There seems to be a critical role of consequence-free exploration (or at least consequence-reduced) in creativity.
Richard Feynman's commentary on being burned out and playing with ideas of spinning plates, which culminated in his Nobel Prize award, comes to mind. Recently featured on HN (and something of a perennial favourite): https://news.ycombinator.com/item?id=26931359
You'll find similar observations regarding corporate research and development. See David Hounshell's work on R&D at DuPont: Science and Corporate Strategy: Du Pont R&D 1902-1980, originally published in the 1980s.
Similar stories exist for AT&T's Bell Labs, Xerox PARC, IBM Research, and even Ford Motor Company's research division. In the case of the latter, Henry Ford (in)famously gave his engineers significant discretion, but somewhat-less-than-optimal equipment, the latter apparently a spur to creativity in order to overcome limitations.
Geoffrey West has discussed this regarding the Santa Fe Institute, I believe in the Q&A of this presentation: https://youtube.com/watch?v=w-8sbSPf4ko (At 1:09:00)
West quotes the late Max Perutz's guidelines for organizing research, in full:
Impishly, whenever he was asked whether there are simple guidelines along which to organise research so that it will be highly creative, he would say: no politics, no committees, no reports, no referees, no interviews; just gifted, highly motivated people picked by a few men of good judgment. Certainly not the way research is usually run in our fuzzy democracy but, from a man of great gifts and of extremely good judgment, such a reply is not elitist. It is simply to be expected, for Max had practised it and shown that this recipe is right for those who, in science, want to beat the world by getting the best in the world to beat a path to their door.
As an anti-creative environment, the most effective obstruction is to ensure that everything is not only consequential, but a path to failure. This tends to emerge in oppressive and excessively bureaucratic environments. John Cleese outlines the general parameters toward the end of this presentation: https://youtube.com/watch?v=Pb5oIIPO62g
The start-up world seems to me to increasingly exemplify the high-consequence, no-win environment.
Richard Feynman's commentary on being burned out and playing with ideas of spinning plates, which culminated in his Nobel Prize award, comes to mind. Recently featured on HN (and something of a perennial favourite): https://news.ycombinator.com/item?id=26931359
https://www.asc.ohio-state.edu/kilcup.1/262/feynman.html?rep...
You'll find similar observations regarding corporate research and development. See David Hounshell's work on R&D at DuPont: Science and Corporate Strategy: Du Pont R&D 1902-1980, originally published in the 1980s.
https://www.worldcat.org/title/science-and-corporate-strateg...
Similar stories exist for AT&T's Bell Labs, Xerox PARC, IBM Research, and even Ford Motor Company's research division. In the case of the latter, Henry Ford (in)famously gave his engineers significant discretion, but somewhat-less-than-optimal equipment, the latter apparently a spur to creativity in order to overcome limitations.
Geoffrey West has discussed this regarding the Santa Fe Institute, I believe in the Q&A of this presentation: https://youtube.com/watch?v=w-8sbSPf4ko (At 1:09:00)
West quotes the late Max Perutz's guidelines for organizing research, in full:
Impishly, whenever he was asked whether there are simple guidelines along which to organise research so that it will be highly creative, he would say: no politics, no committees, no reports, no referees, no interviews; just gifted, highly motivated people picked by a few men of good judgment. Certainly not the way research is usually run in our fuzzy democracy but, from a man of great gifts and of extremely good judgment, such a reply is not elitist. It is simply to be expected, for Max had practised it and shown that this recipe is right for those who, in science, want to beat the world by getting the best in the world to beat a path to their door.
http://www.theguardian.com/news/2002/feb/07/guardianobituari...
As an anti-creative environment, the most effective obstruction is to ensure that everything is not only consequential, but a path to failure. This tends to emerge in oppressive and excessively bureaucratic environments. John Cleese outlines the general parameters toward the end of this presentation: https://youtube.com/watch?v=Pb5oIIPO62g
The start-up world seems to me to increasingly exemplify the high-consequence, no-win environment.