Asking questions has always been the driving force behind creativity and innovation. Questions help us to reorient ourselves in deadlocked situations, to achieve creative cooperation in groups or simply as a polite and respectful way of dealing with each other. 
Our creativity begins with curiosity. Our creative process begins with a problem that wants to be solved. 
Albert Einstein already stated two things about this: "Knowledge is having the right answer. Intelligence is to ask the right question." and "If I had an hour to solve a problem and my life depended on it, I would use the first 55 minutes to ask the right question."
Often in life, questions or problems are not clearly defined or deviate from what one really wants to know. This leads to wrong answers and conclusions in the first place, even if the person being questioned would actually have the right answer. All this underlines the importance of asking the right questions. 

You may now be asking yourself what makes a good question. This is already the first good question you have asked yourself. If we look at questions from the point of view of purpose, we find some characteristics that we can ascribe to them. Basically, questions should help to dissect central problems in order to generate surprising as well as useful answers. To achieve this, we start with ourselves. Only by asking unbiased questions, questions that are distinct from our pre-existing beliefs, can we get useful answers. Impartiality stimulates our creative thinking process. But do not lose yourself. A question is of no use if it is unbiased but out of touch with reality. It follows that questions in the broader sense must be plausible, actionable and useful. The line between impartiality and futility can be a fine one. Revolutionary ideas emerge from bold questions that start at the most basic, all-encompassing approaches. Think of Charles Darwin, the father of evolutionary theory, with his question of how all species came to be. Ernest Rutherford, the father of our present atomic model, who wondered what the fundamental nature of matter was. Sure, the questions were later chopped up and further answered in smaller pieces, but it took an almost outrageously broad first statement to get to the heart of the problem. Big, bold questions seem unanswerable. But as Darwin and Rutherford showed, they are not. Questions can be bold, but still have a realistic basis. 

Questions that arise from your own beliefs will generate answers that are limited to pre-existing traditional assumptions. Ask a question with a framework and the answer will also be within that framework. To get radically different answers, the question does not have to be constrained by conventional expectations. Darwin lived at a time when the belief was that all living things were unchanging replicas of God's perfect creations. His big, hairy, bold question, "How did all species come to be?" eliminated any assumption about divine intervention. This gave him the freedom to ask if species change over time. This is the nature of evolution.

Questions must be plausible, useful and actionable. Plausible because solutions are not yet known, useful so that the question seems effective and, of course, actionable to give it a realisable purpose. Remember that part of the definition of creativity is utility, or the services of health and wealth. If creativity does not add value, it is likely to be short-lived.

Dr. Thomas Steinert

Characteristics of good and creative questions

"Our questions should be bold and unframed, yet plausible, actionable and useful. Identifying our mental framework and finding alternatives is the very foundation of creative thinking. 

If our creativity has made us the humanity we are today, we nevertheless face unimagined and greater challenges than have probably ever existed before. Disease, climate change, water scarcity, wealth inequality and global conflict. Our creative innovation has taken us far, yet it does not yet offer products and processes that could be solutions to humanity's biggest problems. Revolutionary creative thinking is needed to solve the problems of today. But how do we come up with new ideas?

The answer lies in our habitual approaches to problems. These are also known as frames. They describe expectations and assumptions that we bring with us when we interpret new information. They create norms and expectations and enable us to quickly judge and categorise impressions. 

In a classic experiment that helps explain the effect of frames, subjects were asked to find solutions to rising crime in a community. When the narrative portrayed crime as contagion, respondents suggested compassionate solutions, such as reducing poverty and improving education. When crime was described as a beast, respondents chose punitive legal interventions. In one frame, criminals were portrayed as victims, while another image portrayed criminals as a threat. Based on these assumptions, participants' interpretations and responses varied widely.

Such stereotyping sits deep in our minds and is imprinted in all layers of our thinking. Our head automatically categorises. It is the natural functioning of thought. Whether we encounter different genders, cultures or ethnic groups. We pretty much always have an image, a feeling or even a smell in our head. Numerous psychological experiments have shown that we tend to associate certain characteristics with one gender rather than another, for example. Even if, on closer inspection, this categorisation seems irrational. Because prejudices are deeply embedded in our thinking, they are difficult to recognise and even more difficult to change. 

Frames are omnipresent in language, thinking and interactions. They influence how we act and what we say. Think of frames as what enables us not to be distracted. Honestly, isn't it nice not to have to think about breathing again every second, to be afraid of someone suddenly bursting in or our computer bursting into flames?

