Creating the culture of the absurd: Building and encouraging creative thinking. Part II

We believe that getting more and better ideas is a fundamental business objective – in fact a critical success factor. But there is another outcome from having a creative culture. We find that it makes work more fun. People are more highly motivated when they are given free rein to come up with ideas – they take less sick leave and are more likely to put in the extra effort. It nurtures the sense of achievement that is an inherent drive in us all. For this reason alone, encouraging creativity is a desirable business strategy.

One of the creative thinking tools invented by de Bono is called the provocation or “Po.” He suggested that with “deliberate provocation” we have a systematic method for effecting a discontinuity – “to think outside the usual boundaries of reasonableness.” (De Bono, 1996) For example, we wish to reposition or establish a rental car company in a market where the dominant competitor has achieved brand recognition as number one. Here our provocation would be: Customers want to rent junk. This might lead to ideas such as “Rent a wreck” or “no penalties for dings.”

We also use the simple tool which is “I wish…” However, provocation is a more powerful way of pushing our thinking into areas that might not otherwise be contemplated. The provocation is quite deliberately impossible, contradictory, or illogical. It achieves what humor often achieves – it forces us onto a sidetrack that may ultimately provide profound and valuable insights. It may take us to the places unseen by Julius Sextus Frontinus, who said, “Inventions have long since reached their limit and I see no hope for further developments.”

Another of our favorite tools is called “Musts, Wants & Wows.” (Harrington, James H., Glen D. Hoffherr, and Robert Reid Jr., 1998) Here, the objective is to determine what we must have in relation (for example) to a new or existing service. Then we consider what it is we think we really want and finally, what we believe might “wow” our customers. It is a simple tool for getting a fix on the components of a service or product while at the same time, determining what each attribute contributes. It allows us to explore whether we are simply in the ballpark or whether we are offering more than that… whether we are really achieving competitive advantage.

Step 1 – define the target. (e.g. new area of consultancy advice)

Step 2 – create a matrix

Step 3 – generate requirements under the three categories

Use of these tools encourages creative thinking – shifting our perspective and developing better concepts and ideas. They are simple and effective. On a day-to-day basis, we do not consider that we have adequately addressed any single part of our Directed Creativity Cycle until our teams have applied at least two or three different creative tools. And we like our clients to get involved in this process with us. We have yet to meet the client unable to make a valuable contribution to our overall thinking. And at the end of it all, creativity is just plain fun! _

References
1. Buzan, Barry and Tony Buzan. The Mind Map Book: How to Use Radiant Thinking to Maximize Your Brain’s Untapped Potential. New York: Plume, 1996.

2. Barbatsis, Gretchen, Keith Kenney, Sandra Moriarty, and Kenneth Louis Smith, editor. Handbooks of Visual Communication: Theory, Methods, and Media. New York: Lawrence Erlbaum, 2004. 3. De Bono, E. Serious Creativity. New York: HarperCollins Business, 1996.

4. Harrington, James H., Glen D. Hoffherr, Robert R. Reid Jr. The Creativity Toolkit. New York: McGraw Hill, 1998.

5. O’Reilly, Charles A. and Michael L. Tushman. Winning Through Innovation: A Practical Guide to Leading Organizational Change and Renewal. Cambridge: Harvard Business School Press, 2000.

6. Walsh, Roger. Essential Spirituality: The 7 Central Practices to Awaken Heart and Mind. New York: Wiley, 2001

By Brad Green

Brad Green is Managing Director of Aukland office. Prior to that, he directed leading international companies such as Enterprise IG and Landor Associates. As an ex-pat Kiwi, Brad creatively lead and directed many international identity projects. In New Zealand, he has directed brand programs across many sectors. Brad applies his knowledge and understanding of contemporary brand communication and implementation issues to help shape and perfect the firm’s strategic and creative direction.