Management Information |
Why Management Kills Creativity
Ten or so years ago, an international consultant, specializing in employee involvement and team development, published a story relating to workplace communication that is heartwarming and damning at the same time. In 1981, Peter Grazer was working as the project engineer on a construction project to modernize a silicon manufacturing facility in St. Louis, Missouri. A crew of ironworkers had been assigned a particularly daunting task of erecting some structural steel in a difficult to reach area of the plant. Unfazed by the complexity of the assignment, the ironworkers completed the work weeks ahead of schedule, well under budget, and without safety problems. Grazer and his colleagues of the management team resolved to express their appreciation to the crew in an unmistakable, tangible way. They sent letters to the homes of the workers, thanking them for their outstanding work and inviting them and their wives to a dinner in their honor at a fancy hotel in St. Louis. The dinner was a memorable occasion, enjoyed to the full by both management and the workers in a spirit of camaraderie. A couple of days later, Grazer was walking around the site when he came upon one of the crew members. Jerry was in his fifties and was usually loud and jovial. Moreover, he was naturally hardened from his years of working with steel, and not the type to get unduly emotional over anything. The project engineer was a little taken aback to see Jerry so quiet and deep in thought on this particular morning, especially so soon after the dinner. He anxiously asked Jerry if anything was wrong. "You remember those letters you sent to our homes?" he asked. "When I arrived home that day my wife was waiting for me at the door - with the letter in her hands and tears in her eyes. And she said to me: 'Jerry, you've been an ironworker for 30 years, and nobody's ever thanked you for anything.' " No thanks in 30 years?Jerry paused, and both he and the project engineer stood there quietly for a moment. "How is it possible," thought Grazer, "that somebody could work for thirty years and not be thanked for anything he did?" Dr. Roger Firestien, a noted expert on creative problem solving techniques, quotes this article of Peter Grazer's in his book Leading on the Creative Edge. The need to be recognized is clearly one of our most sophisticated drives and one of the most difficult to achieve. The problem is that we are wholly dependent upon others for its satisfaction. From a purely pragmatic standpoint, lack of recognition can have a profoundly negative impact on productivity. Studies show that encouragement and recognition play a major role in stimulating creativity in research and development organizations. In a magazine article a few years back, writer Arthur Gordon gave an almost frightening example of how far this can go. At the University of Wisconsin, a group of budding writers, said to be brilliant boys with real literary talent among them, once formed a club to discuss their literary efforts. Wranglers vs. StranglersAt each meeting, one of them would read something he had written and submit it to the criticism of the others.No one pulled any punches here; in fact, the critiques were so brutal that the club members dubbed themselves "The Stranglers". Meanwhile, on the other side of campus, a group of women had also come together for the same purpose. The women called their little group "The Wranglers." They also took turns to read their manuscripts aloud. But here the similarity between the two groups ended, for the Wranglers would go out of their way to say kind things about each other. Far from sowing the seeds of self-doubt, they actively supported each other, and encouraged all literary efforts, however feeble. And the payoff came about twenty years later. Gordon asserts that for all the sparkling talent residing in the Stranglers at the time, not one member of the band achieved any kind of literary reputation. From the Wranglers, on the other hand, emerged a bevy of highly successful writers, led by Marjorie Kennan Rawlings who wrote The Yearling." Dr. Firestien adds that his experience in business suggests that most organizations more closely follow the Stranglers' pattern than the Wranglers'. "Why do we naturally gravitate towards the negative?" he asks, and then answers his own question: "I think the primary reason may be that we haven't been taught to look first at the strengths of an idea." As if to prove his premise, Firestien shows participants in his seminars a picture of an odd-looking wheelbarrow with a very large hopper, a short handle, and a single wheel behind the hopper. He then calls for comments on its design. Typical comments include: "The hopper is too big", "The handle is too short", "The wheel's in the wrong place", or "Go back to the drawing board, Roger!" Of course, all these "comments" are criticisms. In real life, he then explains, this wheelbarrow is used for high-rise construction, and there's an important reason for each design element. "Ah, but you set us up!" is the standard,indignant response. "You didn't give us all the information on it." To which the presenter politely replies by pointing out that most new ideas look like that when they're first proposed. Often, you don't have all the info on a new idea on hand when you first see it. Not so fast, please!But why jump the gun by killing it on the spot? Firestien contends that this is, in fact, the knee-jerk reaction of many people to all new ideas. What's the solution? Let's say someone proposes an idea. (That "someone" could be another party: your boss, your subordinate, your colleague, friend or spouse; but it could also be YOU - your inner, creative, "real" self!) If you're at all "normal", your natural urge will be to tear the concept to pieces. But stop! Don't let your passions get the better of you! If Dr. Firestien had redrawn his wheelbarrow to fit in with all the comments he received, he would have come back to the same wheelbarrow that has been in use for thousands of years. Defer your judgment, just for a while.Has the idea no strengths at all? Focus on these first,and the drawbacks afterwards. The fruits of your efforts may surprise you. Azriel Winnett is creator of Hodu.com - Your Communication Skills Portal. This popular free website helps you improve your communication and relationship skills in your business or professional life, in the family unit and on the social scene. New articles added almost daily
