Groupthink vs. Thinking Groups

Nothing puts a person more at ease than walking into a familiar group. Conflict is bound to be at a minimum. Shared terms and phrases assure little chance of misunderstanding. And membership has been pre-determined by clearly articulated beliefs, so the possibility of encountering ideological differences will be at a minimum. Examples: churches, academic circles, and political groups.

However, Puccio (2007) advises, "In order to draw the best from individual members and teams as a whole, leaders must build climates where psychological differences, such as creative process preferences, are honored" (pg. 221). The level of diversity fostered within a group is indicative of the level of complex work the group is capable of producing. Excluding difference may be a group action leading to the most comfortable outcome; however, the type of member that belongs to a comfortable group is most likely characterized as 'disciple' rather than as 'engaged member' capable of productive problem-solving.

M. Neil Brown and Stuart M. Keely have an interesting perspective on 'groupthink'. In their book Asking the Right Questions: A Guide to Critical Thinking they state, "Especially dangerous are closely knit groups who think sloppily because independent thinking in such a setting seems disloyal and rude" (pg. 18). To resist the seduction of 'sloppy groups', or to buckle under the pressure they can bear on an individual, is important work associated with the role of leader.

Perspectives on Transformation

"We found no instance of transformation as the result of an isolated, epochal event. Indeed, the idea that profound change can occur literally out of the blue flies in the face of everything we know about human development" (Laurent A Parks Daloz, Transformative Learning for the Common Good, from Transformative Learning (Mezirow).

"Transformative Learning [is] a process of exploring, assessing, and working to change limiting frames of reference and habits of the mind" (Jack Mezirow, Transformative Learning)

"Transforming: Changing something into a more refined or better articulated form" (Puccio, Murdock, Mance, Creative Leadership)

"Complex learning isn't simply a matter of adding additional beliefs... Rather, we have to revise our belief system as we experience failures and admit the inadequacy of our current ways of thinking. We discover ways to extend or even reject our existing beliefs in favor of more sophisticated beliefs" (Gary Klein, Streetlights and Shadows)

Novel for Novelty's Sake

In "Creative Leadership: Skills That Drive Change", Puccio, Murdock, and Mace write, "Creatvitiy is not about producing something novel for novelty's sake; the true creative genius finds a way to produce something that is original and successfully meets a need" (p 77).

There is an intent and focus in the act of creating that most people leave unappreciated and unrecognized. Many individuals characterize creativity as a means of escape or avoidance, a distraction from cares and conflicts. In fact, true acts of authentic creativity are characterized by the opposite. They approach, and focus, and are useful in the resolution of imbalance.

"Creativity is the production of original ideas that serve some purpose" (Puccio, Murdock, Mace)

Personal Definitions of Creativity and Leadership

Creativity is the process of establishing patterns that integrate and resolve stress within a system, a definition that can apply to writing a piece of music or poetry, or developing a painting, or painting a house! Regardless of the type of system, or the size of that system, establishing patterns that resolve conflict and dissipates stress defines creativity.

Leadership is the act of developing patterns that integrate and resolve stress within a given system for the benefit of others who are part of that system. A person who can develop patterns that integrate and resolve conflict is an effective problem-solver, and when that individual can problem-solve for the greater good, they lead.

Creativity and leadership conceptually connect at the point where the development or strengthening of a system as a result of individual effort assists others in better understanding and interacting with the environment around them.

Creativity can exist without leadership. A person can establish brilliant patterns that elegantly resolve stress within a given system, and can do so alone. Leadership requires the acknowledgement and acceptance on the part of others that the patterns a person establishes to understand and interact with the environment are more effective than those they currently have available themselves.

The question that remains: Can leadership exist without creativity?