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1. Introduction
My interest in studying creativity was inspired by the frustrations that I
felt as a student, then as a professor. I wanted to know how I could
encourage creativity in myself, my students, and my colleagues.
Politicians, industrial managers, academic administrators, and other leaders
often say that innovation is critical to the future of civilization, our
country, their company, etc. But in practice, these same people often act as
if innovation is an evil that must be suppressed, or at least tightly
controlled.
The purposes of this essay are to (1) quickly examine some of the
personality traits that are associated with unusual creativity and
innovation and (2) to criticize management and educational techniques that
penalize or discourage creativity. The way to increase the productivity of
creative people is simple: give them resources (time, equipment, money) and
stand out of their way!
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2. Definitions
First, consider a definition of creativity. A creative person does things
that have never been done before. Particularly important instances of
creativity include discoveries of new knowledge in science and medicine,
invention of new technology, composing beautiful music, or analyzing a
situation (e.g., in law, philosophy, or history) in a new way.
It is important to distinguish among three different characteristics:
intelligence, creativity, and academic degrees. Intelligence is the ability
to learn and the ability to think. Creativity was defined in the previous
paragraph, as the ability to produce new things or new knowledge. Academic
degrees are what one gets after one has sat through years of classes, passed
the examinations, and completed all of the other requirements (e.g., senior
thesis, doctoral dissertation, etc.). In comparing and contrasting these
three traits, I note that:
Most people who create significant things are intelligent.
There are many people with an earned doctoral degree who do not have a
single creative idea in their head. They are intelligent and highly skilled
problem solvers, but someone else must formulate the problem for them (e.g.,
give them an equation to solve). Thus intelligence and academic degrees are
not evidence of creativity.
Students who are both intelligent and highly creative often make mediocre
grades in school.
Genius is a vague term: sometimes it indicates a person with an unusually
high score on an IQ test, other times it indicates an extraordinarily
creative person (e.g., Mozart or Einstein). I don't like the word genius,
not only because of this vagueness, but also because it often has the
connotation in colloquial American language of indicating a freak, weird, or
abnormal person. I am interested in understanding and encouraging
creativity, not pasting pejorative labels on creative people. Further,
someone who is not a genius can still make a valuable contribution to
progress.
theory of creativity
Readers who have not previously considered the psychology of creativity
might first wish to read my summary of Sternberg's theory of creativity at
the end of this document. In short, the ability to be creative is the
amalgamation of several different kinds of intelligence and personality
traits. Creativity is an amazingly complex subject.
There are many books about the psychology of creativity in artists, but
relatively little about creativity in scientists and engineers. However,
there are (1) a number of biographies of scientists, which give some light
on creativity in scientists, and (2) some books on creativity in
mathematicians.
The following are my own conclusions and comments about creativity, based on:
my observations of colleagues and students, some of whom were highly
creative, but others were not creative, and asking myself why the
differences in creative output,
my personal experiences,
my reading biographies of scientists, mathematicians, and composers of music
, and
my reading psychology books on creativity.
It is obvious that before one can do creative science and engineering, one
must have some technical knowledge of facts, laws, and methods (e.g., study
of physics, chemistry, calculus, differential equations, statistics,
computer programming, etc.). If one compares highly creative scientists and
engineers with their plodding, ordinary colleagues, one finds essentially
the same kinds of intelligence and knowledge in both groups. Therefore, I
conclude that it must be the personality traits that distinguish creative
from noncreative people.
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3. personality traits
associated with creativity
A. diligence
Many people who are famous for their creative output are highly diligent,
often bordering on the obsessive. It is common to see creative professors
working 60 to 80 hours/week for the sheer joy of the effort. Creative people
have an inner need to express their creativity. They can not keep their new
idea inside their head forever, the idea needs to be born. In fact, many
creative people would be creative, even if they were not paid for their
effort or output, a situation that has lead society and managers to a
frankly shameful exploitation of many of the greatest innovators in the
history of mankind.
Not all creative people work long hours. I get the impression that
mathematicians and theoretical physicists are often exhausted after 20 to 40
hours/week of intense thought.
In discussing the amount of time a creative person spends on work, it is
important to reward productivity, not number of hours worked. Many times, a
creative person will work a few hours and encounter an obstacle. Continuing
to stare at the work is unlikely to produce a breakthrough. Experience shows
that novel insights often come at unexpected times (e.g., while doing some
mundane task, such as walking or in the shower).
In industry, it is common to see creative engineers working in their spare
time, or working during evenings and weekends, on their "secret" project. If
they asked their manager for authorization, the manager would likely say "
No!", so the creative people keep their project secret until it is completed
or it becomes clear that their concept will not work.
Nights, weekends, and holidays are good times to accomplish creative work,
because there are fewer interruptions (e.g., from telephone calls,
unexpected visitors) to break one's concentration.
I can not emphasize too strongly that a diagnostic sign of a creative person
is that he/she finds their own work to do, rather than sit idly until
someone else gives them an assignment. Creative people need to express
themselves through creative projects. However, one should distinguish
between a workaholic who puts in 80 hours/week doing routine work and a
creative person who works long hours doing new things, often things that no
one else thought could be accomplished.
Many people with unusually great creativity are ambitious, concerned with
their reputation, and apparently need to prove themselves worthy. I suspect
that these characteristics formed the motivation for their diligence, which
is necessary for success. Their need to prove themselves worthy may come
from experiences early in life in which other children, other students, etc.
ridiculed or taunted them.
Reading biographies of famous scientists and inventors shows that many of
these men had an intense focus on their work. One could describe this
intensity with pejorative terms: obsession, monomania, idée fixe. Or one
could recognize that the intense concentration was necessary to take them
beyond the reach of ordinary men.
B. stubborn
In trying to do innovative work, I have often noticed the following problems
(in addition to my ignorance and mistakes!):
My colleagues tell me it is "impossible", "you are crazy to try this", "it
will never work", "it has been tried before", etc. Of course, when I
accomplish my goal, they forget their earlier prediction.
There is nearly always inadequate funding and inadequate laboratory
resources, which makes the experiment take longer than it would with
appropriate equipment.
There is always inadequate time, because the project is in addition to one's
regular activities (e.g., sponsored research, teaching, earning money,
family and personal life)
Being creative is extraordinarily difficult work that is essential to
progress! And society seems to delight in making it more difficult by
denying resources to creative people who need them. The way to succeed in
spite of these artificially created burdens is to have some combination of
the following character traits:
persistent
tenacious
uncompromising
stubborn
arrogant
Most people would characterize these traits as negative or undesirable
qualities, yet I believe they are essential to innovation.
By arrogant, I mean trusting one's own judgment and ignoring other people's
adverse opinion (e.g., "you're crazy to try that", etc.). It is ok to be
arrogant in selecting projects and goals for one's self and allocating one's
personal time.
C. gender
It is well known that, as a general rule, men are more aggressive than women
, owing to testosterone. For example, nearly all violent criminals are male.
It may be that testosterone gives men an advantage over women in persisting
, despite the disappointments and frustrations that are inherent in research
. (Having said something that might be provocative, please do not
misunderstand me! I believe in equal opportunity and removing gender
barriers in life, including professions. I simply observe that there are
differences in genders beyond sexual anatomy. For these reasons, providing
equality of opportunity does not assure equal outcomes.)
The subject of gender differences is complex. For example, one can observe
that an appreciable fraction of undergraduate students majoring in biology
or chemistry are women, while only a few percent of undergraduate students
majoring in mathematics or physics are women. When I have discussed the
issue with women, they have often told me that guidance counselors in high
school and college told them that "women are not able to do physics or
mathematics", advice that is surely not correct. Surprisingly, women seem to
accept such bad advice in a passive way. In contrast, telling a man that he
is not able to do something often serves as a challenge to prove the
advisor wrong. This trait of perversity in men could be valuable in
persisting in the face of inevitable disappointments and frustrations in
creative work.
I am intrigued by the observation that women are much more common in the
police and military, occupations that involve violence and physical courage
(i.e., traditional male attributes), than in physics or mathematics, which
are safe, clean, indoor occupations. Similarly, many attorneys who
successfully litigate cases are female, more proof that women can succeed in
a profession that requires aggression and stamina. So I am baffled by the
absence of women from science and mathematics, particularly when one
considers the success of women in police, military, and litigation.
I have the impression, from my experience teaching electrical engineering
for ten years, that women tend to approach problems in a formal mathematical
way. This earns them good grades in school on textbook exercises, but is
not necessarily the best way to approach practical problems. Many of my male
colleagues are intuitive when approaching problems, the mathematical
analysis comes later as one works out the details. My guess is that men
develop this intuition by building things during childhood and tinkering
with automobiles and computers during adolescence. In contrast, conventional
culture denies these experiences to women, by insisting that girls play
with dolls, sew, cook, etc.
In the USA, there is a toy called an "Erector Set" that consists of a
collection of metal beams, brackets, machine screws and nuts, etc. for
children to build their own toys. During the late 1950's, the Erector Set
was a common Christmas gift for boys, but was conventionally considered not
suitable for girls. I wonder if this gender stereotyping during childhood
translates ten or fifteen years later into a denial of opportunity for women
to compete with men in physics, mechanical engineering, etc.
D. eccentric
From reading biographies of famous scientists and musical composers, one
common personality trait becomes clear: many of them are eccentric. Being
eccentric does not imply that one is creative. Conversely, not all creative
people are eccentric: some creative people have normal family lives and
conventional values.
(Normally, I write about people in a gender neutral way, but most famous
scientists, and all major composers of music, are male. While there are a
few examples of famous women scientists, there are not enough to make any
generalizations about their character traits. So the following paragraphs
are limited to men.)
D.1. reclusive
Many creative men were a hermit, recluse, or loner. Only a few sought
publicity (extroversion), which is contrary to what one would expect from
ambitious men.
The percentage of men who never married, or never had children, is greater
among creative scientists than in the general population. I see three
reasons for this result:
These men rarely met women, since women are rare in physics, mathematics,
and engineering.
Many creative scientists are reclusive. They have difficulty relating to
people, either male or female. This difficulty might be expressed as shyness
.
It may also be that romance, erotic play, etc. were seen as ephemeral
activities and a distraction from their real work.
It is not clear to me if the creative trait of being a recluse is either:
something essential to creativity, because creativity is inherently solitary
work, or
something creative people learn, in order to avoid criticism, taunting,
ridicule, and other abuse. During childhood, such abuse comes from teachers
and school children. These early experiences are reinforced later in life by
abuse from managers and "normal" (i.e., noncreative) colleagues.
Alternatively, it may be less painful to be lonely, than to be among "normal
" people who do not understand what it is like to be creative.
D.2. not religious
Returning to the discussion of eccentric traits in creative scientists, a
larger percentage of scientists were either atheists or agnostics, compared
to the general population. I suspect that these men simply applied the same
objective standards of science to religion, and refused to believe dogma on
faith alone. Further, a person who accepts dogma has the security of knowing
that millions of other people believe the same dogma, which is something
that gives comfort and assurance to many people. In contrast to the majority
of the population, creative scientists are often skeptics, for whom belief
is always tentative and subject to continuing inquiry and testing. Note that
I did not say that religious beliefs are incompatible with being a good
scientist. I only note that religious beliefs are less common among
scientists than in many other groups of people.