Frames are not only cognitive, but also emotional. This makes them particularly difficult to change. Fulfilled assumptions lead to a feeling of stability. If the frame is broken, we experience a negative reaction. This rejection of ideas that go against our expectations is often reinforced by metaphors. Depending on how we describe something, a different idea is triggered in our mind. If we speak of illegal immigrants, we have a different image in our head than if we speak of economic refugees, for example. This shows us that frames are context- and emotion-dependent. The unemotional becomes emotional when emotionally charged words are used. Illegal immigrants do something forbidden, otherwise it would not be illegal. Economic refugees at the point seem very approachable. We can almost imagine ourselves in such a situation. However, we would still not see ourselves as illegal immigrants.

The limitations of our mental frameworks may be the only way to live in complex societies. But they also limit us, for example, when we are looking for free creativity. Creativity requires the breaking of the frame. The search for alternative frames can be supported with a simple four-step approach. To do this, identify the current frame using metaphors, consider the consequences - good and bad - of the existing frame,
Design an alternative frame and consider the consequences of the new frame."

Of frames and metaphors

"Working in groups can bring considerable advantages on the creative level of each individual. Today's groups are very different from their historical predecessors. Today, people come together through crowdsourcing. Groups of people who have similar interests or the same goal in mind come together on the internet. Any person who shares the vision can join in. Probably one of the greatest achievements of a group is Wikipedia, the largest encyclopaedia in the world. But start-ups are also financed nowadays via portals like Kickstarter, where investors gather to finance projects together. One reason why such projects work so well is that useful knowledge and talent is not always to be found only where one believes and looks.

On various websites, prizes are offered to solve technical or mathematical puzzles. So it can happen that a biologist solves a mathematical problem. Most of the time it seems quite simple to the solvers. They look at the problem through a different framework. 

Intelligence and creativity in a team often arise from synergies between people with different backgrounds and with different personalities. High-performing groups are characterised by enabling all members to contribute their full wealth of perspectives and intelligence. It follows that heterogeneous teams are more productive and creative than homogeneous teams. 

Attention to both task and interpersonal relationships is critical to group development. Fostering tasks involves formulating a structure that facilitates the achievement of goals. Fostering healthy relationships involves creating a culture of respect and caring. Just like us humans, groups mature with age and go through different stages of development. According to Bruce Tuckman, these stages can be described as Forming, Norming, Storming and Performing. Fundamentally, tolerance, inclusion and respect are seen as keys to overcoming conflict in groups. In some groups it may be imperative that a leader teaches the group these virtues and holds them together. Only when all members feel comfortable and valued in a group does everyone's contribution maximise. 

A group size of 5 or 7 members seems most effective. Groups of more than seven have been shown to be unwieldy and less productive. Odd group sizes are less likely to get bogged down. Group meetings are important for updating each other. Meetings need meeting logistics. This includes binding commitments to attendance and the timely delivery of quality results. Decisions should be documented in writing, deadlines set and adhered to.

Basic rules for interpersonal interactions are to ensure an equal workload and contribution. Especially in discussions, a small number of members will take up most of the speaking time. The task of a team leader here would be to introduce some balance. Creative conflicts must be encouraged, harsh judgements avoided. Opinions must be listened to and disagreements must be resolved respectfully. Group leaders of functioning groups often take on the role of facilitator and are not directive. Facilitation gives space that every group needs. 

Creative groups are often characterised by focused and diverse talents, independent members, bold goals and well-intentioned failures. Group members should regularly challenge existing knowledge and critically evaluate the results of others. The aim is always to treat each other with respect."

Groups

"Our thinking is largely guided and limited by the mental framework in which we move. Our mental framework describes expectations or assumptions that take hold subconsciously when we process new information. They are so deeply embedded in our minds that, like breathing, we don't notice them or rarely notice them. Our framework is extremely useful in processing information, but it can also limit us. For this reason, we will now look at how we can recognise our frame through conscious observation.

If you feel that your powers of observation of the unconscious are already strong, I would like to ask you a question. Close your eyes. Think of something you see often. Maybe your bookshelf, or the home screen of your smartphone. Now take a piece of paper and a pen and trace the exact line-up of your books or your apps. How closely do you approximate reality? And how is it that we can't remember something so mundane? The answer to the second question seems obvious. On the one hand, we intuitively know exactly where which icon is on our smartphone, on the other hand, there is simply too much information to pay attention to everything. So we should learn not to pay attention to everything, but to the things that are most important.

