Brains need elbow room too: Workshop stresses creativity skills
By Bruce Goldman
"Creativity is a core value. You
either live it or you don't live it." --Bernie Roth
"To be creative, you have to not
think normally." --Rolf Faste
Those remarks, by two professors from
the Design Division of Stanford's Mechanical Engineering Department, set
the tone for a workshop titled "Creative Problem Solving Skills for
Your Profession and Life," held June 13-17 at Stanford's Terman Engineering
Center. Roth and Faste, who have led several creativity workshops over
the years, wheedled, cajoled and walked participants through an interactive
and at times raucous regimen intended to jar loose some extra elbow room
for their brains. The rapidity and aplomb with which teams of participants
completed a challenging design project in the latter stages of the workshop
made it clear that the duo had succeeded.
Attendees were culled from the ranks
of more than a score of manufacturing-oriented companies that, with the
School of Engineering and Graduate School of Business, support the campus-based
Alliance for Innovative Manufacturing at Stanford (AIMS), the workshop's
sponsor. AIMS promotes the exchange of technical ideas and techniques
between academia and industry.
"We'll ask you to do things which
may appear silly or make you uncomfortable," Roth warned the group
at the very outset.Breaching the comfort zone was necessary because "if
you always do what you've always done, what you'll get is what you've
Faste and Roth then asked the 15 participants
to stand in a circle and, one by one, to give their first names. Each
was directed to accompany the identification with a flamboyant "signature"
gesture such as sticking one's fingers in one's ears or bowing deeply.
Participants were then to repeat each other's names and personalized gestures.
Embarrassing at first, perhaps, but effective.
The next morning, everyone in the group remembered everyone else's name
-- part of Roth and Faste's grand design. Both playfulness and teamwork
are essential in professional creativity, they told participants.
"It's impossible to work in a vacuum,"
said Roth. "You have to work with others, whether it's a formal team
or not." This is complicated, he observed, by the fact that there
are many personality types. "We assume everybody is like us, but
in fact everybody is very different, viscerally as well as intellectually.
Just because someone seems off the wall to you doesn't mean they won't
make perfect sense to some third party."
Before long, the group was divided up
into pairs, one member of which led the other around for 25 minutes with
the latter's eyes closed. The pairs wended their way up and down the staircases
of Terman in a saltatory fashion, groping semi-blindly and sometimes noisily
through the narrow corridors. Busy administrative assistants, having seen
it all before, batted nary an eyelash at the wayward walkers, who on occasion
made "off the wall" a literal expression.
This disorienting activity, in addition
to building trust among prospective teammates, was a great way of learning
to, in Roth's words, "dismiss the 'catastrophic expectation' -- as
in, 'Oh, if I do this, such-and-such will happen!' But there's no telling
what will happen."
Faste ran with that theme. "We're
afraid of the unknown," he said. "Yet, if you're being creative,
you are doing something unknown - by definition, you've never done it
before -- and you are going to be a little afraid of it." You have
to get comfortable with being uncomfortable, Faste said. "'Comfortable'
is, to a large extent, whatever we know how to do. 'Uncomfortable' means
your neurons aren't experienced." You can verify this by merely clasping
hands or folding your arms the "wrong" way -- that is, the opposite
of the way you usually do it.
Faste coached participants in several
physical exercises that he said were beneficial in rewiring the brain:
for example, placing your hands on your shoulders, then alternately lifting
each leg repeatedly while on every pass leaning forward and touching the
protruding knee with your opposite elbow. According to Faste, this exercise
warms up the corpus colossus, which integrates the two hemispheres of
Roth hammered home the virtues of breaking
free of habitual thinking with a joke: "A drunk walks into a lamppost
and smacks his head, backs up, lurches forward, smacks his head again,
and screams: 'I give up! They've got me surrounded!' Most people are like
my drunk -- they just keep smashing the pole. You have to approach problems
flexibly. There's no magic formula."
There may be, in fact, lots of correct
answers, as Roth illustrated with another joke: The scene is a courtroom.
The prosecutor gets up and gives his argument, and the judge looks at
him and says, "You're right!" Then the defense lawyer gives
her argument, and the judge looks at her and says, "You're right!"
Finally, somebody in the audience jumps up and yells, "Wait a minute,
Your Honor. They can't both be right!" After a few seconds the judge
shrugs and says, "You're right!"
Give that judge credit for open-mindedness
-- a good quality, said Roth and Faste, because there's more than one
way to skin a problem, whose myriad solutions may be obscured by the language
we use to define it.
"Words are conventional, agreed-upon
consensus terms," Faste said. "We couldn't get through life
without conventions." Then participants were asked to try an exercise
called "un-labeling": walking about the huge conference room
pointing at whatever objects or people they encountered and calling them
by the wrong names. The cacophony that ensued was profoundly disorienting.
But in a discussion afterward, participants agreed that temporarily abandoning
the generalized semantic "containers" called words had heightened
their perceptions and caused them to pay attention to hitherto unnoticed
details - vivid colors, the edges of things and the spaces between them.
"Words are the most powerful things
humans have, but they're also imprecise," Faste said. "They're
very useful when we agree on their meaning. When we have a new problem,
though, we don't know what they mean." If you label an object or
situation too quickly with language, you can miss the details that differentiate
As an antidote to this stereotyping,
each member of the group was given a piece of popcorn and told to stare
at it for 75 seconds without letting any words come to mind. After a series
of escalating exercises whose intent was to force the viewer to see the
unique individual kernel behind the catch-all term "popcorn,"
participants were instructed to draw likenesses of theirs without using
mental language of any sort or glancing down at the papers on which they
The last two days of the workshop were
increasingly devoted to what's called a "rapid-prototyping"
project: the design and construction of a model of a hypothetical amusement-park
ride, using simple materials and tools - foamboard, string, Exacto blades
and so forth. Armed with a few pointers on giving and taking criticism,
highly enthusiastic participant teams were set loose to generate ideas,
work out schematic diagrams and physically create miniature combinations
of catapults, loops, vortices and lifts. After a very late evening and
early morning of bearing down in a frenzy of intensely focused energy,
teammates supplied sound effects and motive power for their attractions
in show-and-tell demonstrations during the workshop's final session. The
results were uniformly impressive.
Faste had the final word: "Creativity
is really messy. So pick up all the junk and put the room in order."
COMMENTS? Contact Richard Reis,
Executive Director AIM (650) 725-0919