Creative Conspiracy. Leigh Thompson

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СКАЧАТЬ departure of founder members instigates a self-reflective process in the team. Said simply, when people come and people go, that leads people to think about what the team is about. In chapter 7 I review some of my own research findings on the benefits of rotating team membership.

       Where does the work get done? The open floor plan was supposed to be a sign that we were team players and we could benefit more by socialization than by holing ourselves up. The open floor plan soon moved from the office space to the educational space. However, it just may not be the best thing for creativity. Groups who have crafted a creative conspiracy have private hideaways, and doors may be shut allowing individuals on the team to do what they need to do. Chapter 2 makes an argument for some degree of what might be viewed anti-social behavior in teams and chapter 7 focuses on the importance of hybrid meeting structures that balance team-time and alone-time.

       Time pressure. Is supposed to be bad, right? Lots of research suggests that groups simply work to fill their time. And whether teams meet for 1 hour, 90 minutes or 2 hours, there are no appreciable differences in group performance. Groups in the creative conspiracy meet without being bound by the meeting start and stop time. Chapter 7 presents evidence that as time pressure increases and the clock starts, creativity increases.

       Social networks. One interesting thing about creative conspiracies is that they often involve far-flung others. Thus, creative groups may very well not be pods of tightly knit friends; in fact, they may have little or no history of a working relationship. They are likely to be characterized as people who have disparate connections—clandestine ties to others who can help them. Chapter 3 focuses on how to compose the creative team and argues that odd bedfellows—as opposed to similarly minded buddies—make for the best creative teams.

      

Chapter Capstone

      There are a lot of popular ideas on how to ignite creativity in teams. This chapter identified several plausible-sounding ideas that have gained popularity as best practices in organizational teams. These beliefs are so commonplace that they have achieved pseudo-scientific status. However, there is very little (or in some cases, absolutely no) scientific evidence to suggest that they work. In fact, some of these myths may even thwart creativity. The good news is that there are straightforward ways to fix most of the pernicious “best practices” that have crept into our organizations.

      I hope this chapter has shaken the very foundations of how you think about creativity in your team. I’ve done my job if you are feeling somewhat rattled. Remember that complacency is the nemesis of the creative conspiracy. This chapter has challenged you to take a hard, critical look at the day-to-day practices of your creative team. If your score on the Creative Collaboration Assessment is low or lower than you desire, don’t despair. There are several steps you can take to dramatically improve the creativity of your team. After all, that’s the point of this book—to speak to the questions that the Creative Collaboration Assessment has raised and introduce the skills needed to spark a creative conspiracy. The next chapters introduce several best practices that are quite different than business as usual.

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