This is one of the most intellectually stimulating books I have read in recent years. As the subtitle correctly suggests, the authors explain how to ignite creativity in groups. First they explain what that means. Then they examine what they call “creative abrasion.” Systematically, they proceed to explain how to create “creative options”, suggesting strategies to achieve convergence on the best options. Only then is their reader prepared to consider two immensely difficult processes: designing an appropriate physical environment, and, designing an appropriate psychological environment.

Many people insist “I’m not creative.” When placed within a group, especially when one or more members of that group seem “creative”, they withdraw from the discussion, feeling inadequate and perhaps intimidated...especially if “sparks” are flying around them. The authors understand this predisposition and this reaction. They are convinced that “creativity can be encouraged, enhanced, and enabled by managers.”  They share a wealth of information that provides complementary insights into human behavior: “basic research in psychology, particularly social psychology; and practice experience in management.”

One of the book’s most valuable contributions is its obliteration of certain “myths” about creativity: 

Myth #1: Creative output depends on a few, often flamboyantly different individuals.

Myth #2: Creativity is a solitary process.

Myth #3: Intelligence is more important than creativity.

Myth #4: Creativity really isn’t managed.

Myth #5: Creative groups are found only in “The Arts” or in high-technology companies.

Myth #6: Creativity is relevant only to Big Ideas.

Myth #7: Creativity involves coming up with new ideas.

Go back and review this list. How many of these “myths” have you believed to be true? Now think about those with whom you work. How many of them also believe that most (if not all) of these “myths” are true? They are among the major obstacles to creative thinking. If believed, they prevent the results of creative thinking: innovation. Perhaps at no prior time in the history of free enterprise has there been a greater need for new and better ideas, and, for new and better ways to generate them within an organizational structure. 

I now presume to share two situations from my own experience which suggest that creative “sparks” can sometimes be “ignited” from the most unlikely sources. While working with one of the business units of a “Fortune 100” company, I was involved in the design of an “electronic suggestion box” system to encourage ideas about cost reduction from employees. An intern in one of the mail rooms was among those who responded. “Except for emergencies, why not ship all next-business-day deliveries only on Fridays?” His suggestion eventually saved more than $200,000 a year. While working with a much smaller corporation, its CEO took great pride in sending out hand-written notes of praise to those whom he called “Extra Milers.” One day, he told me, his administrative assistant suggested that postage stamps be manually applied (rather than having envelopes processed through a postage meter) and that his notes be sent to home addresses so that the sentiments expressed could immediately be shared with family members. Both situations illustrate what Leonard and Swap have in mind when they refer to “small sparks” of creative thinking.

In the final chapter of their brilliant book, they assert that “Creativity, like learning, is not only process but an attitude. An attitude that promotes creativity is a kind of alertness to innovation opportunities -- a constant mental challenge to routine and an openness to change....Managing creativity is all about the values we enact....Some individuals thrive on the challenge of constant change and improvement; others recoil from the implicit chaos....[However] it takes only a small spark to ignite a large fire. Let the sparks fly!”

If you are can reject the aforementioned “myths”, this book will help you to think more creatively. If your organization needs a disciplined process by which to encourage, enhance, and enable creative thinking, this book will be invaluable to the design and implementation of that process. You can be certain that, when the “sparks” begin to fly, the only limits on innovation will be self-imposed. 

Order When Sparks Fly here. 

Find the full list of Robert Morris's Business Nuggets featured by Eastbook.com here.

 

When Sparks Fly 1999 Hardcover Edition	When Sparks Fly 1999 Hardcover Edition

 

Search	Find Books  Keywords
Search	Find Books  Keywords