Creativity + Structure

Part 1

For something to be considered creative it has to be new, unique and serve a purpose; it can be a simple idea, a product that’s aesthetically pleasing, or a new service or technology (Participant 1). Creativity is generally associated with freedom, autonomy and limited structure to encourage self-expression that leads to those great ideas (Caniëls & Rietzschel, 2015). Secondly, the structure part, is the plan and coordination of that plan put in place to complete tasks and reach goals (Flach, 2014). Structure, can be something as specific as a creative brief or timeline, and as broad as a creative process. Depending on the team, structure can be detailed or abstract. The hope for creativity is to discover that BIG idea, and the hope for structure is to be able to execute it on time.

When creativity and structure come head-to-head there can be tension (Brown & Duguid, 2001). For example, if a team is trying to find an idea but is hindered by an upcoming deadline (structure), tension can manifest. When creatives have the time and freedom to explore outside-of-the-box and, at times, obscure concepts, they can discover ideas that will provide the best possible solution for the client (Leski, 2015). However, too much structure when teams need to flex their creative muscles can inhibit brainstorming…(see the predicament here?)

The reality is assets need to be delivered to the client in a way that makes them happy, on time, and on, or ideally under budget. How do teams know when to throw structure to the wind and be creative, and when to enforce structure and kibosh creativity? Here are some guidelines to help answer that question (C. Youel, 2015):

1. Be creative in the beginning. The more ideas the better. Chaotic and unstructured. Get all ideas out in the open to see what stands out.

2. Know a good idea. The best ideas require the least polish and finesse.

3. Know when to let a not-so-good idea go. It's easy to spend too much time trying to salvage or save a flawed idea. An idea that can't stand scrutiny is too weak to survive.

4. Proof. Create with love and care but edit like an assassin.

5. Respect deadlines. As they say, design is never done, it's only due.

There doesn’t have to be tension between creativity and structure. There's a time and place for both (Brown & Duguid, 2001). Once you've taken the time to brainstorm, formulate an idea and establish a plan, then comes the follow-through. Resist the temptation to veer-off course with incoming ideas that are distractions from the project goal. Remember time is dwindling, “knowing when and what to stick a fork in is an essential instinct for anyone who creates” (C. Youel, 2015). Deadlines mark the end of milestones and projects. Ultimately, creativity, structure and the influence of time help teams move forward.

Part II

In creative work, when teams are in the business of selling time and ideas, they depend on the discovery of ideas within the window of time (Participant 5). Stephen King describes his creative process in his book, On Writing, a Memoir of the Craft. King will focus on writing one piece in a designated amount of time and then set the preliminary draft aside—sometimes for years—while he works on something else. Eventually, he’ll revisit the initial draft and edit, edit, edit. King’s process is great even ideal if you have the convenience of time. Unfortunately, most creative teams don’t have that option.

The element of time for creative teams is a luxury. The clock is ticking and you can’t stop, you have to go. Clients want creative solutions as soon as possible and teams don’t always have the ability to pause, find inspiration and deliver. When a deadline approaches fast and furious and teams haven’t found a great solution, sometimes they have to compromise in order to move forward (Participant 4). To be able to squeeze in as much time as possible for creativity to develop the best solution and manage time limitations, once again, structure comes into play.

The intention of structure is to organize businesses, teams and tasks through everyday operations and—let’s be honest—occasional creative chaos (Participant 3). There are certain steps teams can take to enhance opportunities for creativity under time-limited circumstances.

International design firm IDEO became well-known for their creative process that uses phases to organize abstract projects. From start to finish, time is delegated according to the nature of the project. Ultimately, phases can provide enough flexibility to adapt to different projects, yet enough guidance to navigate new and unfamiliar creative terrain. Project phases vary based on the team, however IDEO’s include (Kelley & Littman, 2007):

• Recognize the problem to solve,

• Outline the constraints (resources, budget, time, etc.),

• Brainstorm ideas,

• Evaluate solutions,

• Develop solutions and

• Implement solutions

Even the most creative spaces use rules or guidelines as the structure to keep projects moving. Artist, Tom Sachs’ follows a code called, 10 Bullets (2010). The code provides structure, accommodates carefully planned creativity and prevents arbitrary creativity that can derail tasks and interrupt processes. In fact, the code actually discourages creativity and stresses the importance of ideas built on a solid foundation. The code emphasizes all creativity should be approached with caution.

