The importance of free mental activity in the workplace

By Rohan Pandithakorralage

Some time ago business was described like being on a train, moving from one station to another according to an established time frame. Today business is like being on a roller coaster sans the guard rails. The pressure is endless for people in business. Even with technological advancements, people in organisations still feel that they are severely under pressure to deliver the impossible.

In the above scenario there is only one way out for businesses, creativity! Creativity is a special characteristic of mankind only, and is, when displayed, as boundless as the universe. Human potential is stored in human creativity.

Creativity, however, cannot be displayed on its own. As in a three legged stool, it needs three factors as its base i.e. creativity is displayed by absorbing various things in this world, remembering (assimilating) these things and reasoning various things.

Mother Nature has provided endless opportunities for each human to use its resources creatively. As kids we had a very creative view of the world. We were less controlled by habits or teachings. In the same way we were prone to danger as we were not prepared for it. We were not afraid to explore the unknown. How many of us as kids would have got on to a bicycle and explored streets in the neighbourhood, etc.?

For example, as adults would we now, when going on a trip, travel off the established route and explore a new area. The same is true when we apply this into the business context. We do not realise that in business we can take safe calculated virtual risk to produce something new and wonderful.

A successful organisation will create an environment for employees to display creativity. Leaders in the organisation would appreciate that the accumulation of creative activities in the workplace will lead the workplace to develop on its own.

Lately Total Quality Management (TQM) has been used to solve/prevent organisational problems. But TQM too has its own limitations as it does not support failure. In order for creativity to thrive certain level of failure must be recognised and rewarded.

All great inventions were preceded by great number of failures. Businesses these days also promote ‘expertism’. Rather than getting the people in the organisation to solve their problems, decision makers are comfortable in handing over the problems to consultants/experts. This too kills development of in-house creativity. It is often easier to stop people being creative than to enhance their creativity.

Managers can encourage subordinates to develop creative powers by:

n Showing respect for the proposals and ideas submitted by subordinates.

nGiving subordinates opportunities to think and express their opinions freely.

nGiving subordinates tasks with more responsibility with set deadlines.

nGiving the subordinate freedom to consider whether there is a better way to do some tasks.

nEncouraging subordinates to actively develop problem awareness. A Chinese proverb says ‘ finding a problem is more important than solving the problem

nReward or recognise successful outcomes

Managers also need to develop their own creative powers by:

nAlways maintaining an attitude of “why?”

nBroadening creative experiences.

nCausing himself/herself to be caught in dilemmas.

nNot fearing failure

nDiscussing things without fear or dismissive attitude.

Free mental activity is indispensable for the display of creativity. Combination of new things and ideas results in creativity. For free mental activity to take place the human mind must be relaxed, free of any fear(specially of failure), pain, anger, worry, hurt or any form of ecstasy. Said in another way, the mind should be similar to the state when one does basic meditation, for creativity to take place. Generally in organisations there are three causes which impede creativity.

The first of these causes is the Environment. Some organisations which may have feudal remnants in its approach to things, management becomes authoritarian and delegation of authority is not exercised.

In “do as I say” culture organisations there aren’t opportunities for creative activities to be recognised correctly nor sufficiently commended. In the absence of this it is difficult to expect a display of high levels of metal strength in a workplace. In these organisations, employees work in a clock work fashion without looking at alternatives to problems.

When businesses grow and become large, the organisation, system, procedures, etc. become rigid and well trenched. In such organisations people tend to become complacent and subscribe to the ‘peace at any cost’ principle.

People in these organisations will not have the forward-looking independent approach. There is an old saying ‘stagnant water is spoiled’ – the same is true of organisations that do not challenge status quo. The existence of these organisations cannot be assured as well.

The second cause which impedes creativity in organisation is the way one look at things. People have what is called common sense, conventional practices and preconceived ideas. These restrict or limit our free mental activity and promote discouraging words in the workplace.

Some of the phrases one may hear as a result of this are: We have never done anything like this before, there’s nothing wrong with our present way of working, there is no budget for it, shall we form a committee, why don’t we talk about it another time, it’s not included in the plan and I will think about it later, etc.

The third cause which impedes creativity is emotions. Humans are wrapped up in their own individual emotions. Some of these emotions could be resistance, inferiority, disappointment, hesitation, shyness and the like. These feelings and sentiments stifle free mental activity and can become causes for impeding the display of creative ability.

(The writer is the Past President and Member of the Association of Human Resource Professionals.)