The Weird Rules of Creativity by Robert I. Sutton

The article that I am most interested in from creativity module is “The Weird Rules of Creativity” by Robert I. Sutton (2001). After the first surprise about the author’s idea of not applying rational rules of management, I understand his point of view and agree that some approaches will work whereas some may not.

I totally agree with the author that hiring novices and experts in some unrelated area can bring benefit to the company because a variety of experience and backgrounds allows them to see and possibly solve problems from a new perspective. Who will believe a company offering banking solutions recruits one with PhD in Chemistry as a product development manager? My customer - located in Australia - did, and that PhD person has been working effectively with many “weird” and precious suggestions for more than three years.

Starting rewarding failures, not just successes and punishing the inaction only are certainly brilliant ideas to boost the creativity. Most people always pass failure on the way to success. There are more failures than successes. Some failure moves the firm closer to success. Reward for failure facilitates creativity since management support and trust enable people to take risks without fear or undue penalty for failure. Inaction is more dangerous than failure, because inaction causes the firm not only to remain the same, but to fall behind.

What the author says: “taking perfectly happy people and goading them into fights among themselves” is a risky proposal. The manager has to keep in mind that the fights he/she needs to cause are all about ideas. If personality conflicts or relationship issues are provoked, they will destroy the creativity.

Suggestion of hiring slow learners or people who make you uncomfortable, those you do not like is a controversial one. I understand that varied perspectives and ideas will ease the innovation, but we do not need to hire slow learners and those we dislike to make the variation. In my opinion, the supporting argument for this idea is not convincing. Slow learners, who will take long time to learn and be trained, will have bad influence to the co-workers and the firm.

In conclusion, this article, which cancels most of managerial conventions, is one of the most fascinating and shocking that I have ever read. Since creativity is unofficially considered to play a significant role in the initial attractiveness and sustained competitiveness of many firms, people should think how they can apply Sutton’s suggestions to their company to enhance the creativity. Do not accept them as a whole without extremely cautious examination because real world is not as simplistic as theory. The combination of conventional methods of management and “weird” rules may be the best.

References:

Sutton, R. (2001). The Weird Rules of Creativity. Harvard Business Review, September 2001