Unlocking Creativity Buchzusammenfassung - das Wichtigste aus Unlocking Creativity

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Zusammenfassung von Unlocking Creativity

Name: Unlocking Creativity
Rating: 4.3 (251 reviews)
Author: Michael Roberto

Michael Roberto

How to Solve Any Problem and Make the Best Decisions by Shifting Creative Mindsets

4.3 (251 Bewertungen)

20 Min.

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Innovation

Inhaltsübersicht

Unlocking Creativity
in 6 Kernaussagen verstehen

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Kernaussage 1 von 6

What’s in it for me? Discover the six mind-sets that are preventing creative greatness in business.

Here’s a little test. Ask some of your colleagues which quality they think is most valuable at work. In all likelihood, one quality will get mentioned more than any other: creativity.

Back in 2010, IBM did the major-corporation equivalent of this test. It asked 1,541 executives and other leaders this same question. You guessed it, 60 percent of leaders, a considerable majority, said creativity contributed more to success than any other attribute.

This opinion makes sense. The current market landscape is defined by innovation and disruption. If a company can’t come up with creative solutions to the market’s complex, quicksilver problems, then that company is doomed to failure.

But here’s the thing: though most leaders talk the creative talk, they don’t walk the creative walk. They say they want creativity, but in the meantime, they perpetuate workplace structures and practices that discourage creativity.

These blinks explain the six main mind-sets that hamper creativity at work, and offer a handful of techniques for resisting them.

In these blinks, you’ll also find out

why businesses should emulate Dave Grohl;
what sort of employee Leonardo da Vinci would have been; and
how Mark Twain approached the problem of focus.

Counteract the linear mind-set by incorporating an iterative approach to product creation.

Imagine you’re a team leader. Recently, you’ve been having difficulty with a member of your team, a talented but eccentric guy. He’s got a history of failing to meet deadlines, sometimes simply abandoning assignments altogether. A perfectionist, he also iterates obsessively, tinkering with prototypes rather than delivering.

You like the guy, but it’s just not working out. So you call Leonardo da Vinci into your office and fire him.

If you’re thinking, “Hold on, I’d never fire one of the most brilliant people of all time,” then pause a moment. Yes, history recognizes Leonardo da Vinci as a genius, but the man who painted the Mona Lisa probably wouldn’t fair too well in the current market landscape. He was a chronic procrastinator, extending deadlines for years, and sometimes never meeting them.

Most of today’s leaders would fire Leonardo for a simple reason: he had an iterative mind-set, and they have a linear mind-set, which is the first creativity-blocking mind-set we’ll explore.

The linear mind-set approaches projects like this: First, you do your research. Then you analyze the data you’ve collected. After that, you make an execution plan based on your analysis. Next you create a budget for the plan. Then, you execute it.

No one can deny the importance of research and analysis, but there’s no way to make a perfect plan prior to embarking on a project. Unforeseen obstacles will rear their ugly heads. Unimagined problems will arise.

That’s why it’s better to adopt a less linear approach to production. First, build a working prototype. Then launch it. After that, evaluate its reception. Then adapt based on that evaluation and build again. And then repeat the process.

Skype’s Director of Design, Peter Skillman, once created a design challenge that made the effectiveness of the iterative approach particularly apparent. Here’s the challenge: using 20 pieces of uncooked spaghetti, a bit of string, some tape, and a marshmallow, make the tallest structure you can. The twist: the marshmallow must sit atop the completed tower.

Business school graduates ended up being among the worst at this challenge. They treated the task linearly, devising a concrete plan and then sticking to it. More often than not, their towers toppled when the marshmallow was placed on top.

Six-year-old children proved to be much better tower builders than the MBA holders. Da Vinci-style, the kids iterated, using the time not to plan, but to experiment.

Avoid the benchmarking mind-set by striving to be less like the competition.

Creativity almost always begins as imitation. This often isn’t a bad thing. As an example of fruitful imitation, consider former Nirvana drummer and current Foo Fighters lead singer and guitarist Dave Grohl.

As a child, he taught himself guitar by playing along to famous Beatles songs. Later, when learning to play the drums, he imitated techniques used by Ringo Starr, the Beatles’ drummer.

Steer clear of the prediction mind-set by prioritizing product quality in the here and now.

There’s an odd catch-22 within most businesses. For a team to get funding for a particular project they have to provide a profit forecast to company executives. If that profit forecast isn’t high enough, they’re unlikely to get any funding. However, if they increase the profit prediction to secure project funding, then they run the risk of failing to hit those numbers and, as a result, getting terminated.

Why does this happen? The main culprit is the prediction mind-set.

Psychological safety within a company is more important than company structure.

In 2015, the CEO of Zappos, Tony Hsieh, issued a memo to all employees. It was time, he wrote, “to eliminate the legacy management hierarchy.” What followed was a major change in the company’s structure.

The transition went far from well. Confused and frustrated by the new structure, more than a fifth of Zappos’s employees left the company. In 2016, Zappos wasn’t included on Fortune’s “Best Companies to Work For” list, though it once ranked sixth.

The focus mind-set can be avoided by taking breaks to focus on other projects.

In 1983, the Irish rock band U2 released its fourth studio album – The Unforgettable Fire. Hailed by critics as a fantastic creative breakthrough for the band, the album reached the top of the charts in the United Kingdom.

How did U2 record this landmark album? Focus. While recording it, the band lived together in Slane Castle, Ireland, creating an environment of hyperfocused creativity. The result speaks for itself.

Naysayers are most effective in pairs and when they ask encouraging questions rather than promoting a particular agenda.

Contemporary culture encourages critique. People are prompted to leave reviews on Amazon, YouTube, Yelp, Uber, and countless other platforms.

This tendency goes deep. In high school and university, teachers emphasize the importance of critical thinking. As a result, students spend the lion’s share of their time identifying weak points in the work of others rather than developing their own ideas. Critical ability comes to be equated with intelligence, resulting in the faultfinders, rather than the solution creators, reaping all the praise and promotions.

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Worum geht es in Unlocking Creativity?

Unlocking Creativity (2019) is a guide to unleashing creativity in the workplace. Starting with the premise that all people are innately creative, it argues that the best way to unlock employee creativity isn’t to hire all-star creatives or restructure your businesses. Instead, the key is to dismantle the workplace mind-sets that are stifling the creativity of the people already in your midst.

Wer Unlocking Creativity lesen sollte

Leaders striving to boost employee creativity
Workers wondering how to become more creative
Creatives who want to empower their coworkers

Über den Autor

Michael Roberto is the Trustee Professor of Management at Bryant University in Rhode Island. He teaches business strategy, managerial decision-making, and leadership, and is the author of multiple books on those subjects, including Why Great Leaders Don’t Take Yes for an Answer.

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