Creating Space for Creative Change

In 2022, the debate over flexible work options vs. return-to-office mandates raised several questions about the types of workplaces best suited to certain types of work — and innovation quickly emerged as a leading point of contention. Arguments run a wide gamut, but put simply: Employers are more likely to believe flexible work stifles innovation, and creative talent frequently, but not always, disagrees.

The truth is, neither in-person nor virtual workspaces encourage innovation. Employers are responsible for creating the working conditions for creativity to thrive, or not, and adapting those conditions to the flexible work options today’s employees expect.

Creativity is the foundation of innovation. It’s where novel and useful ideas for the development of new products and processes originate. Business leaders looking to excel at innovation must first understand how new ideas happen, and make space to support and optimize the creative process in every type of workplace.

The problem with problem-solving

In business, creativity is often positioned as a problem-solving advantage, but innovation doesn’t thrive by problem-solving alone. Problem-solving is broadly limited to two types of thinking:

●??????Convergent thinking. Convergent thought presupposes a single, well-defined solution. It is a goal-oriented, continuously narrowing approach. So, given a limited number of possible solutions, convergent thinking allows problem-solvers to apply their skills, knowledge, experience, and understanding to arrive at quick solutions to straightforward problems.

●??????Divergent thinking. Divergent thought is the technical term for what the corporate world calls “thinking outside the box.” It generates fresh ideas and discovers possibilities within, and often beyond, the initial boundaries of plausibility. It is often intuitive, sometimes disruptive, and always expansive. Divergent thinking recognizes the opportunities inherent in risk.

Business is a deadline-oriented endeavor, but when creativity is restricted to problem-solving, convergent thinking tends to take precedence over divergent thought — and real innovation requires both.

The creative process

Humans are naturally creative beings, but consistent creativity demands focus, rest, resources, and inspiration. Making creativity happen in the workplace means creating the psychological safety for ideas to flow, flourish, and sometimes, fail. Employees need a balance of collaborative activity and individual time to work through their own creative process.

Everyone has their own approach, but in general, the creative process consists of five distinct phases, including:

1. Organizing. Organizing time is spent gathering relevant information, taking stock of resources, and establishing the scope, framework, and deadline for a project.
2. Contemplating. Typically the longest phase, contemplation may include group brainstorming sessions, individual efforts, experimentation, and a lot of subconscious activity that doesn’t look much like work.
3. Realizing. After sufficient contemplation, creative inspiration often seems to occur suddenly. This is the “Eureka!” or “Aha!” moment.
4. Evaluating. Is the idea feasible under current circumstances? Is it worth further development? Is it interesting enough to warrant more time and resources? The evaluation phase measures the quality of each idea in terms of risk vs. reward.
5. Refining. This final phase is for making tweaks, smoothing out rough edges, or in many cases, running through the whole cycle again.

Creative thinkers may need more than one cycle through these steps to achieve the desired results, and it can be challenging for leaders and other team members to understand and honor each employee’s creative process. Contemplation, for instance, can look a lot like daydreaming. And while some creatives thrive in an active, stimulating environment, others need quiet or a change of scenery to let their ideas percolate. Realization may appear to happen instantly, but it takes focus, rest, and the right amount of creative stimulation to reach new levels of innovation.

So, it’s essential to note that while some, or even all, of these steps may imply or include collaborative work, each can be completed in a traditional office setting, an entirely virtual workspace, or any combination of the two. ?

Creativity at work

Creating the ideal conditions for innovation is likely to be a challenge for any business. In traditional workplaces, employers can designate physical spaces for team activity and individual focus work. Leadership can manage stimuli in the office, allow each employee to manage their own creative process, and encourage downtime and other restorative behaviors. With the right conditions in place, establishing a creative rhythm comes down to honoring individual processes, empowering collaboration, and trusting in your employees.

And it’s much the same in virtual and distributed workforces. Making space for virtual creative activity is a matter of access to the right resources and guided autonomy. Use the organization phase of the initial process to set employees up with the communication and collaboration tools they need for team activity. Establish expectations and project parameters, and make sure everyone is included and informed about individual and team deadlines. Ask your employees about when and how they work best, and take steps to ensure they are not interrupted during designated focus times.

With your framework established, allow your team to determine their best collaboration strategy. Virtual meetings are an option, but some studies show creative work suffers from the narrow attention required by this type of meeting. Give your creative team permission to experiment with turning off cameras, or set up asynchronous collaboration channels in which employees can contribute to group brainstorming sessions as ideas occur. Finally, trust in your creative team and keep an open mind about the ideas they present.

Creative freedom

At its heart, the creative process is supported by a people-centered work culture that values psychological safety, learning, and freedom. When employees feel free to experiment — and confident their input and ideas are accepted and welcomed — innovation is more likely to thrive. Leadership can lead the way by encouraging feedback and conversation, asking for input, and providing support for those who contribute. When everyone feels committed to and energized by the company vision, purpose, or project, and knows they serve an essential purpose within the team dynamic, creativity and innovation will follow.?

Visit fitch-consulting.com to learn more about letting innovation thrive in a people-centered workplace.