D.3. monotonous routine life
Highly creative men often had a monotonous diet or wore the same kind of
clothes every day. I suspect that these men saw routine details of life,
such as eating and clothing, as unimportant and not worthy of thought. It
may be that these men were unconsciously rebelling against conventional
values and concerns that impeded them in their creative pursuits. In some
extreme cases, creative men lived in cluttered, messy environments, because
they did not take the time to clean house.
D.4. bipolar disorder
There seems to be a higher incidence of bipolar disorder (i.e., manic-
depressive disease) in highly creative people than in the entire population.
This disorder causes neither creativity nor intelligence, but it seems to
enhance creativity, perhaps by removing inhibitions and barriers to radical
or complex thoughts.
D.5. enjoy their work
Another reason that creative people are sometimes seen as eccentric is that
creative people genuinely enjoy their work, instead of working only because
they need an income. But creative people should enjoy their work, because it
is significant and original.
E. conclusion
On reflection, one would expect innovative people to be unusual, even
eccentric, when viewed by normal society. If innovative people were ordinary
, they would work like ordinary people and achieve little of historical
significance, because they are only executing routine assignments. Creative
intellectuals are normal when compared to the population in which they
belong.
Conventional people often put pejorative labels on creative people, to
characterize their nonconventional (hence, different) personality traits. In
addition to the "eccentric" label, which was discussed above, there are
labels like "geek" and "nerd". Ordinary people often apply pejorative labels
to intellectuals, who often do creative research, for example: "pointy
headed intellectuals who can't park their bicycles straight" or "eggheads".
Such pejorative labels may serve to identify individuals with unusually high
intelligence or unusually great creativity, in effect making them an
anomalous person, so that ordinary people have an excuse for not being able
to compete with these anomalies. Further, this use of pejorative labels is a
marginalization of creative people, by alleging that creative people are
either defective or have a personality disorder.
One of the principal ways to be creative is to look for alternative ways to
view a phenomena or for alternative ways to ask a question. Conventional
society heaps pejorative terms on creative people (e.g., obsessive,
monomania, stubborn, uncompromising, eccentric). It would be better to see
the behavior that is identified by these pejorative labels in a positive
light: these characteristics are common among creative people, and may be
essential to creative success.
During the 1980's, Senator Proxmire in the USA held regular press
conferences and identified a specific scientific research project as an
example of government waste (i.e., his "Golden Fleece" award). Of course,
the senator, the journalists, and most of the people reading the journalist'
s report would be unable to understand and fairly evaluate an esoteric
research project. The Senator simply denigrated scientific research as a way
of boosting his own public esteem. A rational society should encourage
creativity, not denigrate it with pejorative labels, because creativity is
valuable to society.
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4. how creativity occurs
Conception of a new idea often occurs in an intuitive flash of insight, in
which the more or less complete idea is revealed. Equations and logical
analysis come later. Someone who is reading scholarly publications in a
library sees the final result in a format that is quite different from its
initial conception. The fact that the public presentation is different from
the way the idea initially occurred can lead to misunderstandings about how
science is actually accomplished.
One of the principal ways to be creative is to look for alternative ways to
view a phenomena or for alternative ways to ask a question. It is easy to
ask questions that are trivial to solve. It is easy to ask questions that
require extraordinary effort (e.g., 50 man-years of effort and millions of
dollars in expenses) to solve. It is surprisingly difficult to find
questions that lie in between these two extremes, and also have a result
that is worth knowing.
One often-cited example of creativity is George de Mestral's observation of
how cockleburs attach to clothing, which led him to invent the hook-and-loop
fastener known as Velcro®. He transformed a common nuisance to a useful
product. When one looks backward in time to analyze how a creative act was
made, one often finds that creators made a novel interpretation of a well-
known fact or occurrence. Often the interpretation converted a disadvantage
into an advantage.
Another commonly cited example of creativity is Art Fry's development of
Post-It® removable notes at 3M Corporation in 1974. Dr. Spencer Silver,
another 3M scientist, had developed a polymer adhesive that formed
microscopic spheres instead of a uniform coating, and thus was a poor
adhesive that took years to set. Fry wanted a better bookmark for his church
hymnal, so he used Silver's adhesive. The conventional wisdom is that every
adhesive must be strong. By ignoring the conventional wisdom, Fry developed
a highly successful office product. However, not only did he need to
develop the idea, but he also had to sell the idea to his management and
marketing departments, which were resistant to his new idea. A creative
manager, if there be such a person, would have redefined the problem to find
a use for a weak adhesive, but the conventional wisdom that all adhesives
must be strong is apparently overpowering. There is a second exception to
the "all adhesives must be strong" rule: thread locking compounds that
prevent machine screws and bolts from loosening during vibration must be
weak enough to allow removal of the screw or bolt during repair.
Prof. David Swenson has posted a web page with a rich collection of examples
of innovation.
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creativity is solitary work
Creativity is essentially a solitary enterprise. Most landmark discoveries
in science and all major musical compositions are the work of one person.
New ideas are often tentative, half-baked, and difficult to communicate in a
persuasive way. On the receiving side, most scientists and engineers
generally react to someone else's new idea by discouraging it: "It won't
work.", "It's a waste of your time.", etc. Colleagues tend to reject
unorthodox views, at least until those views are convincingly presented, in
a complete form. But such a completed form occurs at the end of a research
project, not at the beginning or middle. So, as a defensive measure, it is
best to keep new ideas to one's self, until one reaches an unresolvable
problem that requires someone else's assistance.
Further, creative work is inherently personal. Involvement of other people
diverts the creator's unique vision of the final product and how to create
it. When multiple people are involved, there are inevitably compromises and
the final product is mostly a consensus view. As an aside, French law
recognizes that the creator of a work expresses his/her personality in the
work, so – while the creator may sell the copyright or object – the
creator always retains the "droit moral" in his/her work. See my separate
essay at my professional web site on moral rights of authors, which are not
recognized in law in the USA.
Still further, the personality trait of stubborn and uncompromising makes it
difficult for many creative people to work in groups, where compromises are
routine practice.
There are certainly large projects that require too many man-hours and too
many different technical skills for one person to do all the work. Examples
of such projects are particle accelerators used by nuclear physicists,
optical and radio telescopes, design of aircraft, etc. However, in practice,
these large projects are broken down into many small tasks, with a few
people (perhaps only one person) having the responsibility for each task. If
multiple people work together on one task, or different people supervise
and approve the work on one task, the approach will tend away from
innovation and tend toward a consensus view that uses proven ideas. While
this approach may increase reliability, it also thwarts creativity.
Sometimes a scientist working on a problem is frustrated and discusses the
problem with a colleague, who suggests a way of solving the difficulty. In
this way, the final work may be published as a multiple-author paper, but
each part of the solution was the responsibility of one person. The
colleague may contribute a mathematical or experimental technique, or
knowledge of some fact, that was not known to the first scientist.
Another way to get multiple-author papers on innovative topics is for a
professor to have more good ideas than the professor can personally develop.
So the professor gives good idea(s) to a graduate student, and the student
does the work to develop the idea into a publishable paper. It is
traditional for both the student's and professor's name to appear on the
final paper: the student did nearly all of the work, the professor
contributed the initial idea, equipment and resources, and helped the
student with difficulties along the way. This process is more than merely
preparing the student's doctoral dissertation: it is teaching in a Master-
Apprentice style. Besides benefits to the student, it also increases the
productivity of the professor and, by increasing the professor's reputation,
makes it easier for the professor to obtain future financial support.
Carried to an extreme, the professor will become a manager who writes
proposals for financial support, generates new ideas, and allocates
resources, but is no longer personally involved in scientific research. In
the long-run, removing the professor from personal involvement in doing
experimental or theoretical work could decrease the rate at which the
professor generates significant new ideas, and make the professor less
familiar with techniques for solving problems.
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5. management of creativity
In a later section of this essay, I discuss management of creative employees
. Here I want to make a critical point: one of the worst things a manager
can do to creative employees is have the employees adhere to a rigid
schedule of delivery dates for assignments. Naturally, the manager will, in
addition to the rigid schedule, insist that all of the employee's time be
spent on projects that the manager has approved. Such a rigid policy of
assignments and schedules kills creativity.
History teaches that many important discoveries were made accidentally. If
the discoverer had some "spare time", he could investigate this unexpected
curiosity. But if the discoverer was working diligently on a tight schedule,
then there was no time to follow this detail that was not essential to the
completion of the assigned project, and the discovery was forgotten.
People who are highly organized express their love of schedules with various
clichés, such as:
"If you do not know where you are going, you will not know when you arrive."
or
"If you do not know where you are going, you will be lost when you get there
."
There is much truth in these clichés. Little good can come from truly
aimless work. My point is that when something unexpected and interesting
happens, there should be some time available to explore this serendipity.
People who are intelligent and creative, and who are familiar with the
subject matter, generally have good intuition for when some unexpected
occurrence is worth exploring further. Making them ask for permission only
slows the discovery process, it does not produce better results. If the
unexpected result is, with hindsight, seen to be a mistake, at least it was
an interesting mistake from which one learned something.
There is another cliché that is popular amongst some scientists who I have
known:
"If I knew what I was doing, it would not be research."
For the kind of research that involves discovery of facts that were
previously unknown, this cliché is correct: the results are unpredictable
and many of the methods will fail, before there is any success. The kind of
research done by physicists and chemists in universities often falls in this
category. For lack of a better name, this is conventionally called "pure
research".
However, there is another kind of research – called applied research – in
which the goal might be (1) to design a new product to meet certain
specifications or (2) evaluate a product, perhaps a drug, for safety and
efficacy. Applied research can be managed successfully. The scientists and
engineers who work in applied research definitely know what they are doing
and they frequently almost meet their deadlines. I discuss applied
research more in the section on industrial management, later in this essay.
The point to be made here is that scientists and engineers who are doing
applied research also can have unexpected results, in addition to simply
doing their assignment. If they have some spare time, the unexpected results
can be investigated and might become more significant than the original
assignment. Commonly there is no time and the unexpected results are
forgotten.
I have come to believe that it is not rational to attempt to manage pure
scientific research. True research involves a quest for the unknown that is
inherently unpredictable. Even the people doing the research, who are
experts in their field, have difficulty predicting the applications and
consequences of their discoveries. If the experts can not see the
consequences, there is no reasonable hope that a manager without technical
expertise can see the consequences. Some "insignificant" projects might
become significant many years after they are published, when someone else
recognizes a use for the result of the old work. The most famous example of
this was Einstein's use of non-Euclidian geometry in his gravitational
theory – before Einstein, non-Euclidian geometry had been pure mathematics
without any practical application.
Research is often highly personal. Researchers do not like to ask permission
to explore ideas that may be tentative, intuitive, and difficult to
communicate. Many good ideas begin as a mistake or error, which produced an
unexpected result, and few people like to mention their mistakes or errors
to their supervisor!
