“Once he gets an idea in his head, there’s no changing it!” As common as this comment is, it’s true for us all to some degree. It’s formally called anchoring. Such ideas can alter our thinking and feeling processes and undermine our creative efforts. In fact, anchoring is so strong that it can influence our decisions even if we know the information is wrong.
Words alone are often anchors (money vs. time; thinking vs. feeling) and set moods. When they form ideas, they are even more powerful. Now, according to Paul Leonardi’s article, “Early Prototypes Can Hurt a Team’s Creativity” (Harvard Business Review, December 2011 edition), prototypes can serve as anchors too:
. . . when people see a detailed prototype, something odd happens: They concentrate on the prototype’s form and function, forgetting to attend to any remaining ambiguities about the problem the product is meant to solve or the obstacles in the way. Instead of clarifying the path ahead, the prototype puts a halt to useful brainstorming.
Now, often we delude ourselves by exploring other options, but we sabotage them by emphasizing evidence and arguments that support the initial idea and discounting those that don’t. In short, we formulate a rationale making the initial idea best.
We can observe the effects of anchoring in our everyday conversations. The person who first expresses himself often sets the direction of the conversation because conversations often build from the most recent comments. Focus groups have to guard against alphas, people who dominate conversations, or their findings become skewed.
The physicality of prototypes (also diagrams, blueprints, plans, etc.) can do more damage to the creative process than discussed ideas. So, the next time you see or think something, ask, “Is this preventing us from seeing other options or revisiting the problem?”
- Making Group Brainstorming More Effective And Innovative
- Linking Disruptive Innovations and Disruptive Personalities
- How Work Pressure and Fear Affect Innovation
- Creative Innovation (Pt 4): Spontaneity & Frequency
- Creative Innovation (Pt 5): Employees Running into Each Other
- Creative Innovation (Pt 6): People Mix
- Creative Innovation (Pt 7): Conflict
- Creative Innovation (Pt 8): Guidelines over Rules
- Creative Innovation (Pt 9): Pessimism’s Positivity
- Creative Innovation (Pt 10): Information & Interruptions
- Creative Innovation (Pt 11): Quantification Restricts Creativity
- Creative Innovation (Pt 12): Associative Thinking
- Creative Innovation (Pt 13): Overcoming Biases
- Creative Innovation (Pt 14): Time Alone
- Creative Innovation (Pt 15): Prototypes as Obstacles