Introduction
In today's fast-paced business world, creativity and innovation are more important than ever. Companies that can't come up with creative solutions to complex problems are at risk of falling behind or failing altogether. Yet despite recognizing the importance of creativity, many businesses struggle to foster it effectively.
In his book "Unlocking Creativity," Michael Roberto explores why so many organizations say they want more creativity but end up stifling it instead. He identifies six common mind-sets that block innovation in the workplace and offers practical strategies for overcoming them.
By examining case studies of both successful and unsuccessful approaches to creativity, Roberto provides a roadmap for leaders who want to build truly innovative organizations. His insights can help companies break free from rigid thinking and tap into the creative potential of their employees.
The Linear Mind-Set: Why an Iterative Approach Beats Rigid Planning
One of the biggest obstacles to creativity in business is what Roberto calls the "linear mind-set." This is the tendency to approach projects and problem-solving in a rigid, step-by-step manner:
- Do research
- Analyze data
- Make a detailed plan
- Create a budget
- Execute the plan
While this linear approach may seem logical, it often fails to account for the messy reality of creative work. No amount of upfront planning can anticipate all the challenges and opportunities that will arise during a project.
Roberto uses the example of Leonardo da Vinci to illustrate the pitfalls of linear thinking. Though we now recognize da Vinci as one of history's great geniuses, he likely would have been fired from most modern companies. He was notorious for missing deadlines, abandoning projects, and obsessively tinkering with his work rather than delivering finished products on schedule.
Instead of the linear approach, Roberto advocates for an iterative process:
- Build a prototype
- Launch and test it
- Gather feedback
- Adapt and improve
- Repeat
This iterative method allows for more flexibility and responsiveness to real-world conditions. It embraces the unpredictable nature of creative work rather than trying to plan it all out in advance.
To demonstrate the power of iteration, Roberto describes a design challenge created by Skype's Director of Design, Peter Skillman. Teams were given 20 pieces of spaghetti, some string, tape, and a marshmallow. Their task was to build the tallest possible tower that could support the marshmallow on top.
Interestingly, groups of business school graduates performed poorly at this challenge. They spent too much time planning and then rushed to execute their plan at the end, often resulting in collapsed towers. In contrast, groups of kindergarteners performed much better. They didn't plan - they just started building, tested different approaches, and kept iterating until they found a solution that worked.
The lesson is clear: when it comes to creative challenges, doing beats planning. An iterative approach allows teams to learn and adapt as they go, leading to better outcomes than rigid adherence to an upfront plan.
The Benchmarking Mind-Set: Finding Your Own Path to Success
Another common creativity killer is what Roberto calls the "benchmarking mind-set." This is the tendency for companies to constantly compare themselves to competitors and try to emulate their success.
While learning from others can be valuable, blindly copying "best practices" often leads to mediocrity rather than true innovation. Roberto uses the example of reality TV shows to illustrate this point. After the massive success of Survivor in 2000, networks rushed to create their own reality shows. A few, like American Idol, found success. But most were forgettable copycats that quickly faded away.
The problem with excessive benchmarking is that it leads to homogenization. When every company in an industry is copying each other, they all start to look the same. This makes it hard to stand out or offer anything unique to customers.
Instead of obsessing over the competition, Roberto suggests companies focus on amplifying their own unique strengths. He calls this approach "lopsidedness" - deliberately choosing to be different rather than trying to match everyone else.
The German chainsaw company Stihl provides a great example of this principle in action. While most of their competitors outsource manufacturing and sell through big box stores, Stihl does the opposite. They make all their parts in-house and sell only through a network of specialized dealers. This unconventional approach has helped Stihl become the top-selling chainsaw brand by emphasizing quality and expertise.
The key lesson is that creativity often comes from zigging when others zag. Instead of benchmarking and copying, look for opportunities to differentiate your company in meaningful ways.
The Prediction Mind-Set: Focusing on Quality Over Forecasts
Many businesses fall into the trap of the "prediction mind-set" - an obsession with forecasting future results that can actually hinder innovation. This often manifests as unrealistic growth targets that put pressure on teams to only pursue "big win" projects.
Roberto cites research showing that many large companies aim for 15% annual earnings growth. But this goal is wildly unrealistic - between 1980 and 1999, only 5 out of the 150 largest US companies achieved that level of sustained growth.
