We can thank Nobel Prize Winning neurologist Roger Sperry’s 1960’s split brain experiments, for our fascination in labelling people “left” or “right” brained. It is only a metaphor, but one that generates lots of debate, especially since we now know that the brain’s hemispheres complement each other as we think creatively or logically.
In my work as a business creativity specialist I wanted to avoid the arguments about the brain's neurology and create a better metaphor to help people tackle issues more creatively at work. Drawing on a set of creativity techniques, I worked backwards to find their underlying principles.
In this process I realised that these often opposed those which underpin logical thinking. I called the former set of principles, the Creativity Head and the latter the Business Head and my metaphor was born. At work, we put on our Business Heads for smooth operational efficiency in planning, decision making, legislation, recruitment and employee relations, whilst putting on the Creativity Head provides those ideas that we need to tackle deeper problems that may affect long term survival of the business. We have to learn to switch between our two heads.
Let's look at some of the fundamental of Thinking Heads Engineering and consider the mental principles that our Business Head uses and how the Creativity Head counters them:
Status Quo Thinking
Business Heads avoid Change. Creativity Heads seek Change.
As the world changes, so business needs to change. But, why is mentally ‘staying put’ easier than changing our thinking. In the same way as our bodies are regulated to stay within certain physical parameters (homeostasis), the brain uses a mechanism to manage our thoughts. It keeps its neural landscape within limits by looking for differences between the expected and the actual. Since Change is about difference from the norm, this regulatory system goes into overdrive. This mechanism is also closely connected with our brain’s fear centre, so we experience actual physiological discomfort and mental energy is diverted away from our intellectual thinking centres. It’s no wonder that we avoid Change.
The Business Head often rationalises this by sticking with a philosophy of 'if it isn't broken then don't fix it'. But, the downside is that it stops us thinking about possible alternatives until it's too late. The demise of many companies owes much to their ‘blindness’ to a changing business environment.
The Creativity Head actively seeks Change and uses strategies to fool the brains defence systems. One approach to enable Change is telling vivid stories which create emotional impact.
Harvard Business School professor, John Kotter, supports this approach, concluding after detailed studies, that behaviour change works best by tapping into people's emotions.
Business Heads find the softer skills of emotional persuasion difficult and stick with logic.
Creativity Heads re-evaluate their thinking on a regular basis, constantly asking dumb question that organisational new comers are grudgingly allowed to ask. They also harness the regulatory systems, negative self talk through reverse brainstorming.
Part 2 will be published tomorrow
Article kindly provided by David Weeks at www.m1creativity.co.uk
Jan 3, 2008
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