This 4-phase model could help you have more flashes of insight
Last post, I mentioned the sudden flash of insight we all seem to have from time to time. Often called a “lightbulb” or “Eureka” moment, it’s the apparent solution to a problem or challenge that seems to come out of nowhere.
It’s what I like to call creative lightning.
But just like nature’s light show during stormy weather, researchers have found that creative illumination doesn’t just happen—it’s actually the result of certain conditions coming together to create the ideal environment for it to occur.
Real lightning happens when an electrical field buildup, a path to ground, and a little spark of static electricity all occur at just the right moment. When it does—voilà! Lightning strikes.
So, what are the conditions for these creative lightning moments?
And—the million-dollar question—could we replicate the conditions to make these flashes of insight happen more often?
A Theoretical Model for Creativity
In the 1980s, Dr. Teresa Amabile and her research group at Harvard Business School developed The Componential Theory of Creativity. It’s a theoretical model of the creative process that asserts creative insight arises from a four-stage process:
- Identifying the problem or challenge clearly;
- Amassing as much relevant information about the problem as possible;
- Generating a solution by combining and recombining all of the gathered information;
- Validating the solution through review and testing.
In Amabile’s theory, the third stage of the process—”playing” with the information you’ve gathered—is where the lightning strikes. It doesn’t just happen, though: participants must build up “sweat equity” from the work performed in the first three stages of the process.
As Thomas Edison once said, “Genius is one percent inspiration and ninety-nine percent perspiration.”
Ingredients for Creative Problem-Solving
The Componential Theory also identifies four components—”ingredients”—that make the four-stage process work more smoothly.
Domain-relevant skills are the sum total of a participant’s knowledge, training, and skills related to a specific domain—like the fire service. These skill sets serve as the seedbed for creative insight.
Creativity-relevant processes are the habits and techniques we use to stimulate creative thought. Some examples of this are brainstorming, list-making, simulation games, or simply taking a break from the problem.
Task Motivation is the person’s or group’s motivation to solve a problem or challenge. The motivation can be either external (“more advancement opportunities”) or internal (“sense of accomplishment and purpose”). The more intense (and internal) the motivation, the more likely participants will push through to a solution.
Finally, the Social Environment of the participants greatly affects the possibility of success from the creative process. If the main social group as a collective places high value on utilizing creative insight, the process will go more smoothly. It can be a bumpier ride, though, if that value is missing.
Harness the Power of Creative Insight
Here’s the practical take, then, on the theory: By becoming well-grounded in the four “ingredients,” and then following the four-stage process, you can increase the frequency of “creative lightning.”
The process itself is relatively simple: Define, Gather, Connect and Assess. The harder work, though, is cultivating those necessary “ingredients” that lubricates the gears of the process.
Start first by becoming a diligent student of emergency response; learn all the aspects you can of the profession (in both operations and management) and deepen your overall skill sets.
Develop effective habits and techniques that foster creativity: We’ll talk more about these in future postings, but for now this includes items mentioned above under creativity-relevant processes.
Examine your motivations for tackling a problem or challenge—the stronger and more personal it is, the more likely you’ll succeed.
Finally, promote creative thinking and problem-solving as valued skills among your fellow members.
I admit that last one could prove tricky. Firefighters greatly value tradition—a wonderful trait until it becomes a stumbling block to innovation. Thus, it can prove a Herculean task to change an organizational culture, especially if you’re not quite near the top in the organizational chart (even then it’s a tough mission).
Don’t try to renovate Rome in a day. Instead, take the long view by pursuing and celebrating smaller victories as they come.
***
Using the creative process takes a concerted effort, but doing so could position you for more of those Eureka moments. Do the work—then brace yourself for the creative lightning!
David Webster served twenty-seven years with the Hattiesburg Fire Department in Mississippi before retiring as fire chief in 2013. Besides The Creative Fire Officer, He also writes marketing content for businesses.