Finally, I observe that pure research is inherently wasteful: one often
spends money on projects that fails to give any really useful information.
One must simply accept such dross as part of the price of progress. If the
results were predictable, then it wouldn't be pure research. Diamond mines
also produce lots of worthless rock, but are still profitable enterprises.
When we look back on the history of the Bell Telephone Laboratories in the
USA, we remember the invention of the transistor, the invention of the laser
, the discovery of cosmic background noise remaining from the Big Bang, not
to mention the development of a highly reliable telephone network. Who cares
about the dross that was produced in that Laboratory? Research should be
supported because it is the engine that fuels modern economies (by creating
new products and new ways of working), as well as improving the quality of
life, and because men's spirits are lifted by discovery of knowledge, just
as putting a man on the moon made everyone in the USA proud.
Many people whose familiarity with science comes from reading a book will
wonder why scientists do not go into a laboratory and emerge with an
important results, such as a cure (or vaccine) for some dreadful disease.
Progress in science is generally slow. Each scientists makes small
incremental steps of progress, building on the published results of others,
as well as their own experience. Rarely – and only rarely – will a
scientist have an inspired, novel thought that is truly revolutionary. These
people often get a Nobel prize for their achievement.
In looking at biographies of Nobel-prizewinners and other famous scientists,
I see two classes of innovation:
competent scientists who were in the right place at the right time. Some of
these people apparently do not make any other truly great achievement during
the remainder of their career. Perhaps this kind of significant innovation
is a random event.
true genius, who is able to repeatedly develop significant innovative ideas
(e.g. Einstein)
It appears that very few scientists are blessed with one great moment, even
fewer are blessed with several great moments. It is the same in music: some
composers (J.S. Bach, F.J. Haydn, W.A. Mozart, Beethoven, Schubert) wrote
large quantities of outstanding music at a frantic pace, while other
composers produced only a few outstanding compositions during their lifetime
. How can we, as professors, leaders, managers, encourage great discoveries
to occur more frequently?
History shows us that many important discoveries are made by young
scientists, during their time in graduate school or in the few years after
they receive their doctoral degree. The conventional interpretation is that
the time between ages 20 and 30 years are the "best" years of a scientist's
life. The reason for this phenomena seems to be that young scientist have
learned the basic skills (e.g., calculus, differential equations, statistics
, computer programming, scientific theories) but are inexperienced. In this
way they are like a child in a new environment: the child is naturally
curious and almost everything is unfamiliar. But, unlike a child, a young
scientist is articulate, knows how to observe and record facts, and knows
how to interpret the facts.
When someone has worked or lived in an environment for more than about ten
years, they tend to be less observant and less curious, because they are
familiar with the environment. With this interpretation, the solution to
increasing creativity is clear: scientists should change fields
approximately every ten years, so they continue to seek big, new challenges,
instead of becoming comfortable experts. I do not necessarily mean radical
changes, such as from nuclear physics to collecting butterflies in a rain
forest, although a nuclear physicist would bring a rich collection of new
techniques to taxonomy. Linus Pauling is an outstanding example of a
person who changed fields and was productive in each field where he worked.
Of course, changing fields periodically will stop the production of wise,
old men who have 40 years of experience in a field. Exactly! Many of these "
wise" old men know that something can not be done, whereas an inexperienced
person simply does it and is rewarded. Many of these "wise" old men know
that something is not worth doing, whereas a less experienced person puts
facts together in a new way and makes an important discovery. I am not
against the wisdom that comes with experience, but I would prefer to see
experience in many different areas instead of 40 years of experience in one
narrow area. There is also a valuable cross-fertilization between areas:
techniques that are well-known in one field can enrich another field.
We can also encourage creativity by changing the way that schools are
operated, which I discuss in the next session of this essay. If schools
produce more creative people, our government must give financial support for
creative activities, not just scientific research, but composition of music
, and other forms of creativity.
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6. issues in education
of creative students
My observation is that many instructors, from elementary school through
undergraduate college courses, have a standard, orthodox, only "one right
way" approach to the material. A student who does it differently from the
instructor is labeled "wrong". I believe that such an approach is often the
result of the limited intellectual ability of the instructor, who only knows
one reliable technique.
Conventional instructors ask students to recite on an examination
information from lectures or the textbook. This is a difficult task for
creative students, because creative people naturally add something new to
what ordinary people consider a straightforward problem.
As a simple example of rigidity, when I was a pupil in elementary school,
the textbook and instructor taught that the definition of a noun was "the
name of a person, place, or thing." But I had read my mother's old college
grammar book, which said that a noun was "the name of anything". I liked the
latter definition better, because it was logically simpler: any name is a
noun. But I was marked wrong for not using the official definition, although
the definition I gave on the examination was equivalent.
A more serious example of rigidity in education was given in a letter to the
New England Journal of Medicine. The author had attended medical school in
the late 1800's, when patients with bacterial infections often died. During
bacteriology class, he had carelessly allowed his culture dish to become
contaminated with mold, which killed the bacteria. His professor berated him
for his sloppiness in allowing the contamination. Looking backwards from
the antibiotic era, this example of education seems stubbornly rigid.
Because of the focus was on obtaining the "correct" result, neither the
professor nor the student asked the proper question, namely "Can the
property of molds to kill bacteria in vitro be used to cure bacterial
infections in vivo?" In 1928, Alexander Fleming isolated penicillin, the
first of the antibiotics, from the common mold Penicillium, an achievement
for which he received the Nobel prize in medicine in 1945. Fleming's
discovery of penicillin came from asking the proper question, which
instructors of bacteriology in medical school could have (but did not) asked
fifty years earlier.
I remember a test question from my wife's medical journal in the early 1980s
, along the following lines. You are a physician in an emergency room. Joan,
who is known to you as a diabetic who uses insulin, arrives by ambulance
and is comatose. Her husband says she was vomiting earlier in the evening.
What do you do immediately?
Administer glucose intravenously.
Administer insulin intravenously.
Draw blood and measure serum glucose level.
Check airway, breathing, and heart rate.
The correct answer, according to the medical journal, is D, because the
physician must always check airway, breathing, and circulation when
initially examining a patient under emergency circumstances. When my wife
gave me the question and I chose B, her comment was that I knew too much
about biochemistry. Medicine, or at least medical education, is about
following rules, not about thinking. My reaction is that a paramedic with no
knowledge of physiology or endocrinology would do better than a scientist
on this examination. When I was a law student during 1995-98, I saw the same
rule-following behavior that rewarded memorization and penalized creative
thinking. In my view, law and medical schools should post yellow warning
signs at every entrance, marked NO THINKING ZONE.
Students who are both intelligent and highly creative often make mediocre
grades in school, because these creative students see issues and ambiguity
in examination problems that the instructor did not intend. Creative
students "misread the question", according to the view of the conventional
instructor. This problem is particularly severe on multiple choice
examinations where a creative student can quickly find situations in which
either all or none of the answers are correct, whereas a noncreative student
who knows the material in a conventional way simply selects the best answer
and gets marked correct. On an essay or problem-solving examination where
the student is expected to explain the student's answer, the student has an
opportunity to show the instructor other ways to interpret the problem.
However, conventional instructors are often intolerant of such creative
interpretations.
Moreover, many creative students are bored by pedestrian classes that are
pitched at the intellectual level of the middle of the class (or, worse,
pitched at a low level so that everyone passes), so the creative students
devote more of their time to their personal creative projects and neglect
their regular classes, which often leads to a grade average between C and B.
I am concerned that many intelligent and creative students may prematurely
abandon their education, because of boredom with the curriculum and teaching
methods.
Around 1960, it was the custom in the USA for elementary schools to spend
the first half of each school year repeating material that had been taught
during the previous year. This repetition is not only a waste of time for
pupils who learned it the first time, but those pupils become bored with
school.
Many graduate students with high grades (i.e., nearly all A grades) are
unable to do research, in which their assigned problem had no known solution
. I saw this phenomenon when I was in graduate school during the 1970's and
many of my fellow students dropped out of school. I saw this phenomena again
during the 1980's when I was supervising graduate students' research work.
On the other hand, I could find students with B grades in regular classes,
and even C grades, who not only could do research work, but also seemed to
enjoy the challenges of doing research work. Classes prepared students to
take more classes, not to do original thinking, a conclusion that shows that
schools and universities are failing in their basic mission. I think the
concept of grades is sound, because grades provide a short-term motivation
to study diligently. The real problem is not grades, but curricula and
examinations that are filled with arbitrary textbook problems with little
relevance to success in the actual practice of science or engineering, such
as research or design of a new product.
In teaching electrical engineering to undergraduate students, it is
conventional to give them a circuit diagram with the values of all of the
components (e.g., resistance, capacitance, inductance, independent voltage
source, etc.) and ask the students to calculate either the output voltage or
the current in some branch of the circuit. Engineering textbooks are filled
with such problems, but (1) the circuits are arbitrary and without
practical utility and (2) learning how to solve such problems does not
produce better engineers. However, it is relatively easy to teach students
to solve these problems and it is easy for the instructor to grade their
work, since there is only one correct answer. In contrast, I invented my own
homework problems that asked a student to design a circuit having certain
properties (e.g., input impedance, specified relationship between input
voltage and output voltage, etc.). To make the exercise more realistic, I
penalized the students slightly for using more components than my design:
this emphasized that simple designs were better. The amount of my grade
penalty was proportional to the cost of the extra component(s), but I would
waive the penalty if the student's circuit had some feature that was better
than my straightforward solution. The reaction of the students to these
problems was interesting to me. Most of the students found my homework
frustratingly difficult, because they had never done such problems before,
although they had attended 12 years of education in public schools plus at
least 2 years of college before I taught them. Many of the students who had
received A grades in most of their previous science, mathematics, and
engineering classes were struggling hard to earn a C grade in my class. More
surprisingly, some of the nominal C students were earning an A grade in my
class, and they suddenly came alive for the first time in many years of
school.
Among physics teachers, there is a famous story of a student who does not
give the expected answer to a straightforward examination question. If you
have not already read this story about determining the height of a building
with a barometer, now you have the opportunity. Many physics
professors see this story as illustrating adolescent rebellion or mere
scholasticism. However, I am very sympathetic to the student's boredom and
defiance: physics is about more than pendula, balls rolling down inclined
planes, and measurements of mass and distance. Physics is about
understanding the universe – space, time, energy, symmetry – and
discovering new knowledge. Learning to solve boring textbook problems is a
poor preparation for a career in scientific research.
Students need to see more homework problems in school that require creative
solutions:
Instead of asking for one solution, require the A students to give two
different methods of solving one problem. Encourage students to find
creative solutions instead of prosaic solutions.
Give problems that are unreasonably difficult to answer correctly, and have
the students find a rough approximation.
Give students problems without adequate information; let them go to the
library and find the information that they need.
Give more problems that ask the student to design a circuit, interpret data,
design a method of doing an experiment, ....