MORE RESOURCES: Unable to open RSS Feed $XMLfilename with error HTTP ERROR: 404, exiting |
RELATED ARTICLES
Year 2010: Permanent Employees No Longer Required Jack Welch joined a conference that was held in Duke Fuquay Business School where he was invited to promote his new book called "Winning". He told audience about how culture is important in a company. Are Your Meetings Smart? Soon after I finished a brief seminar on how to accomplish more in less time every day, Roger shook my hand and said, "I can use what you said. But there is one thing you didn't talk about. Radical Creativity from Incremental Creativity - large movements from small changes Positive radical movement is the holy grail of nearly every decision maker. Every CEO wants to radically shift his profit and loss statement into the black, every inventor yearns to find the next killer gadget and every screenwriter wants to make the next significant leap in film. How to Find the Right Virtual Assistant for You If you search on Google for "virtual assistant", you'll find a ton of listings. You can search through those, check out their services and do some interviews. Rapid Culture Change is Possible Purpose: Show how immersion leadership training makes strategic initiative success possible.Adults learn through experience. Setting Direction Within an Organization FINDING DIRECTION: An organization can't succeed without direction. Direction means having clear goals and guidelines; set goals and guidelines for staff to follow. How To Decrease Downtime and Increase Productivity All maintenance activities of the workforce must be documented, this includes breakdown repairs, callouts, preventive maintenance, replacement maintenance, overhauls, and Testing & Inspection work. Maintenance work by production line employees must be included, whether or not the employee is listed as in maintenance. Follow Up: It Makes A Difference A while back the headlight switch on our minivan quit working, so early one Saturday morning we took it to the neighborhood repair shop that has been mailing postcards to us the past three years. They said it would take 90 minutes to check things out. Employee Orientation: Get New Hires Off To a Great Start The good news is that a new hire orientation program offers an opportunity to build a lasting impression of the new company. The bad news is that that is going to happen whether you plan it or not. Feedback - Make it Descriptive Have you ever heard yourself say to a team member - "You'rereally great" - "You're a star" - I think you're brilliant"- "You're doing a great job!"It's got to be a plus point that you're giving ConfirmingFeedback and there's nothing intrinsically wrong with any ofthe statements above; however, they could be better. Thereis also the danger that these statements could come acrossas a bit patronising. Are You A B.O.S.S. -- Boisterous, Omnipotent, Self Indulgent, Sociopath Boisterous, Omnipotent, Self- indulgent Sociopath. Avoid the B. Stop Waste, Fraud and Abuse Each year, businesses write-off six percent of revenue to waste, fraud and abuse. But why would managers throw all that hard-earned money away when there is a reliable way to eliminate waste, fraud and abuse using accounting policies & procedures to create internal controls. The Changing Boss-Secretary Relationship THE CHANGING BOSS-SECRETARY RELATIONSHIP: Imagine a partnership at work. One member is outlining the agenda for the annual stockholders' meeting, the other is managing the logistics. Making Your Workers Your Partners There is an inherent conflict between owners and managers of companies. The former want, for instance, to minimize costs - the latter to draw huge salaries as long as they are in power (who knows what will transpire tomorrow). Performance Reviews That Actually Improve Performance Employee performance reviews are one of the most dreaded tasks by most managers. It is hard to win here - you can never say enough good things, and one word of criticism is generally the only thing they will remember. Turnover is Not a Problem "Ha!" you say. "For someone to make a statement like that, they obviously haven't worked in the real world and certainly have never had to run a company. Ringing Doorbells Without Howitzers Many operations leaders have been there, done that with re-engineering. And they report, in effect, that the process is like ringing a doorbell with a howitzer shell. Outsourcing Quiz: Cheap Vs. Good Someone can say, 'Why do you oppose this?' So I'd like to prevent such attacks and tell that this article is dedicated mainly to the issue if it's worth to look for the cheapest solution.Software and web development market is overwhelmed nowadays. Knowing versus Doing - Execution In The Workplace Have you ever worked with someone who always seemed to have the answers; who always seemed to know what should be done; who could always quote the experts view on a certain situation, but for some reason, just couldn't perform as expected?Working with a client last month I was struck by the fact that my client was already very knowledgeable about the issue that we were discussing. As we talked through the situation it was clear to me that my client was well read on this subject. Quick Tip - Effective Meetings Earn a Profit Most people treat meetings as a free resource that can be used to deal with any issue. As a result, huge amounts of time and money are wasted on trivia. |
home | site map | contact us |