We observe a lot, but often without registering. Especially recurring stimuli are automatically categorically checked off. Our sensory system is designed to perceive change, not constancy. This is exactly where our creativity gets lost in our work. We humans far too often accept the minimum state than strive for an optimum. At the same time, we know that improvements move us forward. It may be true that perfection is the enemy of good, but then imperfection should be our motivation for creativity. 

The bias to see only the expected can be dangerous as it leads to biased stereotypes. Overcoming the usual pattern recognition is necessary to recognise imperfection and find improvement. But how do we break through our frame? To make our attention more comprehensive, there is no way around training. A good way to train this is, for example, to draw contours, observing exactly how something looks and not just imagining how things look. 

Analogies are also a frequently used method to come up with new ideas. Analogies are associations where we assign similarities to two different things. Unlike metaphors, analogies help us work out similarities and differences. They help us better understand intangible concepts by relating them to something more easily understood. Think of scientific models, like that of the atom. No one has ever seen a single atom and yet we can all imagine something about an atom. Models or prototypes are constantly being designed at work to encourage us creatively. 

Creative people are particularly good at finding far-reaching analogies. A good training for this is, for example, to practice the ability to come up with more associations and especially more original associations. To do this, think of a word and move as far away as possible from this original word to create unpredictable elements. This ability leads to surprising ideas. If you want to go a step further, just imagine two words that have nothing to do with each other and juxtapose them. In what way is a mobile phone similar to a plant?"

Of Observation and analogy

"Observations and analogies are the tools that most naturally support us in developing creative ideas. By nature, our observation is complacent and biased. We overlook much of what is around us and only perceive what we expect to be so. To overcome this, we need to systematically grasp everything, not just what normally attracts our attention. It is precisely the imperfections that we tend to ignore that cry out for creativity.

Below we look at how reorganisation and restructuring help to blend, expand, deconstruct or invert elements to bring our problem closer to a solution. 

We all have a tendency, a so-called ""functional fixation"", by which we hold on to a particular use of an object. A pen is used for writing, not as a chopstick, for example. Functional fixation leads us to hold on to certain ideas for objects. It also leads us to accept choices that are given or considered standard. This reality creates opportunities that are used by marketers, but also by policy makers, to influence behaviour. 

Similar to mental frames, functional fixation is a process that is predominantly subconscious and requires trained observation skills to bring it to consciousness. Creativity experts have developed a technique known by the acronym ""SCAMPER"". S, substitute; C, combine; A, adapt; M, magnify; P, put to other uses; E, eliminate; R, rearrange.

Another tool for generating creativity is reversal. We observe and experience our actions, but at least as interesting is the observation of the opposite. Of doing nothing. It can happen that we sometimes even worry morbidly about health insurance, for example, but think much less about prevention. Prevention requires averting a future event at a time when the event has not even taken place. We are not aware of the absence. How many times do we go shopping and think to ourselves, thank God all those shelves are filled with fresh food. Not having food is absent, it's not part of our everyday life, so we look past it. 

Shortcomings that trigger creativity are often things that don't work or aren't there. When we develop new products and processes, we tend to think what will work and how. Quite crucially, however, we might also think what will not work. Reversal fills us with creativity. 

Thinking backwards is achieved through two steps. On the one hand, determining the end goal, and on the other hand, thinking about every single action needed to achieve the goal. And this from the end to the beginning. 

Breaking problems down into smaller parts is another tool for generating creativity. Perhaps one of the most important methods in everyday work is mindmapping. Mindmapping also helps us to think backwards by redefining the outcome and breaking down the way to get there into pieces."

Reversal and decomposition

"Lateral thinking is a set of methods developed by Edward de Bono to overcome patterns of thinking. In doing so, these methods basically describe a way to go beyond normative problem solving and rely more on intuition than logic. In doing so, lateral thinking avoids judgements about what is right or wrong, even what makes sense, and strives rather to generate cognitive movement. As such, it is arguably the most radical method of shattering expectations and assumptions. To do this, de Bono has developed a number of tools, some of which we will look at here. 

One common way to get us thinking outside the box is, interestingly, jokes. For example, most jokes create a certain expectation that is then broken later on, or even ripped from our minds altogether. This is the central stigma of lateral thinking: breaking expectations. 