Assign term papers that require reading from multiple sources, making a
creative synthesis of the information, and finding contradictions or
inconsistencies in authoritative, published works.
Occasionally assign exercises that show an incorrect solution to a problem (
e.g., computer program that contains at least one bug, electronic circuit
that will not function properly) and have the students find the defect and
suggest a correction.
Assign laboratory experiments that allow students freedom to choose
technique(s) and topics.
Arrange or compose music, not merely playing music.
I have posted some comments on the value of attending a small liberal arts
college for the bachelor's degree, then a large research-oriented university
for a doctoral degree. That essay also has some comments on the value of
colleges for women only.
Children seem to have an innate sense of curiosity, enthusiasm, and
imagination. Mature adults generally lack these qualities. Where did these
qualities get lost? I believe that teachers and industrial managers beat
these qualities out of people, in order to make them easier to control and
manage. In my experience, both as a student and professor, organized
education – as a bureaucracy – actively discourages creativity. I believe
that creativity can be taught and encouraged in a master-apprentice setting,
such as a student working in a research laboratory. It is much more
difficult to teach and encourage creativity in a classroom with more than
twenty students, but I believe it can be done in a small way, if the
instructor makes a great effort. Of course, there is no reward for the
instructor who makes that effort, and with the many other demands on the
instructor's time in American universities, it is unlikely that the
instructor will make the effort.
A related problem is the intellectual egalitarianism in the USA: it is ok to
select athletes with unusual abilities and train them hard, but the same
process with intellect is seen as snobbish. That is a recipe for disaster in
an economy that depends on technological innovation. And yet that is
exactly the route taken by public elementary schools and high schools in the
USA, as well as by most state colleges and universities in the USA.
television
Aside from the insidious effects of formal education on creativity, I am
concerned with the effect of television. When one reads a book, one forms a
mental image of what is happening. When one listens to the radio (e.g., a
baseball game), one also forms a mental image of what is happening (i.e.,
remember the positions of the players and imagine how they are moving). But
television explicitly shows the correct image, so there is nothing left to
the imagination. I believe that reading books, and listening to the radio,
stimulate the imagination, which is a very valuable skill for creative
people. The ubiquitousness of television after the mid-1950's may be
depriving children, and adults too, of opportunities to expand their ability
to imagine.
The insipid content of television programs in the USA is a separate problem
that is not relevant here.
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7. industrial management of research
If an industrial manager finds out about an unauthorized project by a
creative engineer, the engineer will generally be ordered not to do it.
There are a variety of reasons for this heavy-handed control of creative
engineers by management. First, managers believe "good ideas" come from the
top manager down to the workers, "good ideas" can not possibly originate
from mere workers. Second, "it's not in the budget." – it would be horrible
if an industrial group did more than it was assigned and paid to do! Third,
people in positions of power and authority see creative people who are
enthusiastic about their new ideas as loose cannons, who are dangerous and
need to be controlled. Creative people often have their own vision of the
future, which disagrees with the manager's direction. Managers want
everything under control and on schedule, creative people are generally
disorganized and unpredictable. One can neither schedule nor predict a
brilliant idea.
My cynicism in the previous paragraph is based on my personal experience
working in a major American corporation (Xerox), augmented by tales from
many of my associates who continue to work in industry, despite their
frustrations. The popularity of the Dilbert comic strip is testimony to how
common nonsensical management is in the USA.
The fundamental organization of a business day into work from 8 AM to 5 PM,
Monday through Friday, disrupts the way many creative people work. For
example, when I program computers, I tend to work continuously for about 14
hours, then collapse in bed and sleep for 8 hours, then go back to work on
my program. I repeat this cycle until the program is finished, even if it
means working on Saturday and Sunday. If I were to break up my work into
shorter blocks of time, I would be much less productive, because I would
need to spend more time picking up the thread of my previous thoughts. When
I talk to other programmers among university faculty, I find that my binge
behavior is typical. Similarly, some composers retreated from society and
worked continuously until their musical composition was completed.
As effort becomes more routine, it also become less creative. For example, a
bank manager would not want a creative bank teller, instead, a manager
would want to treat tellers as generic, interchangeable commodities, who do
their work in the same way. Indeed, "creative bank teller" or "creative
accountant" sounds like a euphemism for fraud!
Creativity is essentially a solitary enterprise. Most landmark discoveries
in science and all major musical compositions are the work of one person.
However, teamwork, not individualism, is the standard pattern in industry.
There is a funny experiment of mine that you can reproduce. Engage a
businessman or industrial manager in a discussion about creativity. Then ask:
"Would Beethoven have been more productive if he had been working
in a team?"
The question is absolutely ludicrous to anyone who understands either the
art of musical composition or Beethoven's personality. I have difficulty
asking this question without giggling, because it is such an outrageous
suggestion! But, astoundingly, industrial managers tend to say:
"Yes, I would have put Beethoven in a team and increased his
productivity."
My conclusion is that such industrial managers do not understand the first
thing about either creativity or development of art. I see close parallels
in composing music and making scientific discoveries, and the personality of
Beethoven is close to the personality of many creative professors of
science, despite the differences in subject matter and methods. Aside from
issues of management of creative people, I think attempting to increase
Beethoven's productivity by putting him in a team is akin to killing the
Goose that laid the golden egg. Beethoven was incredibly productive without
any management or teamwork: during 33 years of work, he composed more than
50 major works that bridged the Classical and Romantic periods, and
introduced numerous innovations. All this without a consistent patron or
employer, and with deafness during the last years of his life, particularly
when he composed the Ninth Symphony.
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8. bibliography
books
Teresa M. Amabile, Creativity in Context, Westview Press, 1996.
This book is an update of her classic work, The Social Psychology of
Creativity that was published in 1983.
Frederick P. Brooks, The Mythical Man-Month, Addison Wesley, 1975. Brooks
was the manager for the development of the IBM System 360, the operating
system for the most common mainframe computers in the USA during the 1970's.
Jacques Hadamard, The Psychology of Invention in the Mathematical Field,
Princeton University Press, 1945. Reprinted by Dover Press. Hadamard was a
professor of mathematics.
G. H. Hardy, A Mathematician's Apology, Cambridge University Press, 1940.
The classic book on what it means to do pure mathematical research. The
editions in 1967 and thereafter have an interesting forward by C.P. Snow.
Clifford A. Pickover, Strange Brains and Genius, Plenum, 1998. The book is
not a technical work for professionals, but was written for a popular
audience. In places, it barely rises above an exhibition of freaks and
eccentric behaviors. Nonetheless, there are some interesting insights in
this book.
George Polya, How to Solve It, Princeton University Press, 1946. A professor
of mathematics gives some hints about the creative process. This book is
written at the popular level.
Robert J. Sternberg and Todd I. Lubart, Defying the Crowd: Cultivating
Creativity in a Culture of Conformity, The Free Press, 1995.
This book was written by two psychologists and is intended for an audience
of laymen, but does have some references to technical literature. The
authors believe that everyone has some creativity, but that society and
managers discourage creativity. The authors consistently use financial
analogies in their book: "buy low, sell high" is particularly prevalent.
Many of the examples are taken from observations of pupils or students in
schools, not from professional scientists or engineers. The book contains
some errors in science and technology, none of which detract from the
underlying message.
Gerald M. Weinberg, The Psychology of Computer Programming. The author is a
professor of computer science who advocates "ego-less" programming.
journal articles
Kenneth R. Hardy, "Social Origins of American Scientists and Scholars,"
Science, Vol. 185, pp. 497-506, 9 Aug 1974.
Reports that membership in Unitarian church, Society of Friends (Quaker), or
secularized Jewish religions were highly overrepresented among scholars
when compared to the entire U.S. population.
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Sternberg's Theory of Creativity
In my reading of psychological literature, there are numerous hypotheses and
theories of creativity that conflict with what I have observed in creative
colleagues and what I have read in biographies of creative scientists and
composers of music. However, the following theory of creativity, put forth
by Prof. Sternberg at Yale University, makes sense to me. Sternberg says
that all of the following are essential: a lack of any one item in the list
precludes creativity. I think he is correct, except for the last item: it is
not necessary to have a favorable environment, although such an environment
certainly makes life easier for creative people.
Intelligence
synthetic intelligence. The ability to combine existing information in a new
way.
analytic intelligence. The ability to distinguish between new ideas that
have potential, and new ideas that are not worth further work. This ability
is essential to an effective allocation of resources, by evaluating the
quality of new ideas.
practical intelligence. The ability to sell one's ideas to funding agencies,
managers, editors, reviewers, etc. Without "practical intelligence" the
creative person will not be allocated resources to develop their ideas, and
the creative person may achieve recognition only posthumously.
Knowledge gives the ability to recognize what is genuinely new. The history
of science shows that many good ideas are discovered independently by more
than one person. Scientists and engineers must be familiar with the
technical literature, in order to avoid "reinventing the wheel". On the
other hand, too much knowledge might block creativity, by immediately
providing reasons why a new idea is not worth pursuing and by encouraging a
person to be rigid in their thinking.
Knowledge is also important to provide skills necessary to design
experiments, to design new products, to analyze the results of experiments,
do computations, etc.
Thinking Styles. Creative people question conventional wisdom, instead of
passively accepting that wisdom. Creative people question common assumptions
and rules, instead of mindlessly follow them. This style brings creative
people into conflict with society around them, so it is also essential to
have a personality that tolerates this conflict, as explained in the next
item in this list.
Personality. Creative people take the risk to defy conventional wisdom and
to be a nonconformist. Creative people have the courage to persist, even
when the people around them provide objections, criticism, ridicule, and
other obstacles. Most people are too timid to be really creative.
Motivation
intrinsic or personal. Creative people genuinely enjoy their work and set
their own goals.
extrinsic. There are a number of extrinsic motivators: money, promotions,
prizes, praise, fame, etc. Extrinsic motivators mostly focus on an end
result, not the process of discovery or creativity. In highly creative
people, extrinsic motivators appear to be less important than intrinsic
motivators.
Environmental Context. Many environments (particularly managers and
bureaucracy) discourage creativity. A creative individual who could flourish
in one environment can become a routine, ordinary worker in another
environment. The optimum environment for creative people is where they can
be paid to do their creative work, so creativity is a full-time job, not a
spare-time hobby.
Permit me to explain my disagreement with Prof. Sternberg on the last item:
a favorable environment. Many types of creative work (e.g., research in
theoretical physics, writing books, composing music, etc.) require minimal
physical resources, so such creative activities can be accomplished in one's
personal time at nights, weekends, and holidays. If one is employed in an
environment that discourages creativity, one can still be creative on one's
personal time. In this sense, a favorable environment is not necessary for
creativity.
On the other hand, other types of creative work (e.g., experiments in
physics, chemistry, engineering, etc.) can require expensive laboratory
apparatus. A scientist without access to such laboratory facilities is
prohibited from doing creative work in experimental science. So, in this
sense, I agree with Prof. Sternberg that a favorable environment can be
necessary for creative work.
