The secret to unlocking creativity is not to look for more creative people, but to unlock more creativity from the people who already work for you. The same body of creativity research that finds no distinct “creative personality” is incredibly consistent about what leads to creative work, and they are all things you can implement within your team. Here’s what you need to do:Greg Satell “Set the Conditions for Anyone on Your Team to Be Creative” 05Dec2018 Harvard Business Review
In this great article Greg Satell lays out what an organization that drives creativity looks like. Facilitating creativity is crucial for continuous improvement and thus a fundamental part of a culture of quality. So let’s break it down.
In order to build expertise our organizations need to be apply to provide deliberate practice: identify the components of a skill, offer coaching, and encourage employees to work on weak areas.
Bring knowledge management to bear to ensure the knowledge behind a skill has been appropriately captured and published. To do this you need to identify who the expert performers currently are.
It is crucial when thinking about deliberate practice to recognize that this is not shallow work, those tasks we can do in our sleep. Unlike chess or weight-lifting you really do not get anything from the 100th validation protocol or batch record reviewed. For work to be of value for deliberate practice it needs to stretch us, to go a little further than before, and give the opportunity for reflection.
Geoff Colvin in Talent is Overrated gave six traits for deliberate practice:
- It’s designed to improve performance. “The essence of deliberate practice is continually stretching an individual just beyond his or her current abilities. That may sound obvious, but most of us don’t do it in the activities we think of as practice.”
- It’s repeated a lot. “High repetition is the most important difference between deliberate practice of a task and performing the task for real, when it counts.”
- Feedback on results is continuously available. “You may think that your rehearsal of a job interview was flawless, but your opinion isn’t what counts.”
- It’s highly demanding mentally. “Deliberate practice is above all an effort of focus and concentration. That is what makes it ‘deliberate,’ as distinct from the mindless playing of scales or hitting of tennis balls that most people engage in.”
- It’s hard. “Doing things we know how to do well is enjoyable, and that’s exactly the opposite of what deliberate practice demands.”
- It requires (good) goals. “The best performers set goals that are not about the outcome but rather about the process of reaching the outcome.”
The Innovators DNA by Dyer, Gregersen, and Christensen state that creativity is a function of five key behaviours
- Associating: drawing connections between questions, problems, or ideas from unrelated fields
- Questioning: posing queries that challenge common wisdom
- Observing: scrutinizing the behavior of customers, suppliers, and competitors to identify new ways of doing things
- Networking: meeting people with different ideas and perspectives
- Experimenting: constructing interactive experiences and provoking unorthodox responses to see what insights emerge
Exploration can be seen as observing outside your sphere of knowledge, networking and experimenting.
Empower with Technology
Sure, I guess. Call me a luddite but I still think a big wall, lots of post-its, markers and some string work fine for me.
Remember this, we are always in this for the long haul. I think remembering the twelve levers can help give perspective.
22 thoughts on “Creative teams”