Structure, can also be used in the form of physical space. Many businesses use lounge areas and standing tables as a form of structure to provide “fertile ground to generate ideas” (Participant 5). The use of a couch as a meeting area or workspace instead of a conference table is simple, but effective. Alternative spaces for working allow people to get away from their desks, encourage organic connections with others and a change of scenery that will hopefully spark creativity (Participant 5).

Structure is an invaluable piece of the creative puzzle to navigate time. Teams without systems in place to complete work often experience confusion. Repetitive confusion can lead to tension and tension can stifle creativity—and we don’t want that! Teams can prevent tension by level setting expectations when taking on a project. When teams assess when and where to use structure it allows for creativity and helps manage time.

Part III

Creativity is a powerful force and equally as valuable as structure. If teams can produce a brilliant idea it can benefit projects, solidify relationships, satisfy clients, and increase revenue. Yes, creativity is unpredictable by nature, but teams can take certain steps to enhance the likelihood to find a great idea—even down to the nitty-gritty details of structure. Structure is used as a tool to focus on creative problem solving and loosen the tight grasp of time.

Clients often seek solutions to solve marketing, design, development or media-related problems and there will always be more than one way to solve problems. Because problems can be solved in many ways, creativity is tricky on teams. A well-defined problem and a hopeful path to solve it are both essential to narrow in on the best solution and, prevent tension. A couple different ways creative teams can focus on creative problem solving are to identify constraints and use a creative brief.

Unless the client you’re working with has infinite time and money—which is usually not the case—there are certain conditions to every project that teams must adhere to (Participant 5). These conditions are called, constraints. Constraints can help pinpoint why a client needs your help and the resources required to produce a final concept; they help provide a starting point for creative work. A few examples of constraints are: resources, time and budget.

Constraints are often shared in a creative or strategy brief. A brief is a tool that records influential pieces of a project to align stakeholders on expectations. The use of a brief can seem obvious, but there are many teams that don’t use one, or have one in place and don’t use it to its full potential. The importance of a brief is that teams can refer to the document as a source of “truth” (Participant 2). With a brief, teams can be more creative by working within the constraints, rather than having infinite autonomy that can leave teams struggling with where to start (Participant 3). Elements of a brief can include (Participant 1):

1. Who is the audience of this product or service,

2. Objective of the project (what problem are you trying to solve)

3. What are the resources needed to develop and execute an idea,

4. What is the budget,

5. What deadlines does the team need to meet and

6. Any other noteworthy variables that are applicable to the project

The constraints outlined in the brief don’t always have to be a hard stop and there can be exceptions for teams to explore outside-of-the-brief territory. Sometimes, when teams choose an alternate route, there might be a good reason for it such as unexpected variables have popped-up that requires a change. If that happens, it’s up to the team to decide collectively on a different path to take to move forward with.

To be perfectly clear, no matter what kind of structural tactics you use, “you cannot predict when you’re going to find an idea…most people realize ideas when they’re in the shower—it’s not when they’re at their desks” (Participant 5). The Huffington Post shared an article on a science-based trick to unlock creativity. The article stated that, “72% of people report experiencing new ideas in the shower. People also reported they are more likely to get insights in the shower then at work” (Gregoire, 2015). One reason why this may happen is because, when people think in other veins outside of the problem they're trying to solve or when they can take a break, sleep and let their minds subconsciously work in the background, ideas emerge (Participant 4).

Despite the influence time can have on creative work, it’s not always a bad thing. It’s possible that too much time can be allotted to creativity. Without an established end, creative teams can brainstorm forever and never move forward with a solution. Or, if teams spend too much time on creativity for a project they may find themselves over budget and have less time to spend on development and execution phases. The possibility of profitability on projects and future work can be in jeopardy—which doesn’t look good for anybody (Participant 1). That’s also why it’s important to have a plan in place so teams can use creativity to its full potential.