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this document is at http://www.rbs0.com/create.htm
begun 25 May 1997, revised 25 Dec 2002
My interest in studying creativity was inspired by the frustrations that I
felt as a student, then as a professor. I wanted to know how I could
encourage creativity in myself, my students, and my colleagues.
Politicians, industrial managers, academic administrators, and other leaders
often say that innovation is critical to the future of civilization, our
country, their company, etc. But in practice, these same people often act as
if innovation is an evil that must be suppressed, or at least tightly
controlled.
The purposes of this essay are to (1) quickly examine some of the
personality traits that are associated with unusual creativity and
innovation and (2) to criticize management and educational techniques that
penalize or discourage creativity. The way to increase the productivity of
creative people is simple: give them resources (time, equipment, money) and
stand out of their way!
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2. Definitions
First, consider a definition of creativity. A creative person does things
that have never been done before. Particularly important instances of
creativity include discoveries of new knowledge in science and medicine,
invention of new technology, composing beautiful music, or analyzing a
situation (e.g., in law, philosophy, or history) in a new way.
It is important to distinguish among three different characteristics:
intelligence, creativity, and academic degrees. Intelligence is the ability
to learn and the ability to think. Creativity was defined in the previous
paragraph, as the ability to produce new things or new knowledge. Academic
degrees are what one gets after one has sat through years of classes, passed
the examinations, and completed all of the other requirements (e.g., senior
thesis, doctoral dissertation, etc.). In comparing and contrasting these
three traits, I note that:
Most people who create significant things are intelligent.
There are many people with an earned doctoral degree who do not have a
single creative idea in their head. They are intelligent and highly skilled
problem solvers, but someone else must formulate the problem for them (e.g.,
give them an equation to solve). Thus intelligence and academic degrees are
not evidence of creativity.
Students who are both intelligent and highly creative often make mediocre
grades in school.
Genius is a vague term: sometimes it indicates a person with an unusually
high score on an IQ test, other times it indicates an extraordinarily
creative person (e.g., Mozart or Einstein). I don't like the word genius,
not only because of this vagueness, but also because it often has the
connotation in colloquial American language of indicating a freak, weird, or
abnormal person. I am interested in understanding and encouraging
creativity, not pasting pejorative labels on creative people. Further,
someone who is not a genius can still make a valuable contribution to
progress.
theory of creativity
Readers who have not previously considered the psychology of creativity
might first wish to read my summary of Sternberg's theory of creativity at
the end of this document. In short, the ability to be creative is the
amalgamation of several different kinds of intelligence and personality
traits. Creativity is an amazingly complex subject.
There are many books about the psychology of creativity in artists, but
relatively little about creativity in scientists and engineers. However,
there are (1) a number of biographies of scientists, which give some light
on creativity in scientists, and (2) some books on creativity in
mathematicians.
The following are my own conclusions and comments about creativity, based on:
my observations of colleagues and students, some of whom were highly
creative, but others were not creative, and asking myself why the
differences in creative output,
my personal experiences,
my reading biographies of scientists, mathematicians, and composers of music
, and
my reading psychology books on creativity.
It is obvious that before one can do creative science and engineering, one
must have some technical knowledge of facts, laws, and methods (e.g., study
of physics, chemistry, calculus, differential equations, statistics,
computer programming, etc.). If one compares highly creative scientists and
engineers with their plodding, ordinary colleagues, one finds essentially
the same kinds of intelligence and knowledge in both groups. Therefore, I
conclude that it must be the personality traits that distinguish creative
from noncreative people.
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3. personality traits
associated with creativity
A. diligence
Many people who are famous for their creative output are highly diligent,
often bordering on the obsessive. It is common to see creative professors
working 60 to 80 hours/week for the sheer joy of the effort. Creative people
have an inner need to express their creativity. They can not keep their new
idea inside their head forever, the idea needs to be born. In fact, many
creative people would be creative, even if they were not paid for their
effort or output, a situation that has lead society and managers to a
frankly shameful exploitation of many of the greatest innovators in the
history of mankind.
Not all creative people work long hours. I get the impression that
mathematicians and theoretical physicists are often exhausted after 20 to 40
hours/week of intense thought.
In discussing the amount of time a creative person spends on work, it is
important to reward productivity, not number of hours worked. Many times, a
creative person will work a few hours and encounter an obstacle. Continuing
to stare at the work is unlikely to produce a breakthrough. Experience shows
that novel insights often come at unexpected times (e.g., while doing some
mundane task, such as walking or in the shower).
In industry, it is common to see creative engineers working in their spare
time, or working during evenings and weekends, on their "secret" project. If
they asked their manager for authorization, the manager would likely say "
No!", so the creative people keep their project secret until it is completed
or it becomes clear that their concept will not work.
Nights, weekends, and holidays are good times to accomplish creative work,
because there are fewer interruptions (e.g., from telephone calls,
unexpected visitors) to break one's concentration.
I can not emphasize too strongly that a diagnostic sign of a creative person
is that he/she finds their own work to do, rather than sit idly until
someone else gives them an assignment. Creative people need to express
themselves through creative projects. However, one should distinguish
between a workaholic who puts in 80 hours/week doing routine work and a
creative person who works long hours doing new things, often things that no
one else thought could be accomplished.
Many people with unusually great creativity are ambitious, concerned with
their reputation, and apparently need to prove themselves worthy. I suspect
that these characteristics formed the motivation for their diligence, which
is necessary for success. Their need to prove themselves worthy may come
from experiences early in life in which other children, other students, etc.
ridiculed or taunted them.
Reading biographies of famous scientists and inventors shows that many of
these men had an intense focus on their work. One could describe this
intensity with pejorative terms: obsession, monomania, idée fixe. Or one
could recognize that the intense concentration was necessary to take them
beyond the reach of ordinary men.
B. stubborn
In trying to do innovative work, I have often noticed the following problems
(in addition to my ignorance and mistakes!):
My colleagues tell me it is "impossible", "you are crazy to try this", "it
will never work", "it has been tried before", etc. Of course, when I
accomplish my goal, they forget their earlier prediction.
There is nearly always inadequate funding and inadequate laboratory
resources, which makes the experiment take longer than it would with
appropriate equipment.
There is always inadequate time, because the project is in addition to one's
regular activities (e.g., sponsored research, teaching, earning money,
family and personal life)
Being creative is extraordinarily difficult work that is essential to
progress! And society seems to delight in making it more difficult by
denying resources to creative people who need them. The way to succeed in
spite of these artificially created burdens is to have some combination of
the following character traits:
persistent
tenacious
uncompromising
stubborn
arrogant
Most people would characterize these traits as negative or undesirable
qualities, yet I believe they are essential to innovation.
By arrogant, I mean trusting one's own judgment and ignoring other people's
adverse opinion (e.g., "you're crazy to try that", etc.). It is ok to be
arrogant in selecting projects and goals for one's self and allocating one's
personal time.
C. gender
It is well known that, as a general rule, men are more aggressive than women
, owing to testosterone. For example, nearly all violent criminals are male.
It may be that testosterone gives men an advantage over women in persisting
, despite the disappointments and frustrations that are inherent in research
. (Having said something that might be provocative, please do not
misunderstand me! I believe in equal opportunity and removing gender
barriers in life, including professions. I simply observe that there are
differences in genders beyond sexual anatomy. For these reasons, providing
equality of opportunity does not assure equal outcomes.)
The subject of gender differences is complex. For example, one can observe
that an appreciable fraction of undergraduate students majoring in biology
or chemistry are women, while only a few percent of undergraduate students
majoring in mathematics or physics are women. When I have discussed the
issue with women, they have often told me that guidance counselors in high
school and college told them that "women are not able to do physics or
mathematics", advice that is surely not correct. Surprisingly, women seem to
accept such bad advice in a passive way. In contrast, telling a man that he
is not able to do something often serves as a challenge to prove the
advisor wrong. This trait of perversity in men could be valuable in
persisting in the face of inevitable disappointments and frustrations in
creative work.
I am intrigued by the observation that women are much more common in the
police and military, occupations that involve violence and physical courage
(i.e., traditional male attributes), than in physics or mathematics, which
are safe, clean, indoor occupations. Similarly, many attorneys who
successfully litigate cases are female, more proof that women can succeed in
a profession that requires aggression and stamina. So I am baffled by the
absence of women from science and mathematics, particularly when one
considers the success of women in police, military, and litigation.
I have the impression, from my experience teaching electrical engineering
for ten years, that women tend to approach problems in a formal mathematical
way. This earns them good grades in school on textbook exercises, but is
not necessarily the best way to approach practical problems. Many of my male
colleagues are intuitive when approaching problems, the mathematical
analysis comes later as one works out the details. My guess is that men
develop this intuition by building things during childhood and tinkering
with automobiles and computers during adolescence. In contrast, conventional
culture denies these experiences to women, by insisting that girls play
with dolls, sew, cook, etc.
In the USA, there is a toy called an "Erector Set" that consists of a
collection of metal beams, brackets, machine screws and nuts, etc. for
children to build their own toys. During the late 1950's, the Erector Set
was a common Christmas gift for boys, but was conventionally considered not
suitable for girls. I wonder if this gender stereotyping during childhood
translates ten or fifteen years later into a denial of opportunity for women
to compete with men in physics, mechanical engineering, etc.
D. eccentric
From reading biographies of famous scientists and musical composers, one
common personality trait becomes clear: many of them are eccentric. Being
eccentric does not imply that one is creative. Conversely, not all creative
people are eccentric: some creative people have normal family lives and
conventional values.
(Normally, I write about people in a gender neutral way, but most famous
scientists, and all major composers of music, are male. While there are a
few examples of famous women scientists, there are not enough to make any
generalizations about their character traits. So the following paragraphs
are limited to men.)
D.1. reclusive
Many creative men were a hermit, recluse, or loner. Only a few sought
publicity (extroversion), which is contrary to what one would expect from
ambitious men.
The percentage of men who never married, or never had children, is greater
among creative scientists than in the general population. I see three
reasons for this result:
These men rarely met women, since women are rare in physics, mathematics,
and engineering.
Many creative scientists are reclusive. They have difficulty relating to
people, either male or female. This difficulty might be expressed as shyness
.
It may also be that romance, erotic play, etc. were seen as ephemeral
activities and a distraction from their real work.
It is not clear to me if the creative trait of being a recluse is either:
something essential to creativity, because creativity is inherently solitary
work, or
something creative people learn, in order to avoid criticism, taunting,
ridicule, and other abuse. During childhood, such abuse comes from teachers
and school children. These early experiences are reinforced later in life by
abuse from managers and "normal" (i.e., noncreative) colleagues.
Alternatively, it may be less painful to be lonely, than to be among "normal
" people who do not understand what it is like to be creative.
D.2. not religious
Returning to the discussion of eccentric traits in creative scientists, a
larger percentage of scientists were either atheists or agnostics, compared
to the general population. I suspect that these men simply applied the same
objective standards of science to religion, and refused to believe dogma on
faith alone. Further, a person who accepts dogma has the security of knowing
that millions of other people believe the same dogma, which is something
that gives comfort and assurance to many people. In contrast to the majority
of the population, creative scientists are often skeptics, for whom belief
is always tentative and subject to continuing inquiry and testing. Note that
I did not say that religious beliefs are incompatible with being a good
scientist. I only note that religious beliefs are less common among
scientists than in many other groups of people.
