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:
- The Shower Effect: Sudden Insights
- Ever have a brilliant insight, a forehead-slapping moment? You think, "Now I get it!" or "Why
didn't I think of this before?" What causes these moments? How can we make them happen sooner?
- Asking Brilliant Questions
- Your team is fortunate if you have even one teammate who regularly asks the questions that immediately
halt discussions and save months of wasted effort. But even if you don't have someone like that, everyone
can learn how to generate brilliant questions more often. Here's how.
- Project Improvisation Fundamentals
- Project plans are useful — to a point. Every plan I've ever seen eventually has problems when
it contacts reality. At that point, we replan or improvise. But improvisation is an art form. Here's
Part I of a set of tips for mastering project improvisation.
- New Ideas: Generation
- When groups work together to solve problems, they employ three processes repeatedly: they generate ideas,
they judge those ideas, and they experiment with those ideas. We first examine idea generation.
- 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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- And on March 28: Narcissistic Behavior at Work: IV
- Narcissistic behavior at work is more damaging than rudeness or egotism. It leads to faulty decisions that compromise organizational missions. In this part of the series we examine the effects of constant demands for attention and admiration. Available here and by RSS on March 28.
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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.