The problem with fixating on such aggressive targets is that it causes companies to neglect smaller projects and ideas that could become major innovations given time to develop. Many executives will only approve initiatives projected to generate at least $50 million in sales. But this "home run" mentality means a lot of promising ideas never even get a chance.
Instead of trying to predict winners in advance, Roberto argues companies should focus more on creating high-quality products and experiences in the present. He uses the example of Trader Joe's to illustrate this principle.
On paper, Trader Joe's business model seems questionable:
- They don't advertise
- They offer far fewer products than typical grocery stores
- Most items are private-label rather than name brands
- Product selection changes frequently
- Stores are small with limited parking
Yet despite these seeming disadvantages, Trader Joe's consistently ranks as one of America's favorite grocery chains. How? By relentlessly focusing on creating a unique and enjoyable shopping experience.
Trader Joe's didn't achieve overnight success. Twenty-two years after opening, they had just 30 stores and $150 million in revenue. But by prioritizing quality over rapid growth, they built a devoted customer base. Today they have over 470 stores and $11 billion in annual revenue.
The lesson is that trying to predict and force growth often backfires. It's better to focus on delighting customers in the present and trusting that growth will follow naturally.
The Structural Mind-Set: Psychological Safety Matters More Than Org Charts
Many leaders fall into what Roberto calls the "structural mind-set" - the belief that finding the perfect organizational structure is the key to unlocking creativity and performance. But research shows that team effectiveness depends more on psychological factors than reporting lines.
Roberto uses the example of Zappos to illustrate the pitfalls of the structural mind-set. In 2015, CEO Tony Hsieh announced the company was eliminating traditional management hierarchy in favor of a "holacracy" system. The transition was chaotic, with over 20% of employees leaving in frustration. Zappos, once renowned for its positive culture, fell off Fortune's "Best Companies to Work For" list.
The reality is that no single structure works best in all situations. Research has shown that hierarchical structures can be more effective for tasks requiring lots of coordination, while flatter structures work well when less coordination is needed.
So if structure isn't the silver bullet, what really drives team performance and creativity? Google's extensive research on this question found that psychological safety was by far the most important factor. Team members need to feel they can speak up, take risks, and even fail without fear of negative consequences.
This aligns with Roberto's view that every workplace is full of creative people - the key is creating an environment where they feel empowered to contribute ideas. Some ways to foster psychological safety include:
- Encouraging people to speak up about issues
- Treating failures as learning opportunities rather than cause for punishment
- Promoting healthy debate and discussion of different viewpoints
The takeaway is that leaders should worry less about org charts and more about creating a culture where people feel safe to be creative. Structure matters, but psychological factors have a much bigger impact on innovation.
The Focus Mind-Set: The Power of Strategic Breaks
Many people believe that maximum focus and dedication is the key to creative breakthroughs. Roberto calls this the "focus mind-set." While periods of intense concentration can certainly be productive, taken to an extreme this mentality can actually hinder creativity.
The focus mind-set often manifests as marathon work sessions or "creativity sprints" where teams are sequestered to work on a single problem for days at a time. Google popularized this approach with their famous "design sprints," which have since been adopted by many other tech companies.
There's no doubt that eliminating distractions can boost productivity in the short term. Research has shown that even brief interruptions can derail focus for over 20 minutes. But Roberto argues that excessive focus can be counterproductive, leading to mental fatigue and creative blocks.
Instead, he advocates for "interleaving" - alternating periods of focused work on one project with time spent on other tasks or ideas. This approach allows the mind to subconsciously process problems in the background, often leading to unexpected insights.
Roberto uses the example of Mark Twain to illustrate the power of strategic breaks. In the summer of 1876, Twain wrote 400 pages of what would become Adventures of Huckleberry Finn. But then he hit a wall and set the manuscript aside for seven years. When he finally returned to it, he was able to finish the American classic we know today.
The lesson is that creativity often requires incubation time. Forcing yourself to focus relentlessly on a problem rarely leads to the best solutions. Sometimes it's better to step away and let ideas percolate in the background. When you return with fresh eyes, you may find the answer was there all along.