D.3. monotonous routine life
Highly creative men often had a monotonous diet or wore the same kind of
clothes every day. I suspect that these men saw routine details of life,
such as eating and clothing, as unimportant and not worthy of thought. It
may be that these men were unconsciously rebelling against conventional
values and concerns that impeded them in their creative pursuits. In some
extreme cases, creative men lived in cluttered, messy environments, because
they did not take the time to clean house.
D.4. bipolar disorder
There seems to be a higher incidence of bipolar disorder (i.e., manic-
depressive disease) in highly creative people than in the entire population.
This disorder causes neither creativity nor intelligence, but it seems to
enhance creativity, perhaps by removing inhibitions and barriers to radical
or complex thoughts.
D.5. enjoy their work
Another reason that creative people are sometimes seen as eccentric is that
creative people genuinely enjoy their work, instead of working only because
they need an income. But creative people should enjoy their work, because it
is significant and original.
E. conclusion
On reflection, one would expect innovative people to be unusual, even
eccentric, when viewed by normal society. If innovative people were ordinary
, they would work like ordinary people and achieve little of historical
significance, because they are only executing routine assignments. Creative
intellectuals are normal when compared to the population in which they
belong.
Conventional people often put pejorative labels on creative people, to
characterize their nonconventional (hence, different) personality traits. In
addition to the "eccentric" label, which was discussed above, there are
labels like "geek" and "nerd". Ordinary people often apply pejorative labels
to intellectuals, who often do creative research, for example: "pointy
headed intellectuals who can't park their bicycles straight" or "eggheads".
Such pejorative labels may serve to identify individuals with unusually high
intelligence or unusually great creativity, in effect making them an
anomalous person, so that ordinary people have an excuse for not being able
to compete with these anomalies. Further, this use of pejorative labels is a
marginalization of creative people, by alleging that creative people are
either defective or have a personality disorder.
One of the principal ways to be creative is to look for alternative ways to
view a phenomena or for alternative ways to ask a question. Conventional
society heaps pejorative terms on creative people (e.g., obsessive,
monomania, stubborn, uncompromising, eccentric). It would be better to see
the behavior that is identified by these pejorative labels in a positive
light: these characteristics are common among creative people, and may be
essential to creative success.
During the 1980's, Senator Proxmire in the USA held regular press
conferences and identified a specific scientific research project as an
example of government waste (i.e., his "Golden Fleece" award). Of course,
the senator, the journalists, and most of the people reading the journalist'
s report would be unable to understand and fairly evaluate an esoteric
research project. The Senator simply denigrated scientific research as a way
of boosting his own public esteem. A rational society should encourage
creativity, not denigrate it with pejorative labels, because creativity is
valuable to society.
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4. how creativity occurs
Conception of a new idea often occurs in an intuitive flash of insight, in
which the more or less complete idea is revealed. Equations and logical
analysis come later. Someone who is reading scholarly publications in a
library sees the final result in a format that is quite different from its
initial conception. The fact that the public presentation is different from
the way the idea initially occurred can lead to misunderstandings about how
science is actually accomplished.
One of the principal ways to be creative is to look for alternative ways to
view a phenomena or for alternative ways to ask a question. It is easy to
ask questions that are trivial to solve. It is easy to ask questions that
require extraordinary effort (e.g., 50 man-years of effort and millions of
dollars in expenses) to solve. It is surprisingly difficult to find
questions that lie in between these two extremes, and also have a result
that is worth knowing.
One often-cited example of creativity is George de Mestral's observation of
how cockleburs attach to clothing, which led him to invent the hook-and-loop
fastener known as Velcro®. He transformed a common nuisance to a useful
product. When one looks backward in time to analyze how a creative act was
made, one often finds that creators made a novel interpretation of a well-
known fact or occurrence. Often the interpretation converted a disadvantage
into an advantage.
Another commonly cited example of creativity is Art Fry's development of
Post-It® removable notes at 3M Corporation in 1974. Dr. Spencer Silver,
another 3M scientist, had developed a polymer adhesive that formed
microscopic spheres instead of a uniform coating, and thus was a poor
adhesive that took years to set. Fry wanted a better bookmark for his church
hymnal, so he used Silver's adhesive. The conventional wisdom is that every
adhesive must be strong. By ignoring the conventional wisdom, Fry developed
a highly successful office product. However, not only did he need to
develop the idea, but he also had to sell the idea to his management and
marketing departments, which were resistant to his new idea. A creative
manager, if there be such a person, would have redefined the problem to find
a use for a weak adhesive, but the conventional wisdom that all adhesives
must be strong is apparently overpowering. There is a second exception to
the "all adhesives must be strong" rule: thread locking compounds that
prevent machine screws and bolts from loosening during vibration must be
weak enough to allow removal of the screw or bolt during repair.
Prof. David Swenson has posted a web page with a rich collection of examples
of innovation.
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creativity is solitary work
Creativity is essentially a solitary enterprise. Most landmark discoveries
in science and all major musical compositions are the work of one person.
New ideas are often tentative, half-baked, and difficult to communicate in a
persuasive way. On the receiving side, most scientists and engineers
generally react to someone else's new idea by discouraging it: "It won't
work.", "It's a waste of your time.", etc. Colleagues tend to reject
unorthodox views, at least until those views are convincingly presented, in
a complete form. But such a completed form occurs at the end of a research
project, not at the beginning or middle. So, as a defensive measure, it is
best to keep new ideas to one's self, until one reaches an unresolvable
problem that requires someone else's assistance.
Further, creative work is inherently personal. Involvement of other people
diverts the creator's unique vision of the final product and how to create
it. When multiple people are involved, there are inevitably compromises and
the final product is mostly a consensus view. As an aside, French law
recognizes that the creator of a work expresses his/her personality in the
work, so – while the creator may sell the copyright or object – the
creator always retains the "droit moral" in his/her work. See my separate
essay at my professional web site on moral rights of authors, which are not
recognized in law in the USA.
Still further, the personality trait of stubborn and uncompromising makes it
difficult for many creative people to work in groups, where compromises are
routine practice.
There are certainly large projects that require too many man-hours and too
many different technical skills for one person to do all the work. Examples
of such projects are particle accelerators used by nuclear physicists,
optical and radio telescopes, design of aircraft, etc. However, in practice,
these large projects are broken down into many small tasks, with a few
people (perhaps only one person) having the responsibility for each task. If
multiple people work together on one task, or different people supervise
and approve the work on one task, the approach will tend away from
innovation and tend toward a consensus view that uses proven ideas. While
this approach may increase reliability, it also thwarts creativity.
Sometimes a scientist working on a problem is frustrated and discusses the
problem with a colleague, who suggests a way of solving the difficulty. In
this way, the final work may be published as a multiple-author paper, but
each part of the solution was the responsibility of one person. The
colleague may contribute a mathematical or experimental technique, or
knowledge of some fact, that was not known to the first scientist.
Another way to get multiple-author papers on innovative topics is for a
professor to have more good ideas than the professor can personally develop.
So the professor gives good idea(s) to a graduate student, and the student
does the work to develop the idea into a publishable paper. It is
traditional for both the student's and professor's name to appear on the
final paper: the student did nearly all of the work, the professor
contributed the initial idea, equipment and resources, and helped the
student with difficulties along the way. This process is more than merely
preparing the student's doctoral dissertation: it is teaching in a Master-
Apprentice style. Besides benefits to the student, it also increases the
productivity of the professor and, by increasing the professor's reputation,
makes it easier for the professor to obtain future financial support.
Carried to an extreme, the professor will become a manager who writes
proposals for financial support, generates new ideas, and allocates
resources, but is no longer personally involved in scientific research. In
the long-run, removing the professor from personal involvement in doing
experimental or theoretical work could decrease the rate at which the
professor generates significant new ideas, and make the professor less
familiar with techniques for solving problems.
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5. management of creativity
In a later section of this essay, I discuss management of creative employees
. Here I want to make a critical point: one of the worst things a manager
can do to creative employees is have the employees adhere to a rigid
schedule of delivery dates for assignments. Naturally, the manager will, in
addition to the rigid schedule, insist that all of the employee's time be
spent on projects that the manager has approved. Such a rigid policy of
assignments and schedules kills creativity.
History teaches that many important discoveries were made accidentally. If
the discoverer had some "spare time", he could investigate this unexpected
curiosity. But if the discoverer was working diligently on a tight schedule,
then there was no time to follow this detail that was not essential to the
completion of the assigned project, and the discovery was forgotten.
People who are highly organized express their love of schedules with various
clichés, such as:
"If you do not know where you are going, you will not know when you arrive."
or
"If you do not know where you are going, you will be lost when you get there
."
There is much truth in these clichés. Little good can come from truly
aimless work. My point is that when something unexpected and interesting
happens, there should be some time available to explore this serendipity.
People who are intelligent and creative, and who are familiar with the
subject matter, generally have good intuition for when some unexpected
occurrence is worth exploring further. Making them ask for permission only
slows the discovery process, it does not produce better results. If the
unexpected result is, with hindsight, seen to be a mistake, at least it was
an interesting mistake from which one learned something.
There is another cliché that is popular amongst some scientists who I have
known:
"If I knew what I was doing, it would not be research."
For the kind of research that involves discovery of facts that were
previously unknown, this cliché is correct: the results are unpredictable
and many of the methods will fail, before there is any success. The kind of
research done by physicists and chemists in universities often falls in this
category. For lack of a better name, this is conventionally called "pure
research".
However, there is another kind of research – called applied research – in
which the goal might be (1) to design a new product to meet certain
specifications or (2) evaluate a product, perhaps a drug, for safety and
efficacy. Applied research can be managed successfully. The scientists and
engineers who work in applied research definitely know what they are doing
and they frequently almost meet their deadlines.
research more in the section on industrial management, later in this essay.
The point to be made here is that scientists and engineers who are doing
applied research also can have unexpected results, in addition to simply
doing their assignment. If they have some spare time, the unexpected results
can be investigated and might become more significant than the original
assignment. Commonly there is no time and the unexpected results are
forgotten.
I have come to believe that it is not rational to attempt to manage pure
scientific research. True research involves a quest for the unknown that is
inherently unpredictable. Even the people doing the research, who are
experts in their field, have difficulty predicting the applications and
consequences of their discoveries. If the experts can not see the
consequences, there is no reasonable hope that a manager without technical
expertise can see the consequences. Some "insignificant" projects might
become significant many years after they are published, when someone else
recognizes a use for the result of the old work. The most famous example of
this was Einstein's use of non-Euclidian geometry in his gravitational
theory – before Einstein, non-Euclidian geometry had been pure mathematics
without any practical application.
