Introduction: Usually, when we need a new idea about a particular subject, we feel helpless to get an idea. We need to know that every idea needs perseverance and needs a continuum to continuously improve. In the same vein, Brian Lucas, a professor of behavioral science at the University of Chicago and Loran Nordgren, a university professor in the field of management and organization, are investigating their own research on the obstacles to more creativity and its solutions.
What indicators indicate that ideas that come to our minds are really creative? Our recent research suggests that a major determinant of this issue is that the benefits of persistence and persistence (on creative thinking) are ignored by us. In the studies, we have concluded that people always underestimate the amount of ideas that can solve the challenges. In one of these studies, 24 students spent one week in the laboratory for ten minutes to devote their ideas on how to celebrate the celebration ceremonies. Then we asked them to anticipate what more ideas would have been generated if more than ten minutes were spent thinking about the subject. These students continued to think for ten minutes. On average, students predicted that they could have reached about 10 new ideas if they continued to think more. But we came to the conclusion that they really were able to create 15 new ideas. Several of the same studies we have done have had similar results. For example, we asked professional comedians to set lines for the comedy scene, people who are experimenting with slogans for the product, and people get tactics to help and increase dedication to the charity organization. In each of these empirical experiments, participants contributed dramatically to many of the ideas that could come to fruition with continuity and sustainability along with the challenge. Importantly, after each study, we asked individual groups to identify the creativity rate of participant ideas. Throughout our studies, we found that ideas generated with persistence and persistence were, on average, more innovative than early ideas. But not only did people ignore their ability to create ideas that were accompanied by this insistence, but they also underestimated their ability to innovate.
Why do we underestimate the benefits of this insistence? Because the challenges of creativity seem to be difficult. People usually have the feeling of staying or getting stuck on the issue and are not sure if they are to reach a solution or can solve the problem with an idea. And thus they feel compelled to start from the start.
Hard work and failure in progress on non-creative tasks, like any complicated physics problem, may indicate that the time of stopping work has come about. But creative ideas need time and take time. These ideas are usually formed after the initial period of deep thinking by considering different ways to frame the problem and look for patterns and possible ways to solve it. Consider Mr. James Dyson, who had reached more than 5,000 prototypes prior to Dyson’s best-selling electric vacuum cleaner. Or Walt Disney had been working on nearly two decades of animation before selling the great Snow White animation and the seven dwarfs. But our study shows that when there is a sense of difficulty in creative challenges, many people reduce their expectations of perseverance and perseverance, and thus reduce their ability to create new ideas. It is important to be sure that resistance is properly valued, because our beliefs strongly shape our behavior. If we do not conclude that insisting on creating an idea is worthless, we will probably be less inclined to face the challenges of creativity.
In another study, we asked the participants to work on the challenge of creativity and paid some money for the ideas they created. We then asked them if they felt less money, they would continue to create ideas (get more money). We concluded that the amount of money to stimulate the decision to resist and insist always gave rise to the opportunity cost: insisting on a task meant less access to other resources to invest in other tasks. While almost all participants were expected to benefit from continuity (based on the results of this insistence), they only selected 54 percent of the work and, as we predicted, those who were less likely to create the idea Creatively paid less. Our research shows that employees often ignore persistent benefits when it comes to creativity. In other words, some employees may have the potential of creativity, but when they decide not to continue, this creativity potential will not develop. Based on the research, we suggest two solutions to avoid this issue:
Ignore your first desire to stop thinking. When you try to solve the hard creative-related challenges, you’re likely to face up to a moment when you feel frustrated with the results. So, first you want to leave it and spend your time on another job. Temporarily ignore this instinct, especially when you’re still in the early stages of an effort. For other ideas, consider only a few other solutions. When you approach what you imagine, you might have a creative idea to your mind. Keep in mind that the challenges of creativity are assumed to be difficult, and that sense includes stop, failure, and helplessness. This is part of the creativity process. Cope with the desire to interpret feelings like “You are not creative and do not reach the new idea.” Reaching new ideas requires time and insistence and continuity is a crucial element in bringing this challenge to the finish line.