Some ways to incorporate interleaving into your work:
- Take regular breaks during focused work sessions
- Alternate between different projects throughout the day
- Allow time for seemingly unproductive activities like daydreaming or doodling
- Sleep on tough problems - your subconscious mind often keeps working overnight
By avoiding the trap of the focus mind-set, you can tap into the natural ebb and flow of creativity rather than trying to force it.
The Naysayer Mind-Set: Constructive Criticism vs. Creativity Killers
In many workplaces, critical thinking is prized above all else. From an early age, we're taught to analyze and find flaws in ideas. While healthy skepticism has its place, Roberto argues that an excess of criticism creates a "naysayer mind-set" that stifles creativity and innovation.
The naysayer mind-set manifests as a reflex to immediately point out problems with new ideas. While proponents claim this helps strengthen concepts, in practice it often discourages people from speaking up at all. Team members become reluctant to share half-formed thoughts for fear of being shot down.
That said, Roberto's research shows that having devil's advocates on a team can be valuable. They help combat "shared information bias" - the tendency for groups to focus only on information everyone already knows rather than surfacing unique perspectives.
The key is finding the right balance and approach to criticism. Some strategies Roberto recommends:
Rotate the devil's advocate role rather than always assigning it to the same person. This prevents people from tuning out a known naysayer.
Use two devil's advocates instead of one. It's harder to dismiss criticism when it comes from multiple sources.
Frame criticism as questions rather than statements. "How might we address X challenge?" is more constructive than "This will never work because of X."
Encourage devil's advocates to suggest alternatives, not just point out flaws.
Create a "yes, and..." culture inspired by improv comedy. Build on ideas rather than shutting them down.
The goal is to reap the benefits of critical thinking without creating a hostile environment for new ideas. By fostering constructive debate rather than knee-jerk negativity, teams can refine and improve concepts instead of killing them outright.
Putting It All Together: Creating a Culture of Creativity
Throughout the book, Roberto emphasizes that unlocking creativity isn't about hiring a few "creative types" or reorganizing into the perfect structure. Rather, it's about creating an environment where everyone feels empowered to contribute ideas and take smart risks.
Some key principles for fostering a creative culture:
Embrace iteration over rigid planning. Build prototypes, test them quickly, and keep improving based on real-world feedback.
Focus on amplifying your unique strengths rather than copying competitors. Look for opportunities to differentiate yourself in meaningful ways.
Prioritize creating quality experiences in the present rather than chasing aggressive growth targets. Trust that delighting customers will lead to sustainable success.
Create psychological safety so people feel comfortable speaking up and taking risks. This matters more than org charts or formal processes.
Allow for periods of intense focus, but also build in time for breaks and incubation. Creativity often strikes when you step away and let ideas percolate.
Encourage constructive criticism and debate, but avoid a culture of knee-jerk negativity. Frame feedback as questions and suggestions rather than attacks.
Rotate creative and devil's advocate roles rather than pigeonholing people. Everyone has the capacity for both generation and evaluation of ideas.
Celebrate and learn from failures rather than punishing them. Create a culture where appropriate risk-taking is encouraged.
By challenging these common mind-sets and creating a more nurturing environment, leaders can unlock the creative potential that exists in every organization. It's not about finding creativity - it's about removing the barriers that block it.
Final Thoughts
In a business landscape defined by constant change and disruption, creativity and innovation are more important than ever. Yet many companies struggle to foster the creative thinking they need to stay competitive.
By identifying and overcoming the six mind-sets that block business innovation, leaders can create organizations that are truly built for creativity. This isn't about implementing a specific process or structure. Rather, it's about shifting the underlying attitudes and assumptions that shape how people approach their work.
Some key takeaways:
- Creativity requires flexibility and iteration, not rigid planning
- Differentiation beats imitation when it comes to innovation
- Short-term results and growth targets often come at the expense of long-term innovation
- Psychological safety matters more than org charts or processes
- Breaks and incubation time are as important as focused work
- Constructive debate is valuable, but avoid reflexive negativity
Ultimately, unlocking creativity is about creating an environment where people feel empowered to contribute ideas, take smart risks, and learn from failure. By challenging these common mind-sets, any organization can tap into the innovative potential of its people.
In a world of constant change, the ability to generate creative solutions is perhaps the most valuable skill any business can cultivate. The companies that thrive will be those that successfully unlock the creativity that exists in every workplace.