PART IV

There isn't a one-size fits all approach to balance creativity and structure; both manifest in unique ways in different environments (Participant 5). A smaller entrepreneurial firm with more opportunities for creative freedom doesn’t need the amount of structure a larger organization with more restrictions on creativity requires. Depending on the environment, creativity and structure are going to come together differently and "the reality teams have the power to create is going to be different" (Participant 5).

Team leaders can help cultivate a generative relationship between creativity and structure through integration. Leaders use integration to combine individual thoughts and ideas into collective ideas. When teams are integrated, they are more motivated to work together to find and execute solutions. All team members bring a unique point of view, and in order to have a well-rounded perspective, ideas hopefully come from multiple people (Participant 3). Conversely, the same is true for structure. Teams benefit when they take input from everyone to determine how to execute ideas. Leaders in tune to the balance between creativity and structure on their team empower and motivate individuals through integration.

“As a leader, my role is to motivate creative teams to achieve their creative output in a way that makes management, the people and the client happy. For example, if we have the same promotion coming up, as a team, we work together to make the familiar concept more interesting and notable. Yes, you’re selling cat food again, but maybe you’re giving the cat food a different treatment. You can’t control what the food looks like, because it’s in a can. So, you show it in box or with a cat lying down, because people love cats! Then, you know it’s going to be fun for the creative team, because there’s a cat instead of just shooting a pile of cans. It’s different; it’s fun…I knew what was fun for me, so I knew it would be fun for [the team], too. Because why are they doing that otherwise? It’s really not fun to do cat food.” (Participant 2)

Regardless of the way your team balances creativity and structure to accommodate time, there doesn’t have to be tension. Creative thinking such as brainstorm sessions and ideation as well as structural tactics like, spreadsheets, meetings and timelines are all a part of the process. At the end of the day, creativity will better the work and structure will help the creative cause. The best-case scenario for teams is to encourage creativity and establish structure to discover the best possible solution under the given time constraints.

Consider the ways creativity and structure (or lack thereof) influence your team. Where can you improve? If there’s room for improvement, it’s not going to be easy. It will take some extra…umm…time. But, it will be worth it in the end to yourself, the people on your team, your clients and to the work you produce. Once you’ve put the effort in to establish the foundation of creativity and structure, be sure to maintain it. The long-term benefits will outweigh the initial investment and result in more time for creativity—which is what this is all about anyway.

References:

1. Brown, J. S. & Duguid, P. (2001). Creativity versus structure: A useful tension. Retrieved from http://sloanreview.mit.edu/article/creativity-versus-structure-a-useful-tension-2/
2. Caniëls, M. C. J., Rietzschel, E. F. (2015). Organizing creativity: Creativity and innovation under constraints. Creativity and Innovation Management, 24(2), 184-196. doi:10.1111/caim.12123
3. (C. Youel, personal communication, September 12, 2015.)
4. Flach, L. (2014). Use or abuse of improvisation in organizations. Creativity & Innovation Management, 23(4), 374-385. doi:10.1111/caim.12087
5. Gregoire, C., 2015. This science-backed trick can unlock your creativity in just 5 minutes. Retrieved from http://www.huffingtonpost.com/entry/science-trick-unlock-creativity_us_56808760e4b0b958f659b2188
6. Leski, K. (2015). The Storm of Creativity. Cambridge, MA: Massachusetts Institute of Technology Press.
7. Kelley, T., & Littman, J. (2007). The art of innovation: Lessons in creativity from IDEO, America's leading design firm. Broadway, NY: Doubleday.
8. King, Stephen. On Writing: A Memoir of the Craft. New York: Scribner, 2000. Print.
9. Sachs, T. [Tom Sachs Movies]. (December 6, 2010). 10 Bullets [Video file]. Retrieved from https://www.youtube.com/watch?v=49p1JVLHUos
10. (Participant 1, study interview, January 30, 2017.)
11. (Participant 2, study interview, February 2, 2017.)
12. (Participant 3, study interview, February 4, 2017.)
13. (Participant 4, study interview, February 16, 2017.)
14. (Participant 5, study interview, February 23, 2017.)