The first method we want to look at is abbreviated by the two letters PO. PO stands for provocative orientation. The idea behind PO is to make a counterintuitive claim and then defend it. Similar to outside jokes or thought-provoking statements, PO statements are meant to free us from our conventional framework by making the statements seem unclear, even illogical. This puts us in a mental dilemma that provokes unexpected creative logic patterns. A good way to train PO is to think about a statement and then consciously create a counter-statement. Even if it seems illogical, think about whether there are arguments that could support it. Look around. Do you find POs in real life that have moved towards reality? If we are open-minded enough, wild assertions can lead us to new possibilities. 

Another method of lateral thinking is called PMI. PMI stands for plus, minus, interesting. The aim of this method is to get to the core of what we are really interested in by assessing good and bad beforehand and putting them aside. It thus replaces our emotional thinking and acting and forces us to formally explore further, to bring movement into our thought patterns. So, to use PMI, you should always ask yourself what the advantages and disadvantages of a product or a process are and then simply jump to the most interesting aspects. 

The next method goes by the name of APC. Alternatives, possibilities. Choices. The purpose of this method is to consciously look for alternatives and not to be satisfied with quick solutions. It is easy to settle for what is adequate rather than what is excellent if we do not consider all the options. Additional options put our minds in a state of stagnation. This is the strength of this method. Doubts and delays don't have to be bad. They give us space to become more creative and move on to alternative hypotheses. All too often we get stuck making decisions between two obvious options, when it might be much more important to develop a third option. Keep exploring until you are satisfied.

Among the most important stepping stones that lead us to creative new ideas are exaggeration, distortion and wishful thinking. Dare to think the unthinkable."

Lateral thinking

Creativity is an essential element that can improve our lives, making it more enjoyable, fulfilling, and productive. However, being creative is not an innate talent, but a skill that can be developed with practice and perseverance. With the right mindset and approach, anyone can unlock their creative potential and produce exceptional ideas, art, or products. In this article, we will explore some effective ways to enhance your creativity and ignite your imagination.

Cultivate curiosity
Curiosity is the foundation of creativity. It's the innate desire to learn, explore, and understand the world around us. By cultivating curiosity, we expose ourselves to new experiences, ideas, and perspectives, which stimulate our imagination and inspire creative thinking. To be more curious, ask questions, seek out new information, and approach problems with an open mind.

Embrace uncertainty
Creativity often arises from uncertainty, ambiguity, and challenges. When we step out of our comfort zone and face the unknown, we force ourselves to think outside the box and come up with creative solutions. Instead of fearing uncertainty, embrace it as an opportunity to grow and expand your creativity.

Practice brainstorming
Brainstorming is a technique used to generate a large number of ideas in a short amount of time. It involves suspending judgment, encouraging wild ideas, and building on the ideas of others. To practice brainstorming, set a timer for 10-15 minutes, write down as many ideas as possible, and then evaluate them later. With practice, you'll become more proficient at generating original and innovative ideas.

Develop diverse interests
Having diverse interests and hobbies can expand your knowledge, skills, and experiences, which can enhance your creativity. By exploring different fields, cultures, and perspectives, you'll expose yourself to new ideas, insights, and inspiration. Additionally, the skills and experiences you acquire in one area can be applied to another, resulting in novel and unique solutions.

Emphasize quantity over quality
Many people believe that creativity is about producing high-quality work from the start. However, this mindset can stifle creativity and lead to procrastination or perfectionism. Instead, focus on generating a large quantity of ideas, even if they are imperfect or incomplete. By prioritizing quantity over quality, you'll give yourself more opportunities to find novel and unique solutions.

Take breaks
Creativity requires mental and emotional energy, and it's essential to take breaks to recharge and rejuvenate. Taking breaks can help you gain new perspectives, reduce stress, and improve your focus and productivity. Additionally, engaging in activities that promote relaxation, such as meditation, yoga, or hiking, can stimulate creativity and boost your overall well-being.

Collaborate with others
Collaboration can enhance creativity by bringing together diverse perspectives, skills, and experiences. When we work with others, we can build on each other's ideas, challenge our assumptions, and create something that is greater than the sum of its parts. Additionally, collaborating with others can provide motivation, accountability, and social support, which can help us overcome creative blocks and stay motivated.

Cookies

Cookies

7 Rules for Creativity Managers

The value of The Creative Management in modern society | Buddha Blaze | TEDxParklandsWomen

How limits can boost your creativity | BBC Ideas

The Neuroscience of Creativity, Perception, and Confirmation Bias | Beau Lotto | Big Think

The Four Behaviors Of Innovative Leaders | Forbes

What is creative leadership?

The Secret to Creativity

The Creative Leadership Effect?