Research is often highly personal. Researchers do not like to ask permission
to explore ideas that may be tentative, intuitive, and difficult to
communicate. Many good ideas begin as a mistake or error, which produced an
unexpected result, and few people like to mention their mistakes or errors
to their supervisor!
Finally, I observe that pure research is inherently wasteful: one often
spends money on projects that fails to give any really useful information.
One must simply accept such dross as part of the price of progress. If the
results were predictable, then it wouldn't be pure research. Diamond mines
also produce lots of worthless rock, but are still profitable enterprises.
When we look back on the history of the Bell Telephone Laboratories in the
USA, we remember the invention of the transistor, the invention of the laser
, the discovery of cosmic background noise remaining from the Big Bang, not
to mention the development of a highly reliable telephone network. Who cares
about the dross that was produced in that Laboratory? Research should be
supported because it is the engine that fuels modern economies (by creating
new products and new ways of working), as well as improving the quality of
life, and because men's spirits are lifted by discovery of knowledge, just
as putting a man on the moon made everyone in the USA proud.
Many people whose familiarity with science comes from reading a book will
wonder why scientists do not go into a laboratory and emerge with an
important results, such as a cure (or vaccine) for some dreadful disease.
Progress in science is generally slow. Each scientists makes small
incremental steps of progress, building on the published results of others,
as well as their own experience. Rarely – and only rarely – will a
scientist have an inspired, novel thought that is truly revolutionary. These
people often get a Nobel prize for their achievement.
In looking at biographies of Nobel-prizewinners and other famous scientists,
I see two classes of innovation:
competent scientists who were in the right place at the right time. Some of
these people apparently do not make any other truly great achievement during
the remainder of their career. Perhaps this kind of significant innovation
is a random event.
true genius, who is able to repeatedly develop significant innovative ideas
(e.g. Einstein)
It appears that very few scientists are blessed with one great moment, even
fewer are blessed with several great moments. It is the same in music: some
composers (J.S. Bach, F.J. Haydn, W.A. Mozart, Beethoven, Schubert) wrote
large quantities of outstanding music at a frantic pace, while other
composers produced only a few outstanding compositions during their lifetime
. How can we, as professors, leaders, managers, encourage great discoveries
to occur more frequently?
History shows us that many important discoveries are made by young
scientists, during their time in graduate school or in the few years after
they receive their doctoral degree. The conventional interpretation is that
the time between ages 20 and 30 years are the "best" years of a scientist's
life. The reason for this phenomena seems to be that young scientist have
learned the basic skills (e.g., calculus, differential equations, statistics
, computer programming, scientific theories) but are inexperienced. In this
way they are like a child in a new environment: the child is naturally
curious and almost everything is unfamiliar. But, unlike a child, a young
scientist is articulate, knows how to observe and record facts, and knows
how to interpret the facts.
When someone has worked or lived in an environment for more than about ten
years, they tend to be less observant and less curious, because they are
familiar with the environment. With this interpretation, the solution to
increasing creativity is clear: scientists should change fields
approximately every ten years, so they continue to seek big, new challenges,
instead of becoming comfortable experts. I do not necessarily mean radical
changes, such as from nuclear physics to collecting butterflies in a rain
forest, although a nuclear physicist would bring a rich collection of new
techniques to taxonomy.
person who changed fields and was productive in each field where he worked.
Of course, changing fields periodically will stop the production of wise,
old men who have 40 years of experience in a field. Exactly! Many of these "
wise" old men know that something can not be done, whereas an inexperienced
person simply does it and is rewarded. Many of these "wise" old men know
that something is not worth doing, whereas a less experienced person puts
facts together in a new way and makes an important discovery. I am not
against the wisdom that comes with experience, but I would prefer to see
experience in many different areas instead of 40 years of experience in one
narrow area. There is also a valuable cross-fertilization between areas:
techniques that are well-known in one field can enrich another field.
We can also encourage creativity by changing the way that schools are
operated, which I discuss in the next session of this essay. If schools
produce more creative people, our government must give financial support for
creative activities, not just scientific research, but composition of music
, and other forms of creativity.
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6. issues in education
of creative students
My observation is that many instructors, from elementary school through
undergraduate college courses, have a standard, orthodox, only "one right
way" approach to the material. A student who does it differently from the
instructor is labeled "wrong". I believe that such an approach is often the
result of the limited intellectual ability of the instructor, who only knows
one reliable technique.
Conventional instructors ask students to recite on an examination
information from lectures or the textbook. This is a difficult task for
creative students, because creative people naturally add something new to
what ordinary people consider a straightforward problem.
As a simple example of rigidity, when I was a pupil in elementary school,
the textbook and instructor taught that the definition of a noun was "the
name of a person, place, or thing." But I had read my mother's old college
grammar book, which said that a noun was "the name of anything". I liked the
latter definition better, because it was logically simpler: any name is a
noun. But I was marked wrong for not using the official definition, although
the definition I gave on the examination was equivalent.
A more serious example of rigidity in education was given in a letter to the
New England Journal of Medicine. The author had attended medical school in
the late 1800's, when patients with bacterial infections often died. During
bacteriology class, he had carelessly allowed his culture dish to become
contaminated with mold, which killed the bacteria. His professor berated him
for his sloppiness in allowing the contamination. Looking backwards from
the antibiotic era, this example of education seems stubbornly rigid.
Because of the focus was on obtaining the "correct" result, neither the
professor nor the student asked the proper question, namely "Can the
property of molds to kill bacteria in vitro be used to cure bacterial
infections in vivo?" In 1928, Alexander Fleming isolated penicillin, the
first of the antibiotics, from the common mold Penicillium, an achievement
for which he received the Nobel prize in medicine in 1945. Fleming's
discovery of penicillin came from asking the proper question, which
instructors of bacteriology in medical school could have (but did not) asked
fifty years earlier.
I remember a test question from my wife's medical journal in the early 1980s
, along the following lines. You are a physician in an emergency room. Joan,
who is known to you as a diabetic who uses insulin, arrives by ambulance
and is comatose. Her husband says she was vomiting earlier in the evening.
What do you do immediately?
Administer glucose intravenously.
Administer insulin intravenously.
Draw blood and measure serum glucose level.
Check airway, breathing, and heart rate.
The correct answer, according to the medical journal, is D, because the
physician must always check airway, breathing, and circulation when
initially examining a patient under emergency circumstances. When my wife
gave me the question and I chose B, her comment was that I knew too much
about biochemistry. Medicine, or at least medical education, is about
following rules, not about thinking. My reaction is that a paramedic with no
knowledge of physiology or endocrinology would do better than a scientist
on this examination. When I was a law student during 1995-98, I saw the same
rule-following behavior that rewarded memorization and penalized creative
thinking. In my view, law and medical schools should post yellow warning
signs at every entrance, marked NO THINKING ZONE.
Students who are both intelligent and highly creative often make mediocre
grades in school, because these creative students see issues and ambiguity
in examination problems that the instructor did not intend. Creative
students "misread the question", according to the view of the conventional
instructor. This problem is particularly severe on multiple choice
examinations where a creative student can quickly find situations in which
either all or none of the answers are correct, whereas a noncreative student
who knows the material in a conventional way simply selects the best answer
and gets marked correct. On an essay or problem-solving examination where
the student is expected to explain the student's answer, the student has an
opportunity to show the instructor other ways to interpret the problem.
However, conventional instructors are often intolerant of such creative
interpretations.
Moreover, many creative students are bored by pedestrian classes that are
pitched at the intellectual level of the middle of the class (or, worse,
pitched at a low level so that everyone passes), so the creative students
devote more of their time to their personal creative projects and neglect
their regular classes, which often leads to a grade average between C and B.
I am concerned that many intelligent and creative students may prematurely
abandon their education, because of boredom with the curriculum and teaching
methods.
Around 1960, it was the custom in the USA for elementary schools to spend
the first half of each school year repeating material that had been taught
during the previous year. This repetition is not only a waste of time for
pupils who learned it the first time, but those pupils become bored with
school.
Many graduate students with high grades (i.e., nearly all A grades) are
unable to do research, in which their assigned problem had no known solution
. I saw this phenomenon when I was in graduate school during the 1970's and
many of my fellow students dropped out of school. I saw this phenomena again
during the 1980's when I was supervising graduate students' research work.
On the other hand, I could find students with B grades in regular classes,
and even C grades, who not only could do research work, but also seemed to
enjoy the challenges of doing research work. Classes prepared students to
take more classes, not to do original thinking, a conclusion that shows that
schools and universities are failing in their basic mission. I think the
concept of grades is sound, because grades provide a short-term motivation
to study diligently. The real problem is not grades, but curricula and
examinations that are filled with arbitrary textbook problems with little
relevance to success in the actual practice of science or engineering, such
as research or design of a new product.
In teaching electrical engineering to undergraduate students, it is
conventional to give them a circuit diagram with the values of all of the
components (e.g., resistance, capacitance, inductance, independent voltage
source, etc.) and ask the students to calculate either the output voltage or
the current in some branch of the circuit. Engineering textbooks are filled
with such problems, but (1) the circuits are arbitrary and without
practical utility and (2) learning how to solve such problems does not
produce better engineers. However, it is relatively easy to teach students
to solve these problems and it is easy for the instructor to grade their
work, since there is only one correct answer. In contrast, I invented my own
homework problems that asked a student to design a circuit having certain
properties (e.g., input impedance, specified relationship between input
voltage and output voltage, etc.). To make the exercise more realistic, I
penalized the students slightly for using more components than my design:
this emphasized that simple designs were better. The amount of my grade
penalty was proportional to the cost of the extra component(s), but I would
waive the penalty if the student's circuit had some feature that was better
than my straightforward solution. The reaction of the students to these
problems was interesting to me. Most of the students found my homework
frustratingly difficult, because they had never done such problems before,
although they had attended 12 years of education in public schools plus at
least 2 years of college before I taught them. Many of the students who had
received A grades in most of their previous science, mathematics, and
engineering classes were struggling hard to earn a C grade in my class. More
surprisingly, some of the nominal C students were earning an A grade in my
class, and they suddenly came alive for the first time in many years of
school.
Among physics teachers, there is a famous story of a student who does not
give the expected answer to a straightforward examination question. If you
have not already read this story about determining the height of a building
with a barometer, now you have the opportunity.
professors see this story as illustrating adolescent rebellion or mere
scholasticism. However, I am very sympathetic to the student's boredom and
defiance: physics is about more than pendula, balls rolling down inclined
planes, and measurements of mass and distance. Physics is about
understanding the universe – space, time, energy, symmetry – and
discovering new knowledge. Learning to solve boring textbook problems is a
poor preparation for a career in scientific research.
Students need to see more homework problems in school that require creative
solutions:
Instead of asking for one solution, require the A students to give two
different methods of solving one problem. Encourage students to find
creative solutions instead of prosaic solutions.
Give problems that are unreasonably difficult to answer correctly, and have
the students find a rough approximation.
Give students problems without adequate information; let them go to the
library and find the information that they need.
Give more problems that ask the student to design a circuit, interpret data,
design a method of doing an experiment, ....
