonstrated past success.
- When authors of past achievements accumulate power and authority, organizations tend to approach current problems along the lines that succeeded in the past. That's fine if current problems and current context are analogous to past problems and past context. But when problems and context are novel, creativity is required, and power and authority must be distributed differently. This is one reason why "skunk works" are so effective: their structure insulates from conventional power and authority those people who need to be creative.
As counterintuitive as it might seem, demanding creativity stifles it, as does removing all stress. Creativity needs space, time, resources, courage, and just a dash of stress. First in this series Top Next Issue
Are your projects always (or almost always) late and over budget? Are your project teams plagued by turnover, burnout, and high defect rates? Turn your culture around. Read 52 Tips for Leaders of Project-Oriented Organizations, filled with tips and techniques for organizational leaders. Order Now!
Your comments are welcomeWould you like to see your comments posted here? rbrenYAIFXWOFlbegSsCMner@ChacsLgonlaFvRPmOsFXoCanyon.comSend me your comments by email, or by Web form.
About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
More articles on Problem Solving and Creativity:
- Should I Keep Bailing or Start Plugging the Leaks?
- When we're flooded with problems, and the rowboat is taking on water, we tend to bail with buckets,
rather than take time out to plug the leaks. Here are some tips for dealing with floods of problems.
- Problem Defining and Problem Solving
- Sometimes problem-solving sessions are difficult because we get started solving a problem before we
know what problem we're solving. Understanding the connection between stakeholders, problem solving,
and problem defining can reduce conflict and produce better solutions.
- Dealing with Deadlock
- At times it seems that nothing works. Whenever we try to get moving, we encounter obstacles. If we try
to go around them, we find more obstacles. How do we get stuck? And how can we get unstuck?
- How to Reject Expert Opinion: II
- When groups of decision-makers confront complex problems, and they receive opinions from recognized
experts, those opinions sometimes conflict with the group's own preferences. What tactics do groups
use to reject the opinions of people with relevant expertise?
- Problem-Solving Preferences
- When people solve problems together, differences in preferred approaches can surface. Some prefer to
emphasize the goal or objective, while others focus on the obstacles. This difference is at once an
asset and annoyance.
Forthcoming issues of Point Lookout
- Coming June 27: Interrupting Others in Meetings Safely: I
- In meetings we sometimes feel the need to interrupt others to offer a view or information, or to suggest adjusting the process. But such interruptions carry risk of offense. How can we interrupt others safely? Available here and by RSS on June 27.
- And on July 4: Interrupting Others in Meetings Safely: II
- When we feel the need to interrupt someone who's speaking in a meeting, to offer a view or information, we would do well to consider (and mitigate) the risk of giving offense. Here are some techniques for interrupting the speaker in situations not addressed by the meeting's formal process. Available here and by RSS on July 4.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenTUlAlZzakWZPLyRLner@ChacxJpPzMeZMKFUrXlGoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info
- The Race to the South Pole: The Power of Agile Development
- 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. Lessons abound. Among the more important
lessons are those that demonstrate the power of the agile approach to project management and product
development. Read more about this program. Here's
a date for this program:
- Ohio National Insurance, 1 Financial Way, Blue Ash, OH: July
Monthly Meeting, Cincinnati
chapter of the International Institute of Business Analysis. Register now.
- Ohio National Insurance, 1 Financial Way, Blue Ash, OH: July 17, Monthly Meeting, Cincinnati chapter of the International Institute of Business Analysis. 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.