In a previous post on this blog, I wrote about the need for a change of environment & activity in order to stimulate creative brainstorming during meetings.
We can also increase the likelihood of our participants generating better solutions to problems if we give them plenty of advance warning as to the agenda, objectives, and requirements for the meeting. This practice gives the attendees thinking and preparation time — to conduct research, talk to colleagues, and make a few advance notes. By the time participants arrive at the meeting, they are already actively engaged in the topics. (Isn’t that what you want?)
Most meetings are generally conducted within regular business hours (unless they include geographically dispersed teams in various time zones). Interestingly, business hours may not coincide with the most creative times of day for some employees. This excerpt from an article in Psychology Today summarizes the results of a relevant research study.
In a paper published last December in the journal Thinking and Reasoning, psychologist Mareike Wieth and her colleagues found that when people have to solve “insight problems” that require a high degree of creativity, solvers are much more successful when they tackle these problems at the time of day in which they are least alert.
Least alert? The results seem counter-intuitive. Apparently, people are more creative at their least optimum times of the day — when they are using less brain power. People who considers themselves “morning people” may be more creative in the evening, and “evening people” more creative in the morning.
Clients have told me that they generate their best ideas when they are showering, jogging, or driving. What are their brains doing during these activities? Chances are they’re not focusing on the problem or question that needs creative solutions.
My best ideas generally come about as I wake up in the morning or just before I fall asleep at night. When I’m in the shower or in my car, my mind wanders. I think about other things, I relax, and I take in other types of stimuli, and then it often happens — the “aha” moment — an idea, a solution, or an insight presents itself.
In conclusion, then, if creativity happens when you least expect it, it makes even more sense to combine various elements in order to get the best out of your employees at meetings. Give people plenty of prep time before the meeting, change the meeting environment, change the stimuli or activities, and perhaps even re-visit the objective again another time after everyone has had a chance to let the ideas percolate.
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