Assign term papers that require reading from multiple sources, making a
creative synthesis of the information, and finding contradictions or
inconsistencies in authoritative, published works.
Occasionally assign exercises that show an incorrect solution to a problem (
e.g., computer program that contains at least one bug, electronic circuit
that will not function properly) and have the students find the defect and
suggest a correction.
Assign laboratory experiments that allow students freedom to choose
technique(s) and topics.
Arrange or compose music, not merely playing music.
I have posted some comments on the value of attending a small liberal arts
college for the bachelor's degree, then a large research-oriented university
for a doctoral degree. That essay also has some comments on the value of
colleges for women only.
Children seem to have an innate sense of curiosity, enthusiasm, and
imagination. Mature adults generally lack these qualities. Where did these
qualities get lost? I believe that teachers and industrial managers beat
these qualities out of people, in order to make them easier to control and
manage. In my experience, both as a student and professor, organized
education – as a bureaucracy – actively discourages creativity. I believe
that creativity can be taught and encouraged in a master-apprentice setting,
such as a student working in a research laboratory. It is much more
difficult to teach and encourage creativity in a classroom with more than
twenty students, but I believe it can be done in a small way, if the
instructor makes a great effort. Of course, there is no reward for the
instructor who makes that effort, and with the many other demands on the
instructor's time in American universities, it is unlikely that the
instructor will make the effort.
A related problem is the intellectual egalitarianism in the USA: it is ok to
select athletes with unusual abilities and train them hard, but the same
process with intellect is seen as snobbish. That is a recipe for disaster in
an economy that depends on technological innovation. And yet that is
exactly the route taken by public elementary schools and high schools in the
USA, as well as by most state colleges and universities in the USA.
television
Aside from the insidious effects of formal education on creativity, I am
concerned with the effect of television. When one reads a book, one forms a
mental image of what is happening. When one listens to the radio (e.g., a
baseball game), one also forms a mental image of what is happening (i.e.,
remember the positions of the players and imagine how they are moving). But
television explicitly shows the correct image, so there is nothing left to
the imagination. I believe that reading books, and listening to the radio,
stimulate the imagination, which is a very valuable skill for creative
people. The ubiquitousness of television after the mid-1950's may be
depriving children, and adults too, of opportunities to expand their ability
to imagine.
The insipid content of television programs in the USA is a separate problem
that is not relevant here.
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7. industrial management of research
If an industrial manager finds out about an unauthorized project by a
creative engineer, the engineer will generally be ordered not to do it.
There are a variety of reasons for this heavy-handed control of creative
engineers by management. First, managers believe "good ideas" come from the
top manager down to the workers, "good ideas" can not possibly originate
from mere workers. Second, "it's not in the budget." – it would be horrible
if an industrial group did more than it was assigned and paid to do! Third,
people in positions of power and authority see creative people who are
enthusiastic about their new ideas as loose cannons, who are dangerous and
need to be controlled. Creative people often have their own vision of the
future, which disagrees with the manager's direction. Managers want
everything under control and on schedule, creative people are generally
disorganized and unpredictable. One can neither schedule nor predict a
brilliant idea.
My cynicism in the previous paragraph is based on my personal experience
working in a major American corporation (Xerox), augmented by tales from
many of my associates who continue to work in industry, despite their
frustrations. The popularity of the Dilbert comic strip is testimony to how
common nonsensical management is in the USA.
The fundamental organization of a business day into work from 8 AM to 5 PM,
Monday through Friday, disrupts the way many creative people work. For
example, when I program computers, I tend to work continuously for about 14
hours, then collapse in bed and sleep for 8 hours, then go back to work on
my program. I repeat this cycle until the program is finished, even if it
means working on Saturday and Sunday. If I were to break up my work into
shorter blocks of time, I would be much less productive, because I would
need to spend more time picking up the thread of my previous thoughts. When
I talk to other programmers among university faculty, I find that my binge
behavior is typical. Similarly, some composers retreated from society and
worked continuously until their musical composition was completed.
As effort becomes more routine, it also become less creative. For example, a
bank manager would not want a creative bank teller, instead, a manager
would want to treat tellers as generic, interchangeable commodities, who do
their work in the same way. Indeed, "creative bank teller" or "creative
accountant" sounds like a euphemism for fraud!
Creativity is essentially a solitary enterprise. Most landmark discoveries
in science and all major musical compositions are the work of one person.
However, teamwork, not individualism, is the standard pattern in industry.
There is a funny experiment of mine that you can reproduce. Engage a
businessman or industrial manager in a discussion about creativity. Then ask:
"Would Beethoven have been more productive if he had been working
in a team?"
The question is absolutely ludicrous to anyone who understands either the
art of musical composition or Beethoven's personality. I have difficulty
asking this question without giggling, because it is such an outrageous
suggestion! But, astoundingly, industrial managers tend to say:
"Yes, I would have put Beethoven in a team and increased his
productivity."
My conclusion is that such industrial managers do not understand the first
thing about either creativity or development of art. I see close parallels
in composing music and making scientific discoveries, and the personality of
Beethoven is close to the personality of many creative professors of
science, despite the differences in subject matter and methods. Aside from
issues of management of creative people, I think attempting to increase
Beethoven's productivity by putting him in a team is akin to killing the
Goose that laid the golden egg. Beethoven was incredibly productive without
any management or teamwork: during 33 years of work, he composed more than
50 major works that bridged the Classical and Romantic periods, and
introduced numerous innovations. All this without a consistent patron or
employer, and with deafness during the last years of his life, particularly
when he composed the Ninth Symphony.
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8. bibliography
books
Teresa M. Amabile, Creativity in Context, Westview Press, 1996.
This book is an update of her classic work, The Social Psychology of
Creativity that was published in 1983.
Frederick P. Brooks, The Mythical Man-Month, Addison Wesley, 1975. Brooks
was the manager for the development of the IBM System 360, the operating
system for the most common mainframe computers in the USA during the 1970's.
Jacques Hadamard, The Psychology of Invention in the Mathematical Field,
Princeton University Press, 1945. Reprinted by Dover Press. Hadamard was a
professor of mathematics.
G. H. Hardy, A Mathematician's Apology, Cambridge University Press, 1940.
The classic book on what it means to do pure mathematical research. The
editions in 1967 and thereafter have an interesting forward by C.P. Snow.
Clifford A. Pickover, Strange Brains and Genius, Plenum, 1998. The book is
not a technical work for professionals, but was written for a popular
audience. In places, it barely rises above an exhibition of freaks and
eccentric behaviors. Nonetheless, there are some interesting insights in
this book.
George Polya, How to Solve It, Princeton University Press, 1946. A professor
of mathematics gives some hints about the creative process. This book is
written at the popular level.
Robert J. Sternberg and Todd I. Lubart, Defying the Crowd: Cultivating
Creativity in a Culture of Conformity, The Free Press, 1995.
This book was written by two psychologists and is intended for an audience
of laymen, but does have some references to technical literature. The
authors believe that everyone has some creativity, but that society and
managers discourage creativity. The authors consistently use financial
analogies in their book: "buy low, sell high" is particularly prevalent.
Many of the examples are taken from observations of pupils or students in
schools, not from professional scientists or engineers. The book contains
some errors in science and technology, none of which detract from the
underlying message.
Gerald M. Weinberg, The Psychology of Computer Programming. The author is a
professor of computer science who advocates "ego-less" programming.
journal articles
Kenneth R. Hardy, "Social Origins of American Scientists and Scholars,"
Science, Vol. 185, pp. 497-506, 9 Aug 1974.
Reports that membership in Unitarian church, Society of Friends (Quaker), or
secularized Jewish religions were highly overrepresented among scholars
when compared to the entire U.S. population.
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Sternberg's Theory of Creativity
In my reading of psychological literature, there are numerous hypotheses and
theories of creativity that conflict with what I have observed in creative
colleagues and what I have read in biographies of creative scientists and
composers of music. However, the following theory of creativity, put forth
by Prof. Sternberg at Yale University, makes sense to me. Sternberg says
that all of the following are essential: a lack of any one item in the list
precludes creativity. I think he is correct, except for the last item: it is
not necessary to have a favorable environment, although such an environment
certainly makes life easier for creative people.
Intelligence
synthetic intelligence. The ability to combine existing information in a new
way.
analytic intelligence. The ability to distinguish between new ideas that
have potential, and new ideas that are not worth further work. This ability
is essential to an effective allocation of resources, by evaluating the
quality of new ideas.
practical intelligence. The ability to sell one's ideas to funding agencies,
managers, editors, reviewers, etc. Without "practical intelligence" the
creative person will not be allocated resources to develop their ideas, and
the creative person may achieve recognition only posthumously.
Knowledge gives the ability to recognize what is genuinely new. The history
of science shows that many good ideas are discovered independently by more
than one person. Scientists and engineers must be familiar with the
technical literature, in order to avoid "reinventing the wheel". On the
other hand, too much knowledge might block creativity, by immediately
providing reasons why a new idea is not worth pursuing and by encouraging a
person to be rigid in their thinking.
Knowledge is also important to provide skills necessary to design
experiments, to design new products, to analyze the results of experiments,
do computations, etc.
Thinking Styles. Creative people question conventional wisdom, instead of
passively accepting that wisdom. Creative people question common assumptions
and rules, instead of mindlessly follow them. This style brings creative
people into conflict with society around them, so it is also essential to
have a personality that tolerates this conflict, as explained in the next
item in this list.
Personality. Creative people take the risk to defy conventional wisdom and
to be a nonconformist. Creative people have the courage to persist, even
when the people around them provide objections, criticism, ridicule, and
other obstacles. Most people are too timid to be really creative.
Motivation
intrinsic or personal. Creative people genuinely enjoy their work and set
their own goals.
extrinsic. There are a number of extrinsic motivators: money, promotions,
prizes, praise, fame, etc. Extrinsic motivators mostly focus on an end
result, not the process of discovery or creativity. In highly creative
people, extrinsic motivators appear to be less important than intrinsic
motivators.
Environmental Context. Many environments (particularly managers and
bureaucracy) discourage creativity. A creative individual who could flourish
in one environment can become a routine, ordinary worker in another
environment. The optimum environment for creative people is where they can
be paid to do their creative work, so creativity is a full-time job, not a
spare-time hobby.
Permit me to explain my disagreement with Prof. Sternberg on the last item:
a favorable environment. Many types of creative work (e.g., research in
theoretical physics, writing books, composing music, etc.) require minimal
physical resources, so such creative activities can be accomplished in one's
personal time at nights, weekends, and holidays. If one is employed in an
environment that discourages creativity, one can still be creative on one's
personal time. In this sense, a favorable environment is not necessary for
creativity.
On the other hand, other types of creative work (e.g., experiments in
physics, chemistry, engineering, etc.) can require expensive laboratory
apparatus. A scientist without access to such laboratory facilities is
prohibited from doing creative work in experimental science. So, in this
sense, I agree with Prof. Sternberg that a favorable environment can be
necessary for creative work.
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this document is at http://www.rbs0.com/create.htm
begun 25 May 1997, revised 25 Dec 2002
