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斯坦福頂級(jí)創(chuàng)意課程揭秘

斯坦福頂級(jí)創(chuàng)意課程揭秘

Anne Fisher 2012年04月09日
斯坦福大學(xué)教授新書(shū)揭示創(chuàng)新的秘密。

????只有三分之一的申請(qǐng)者最終能夠如愿選修該課程,不過(guò),有一本新書(shū)介紹了教室里發(fā)生的一切,以及它對(duì)現(xiàn)實(shí)世界中的企業(yè)有何啟示。

????假設(shè)你身處于一屋子人當(dāng)中,彼此之間此前都素昧平生,有人要求屋子里的人按照生日,即從1月1日到12月31日排成一隊(duì)——過(guò)程中不許說(shuō)話。怎么辦?

????過(guò)去12年來(lái),蒂娜?齊莉格教授一直在斯坦福大學(xué)(Stanford University)哈索?普拉特納設(shè)計(jì)學(xué)院(Hasso Plattner Institute of Design,常被稱(chēng)為“D學(xué)院”)執(zhí)教,開(kāi)設(shè)一門(mén)關(guān)于創(chuàng)造與創(chuàng)新的課程,上述任務(wù)正是她給學(xué)生們出的難題之一。齊莉格還是斯坦??萍纪顿Y項(xiàng)目的執(zhí)行總監(jiān)。

????她在自己的新書(shū)《天才:創(chuàng)造力速成課程》(inGenius: A Crash Course in Creativity)中描述了學(xué)生們解決這一難題的常見(jiàn)做法——大多是靠某種臨時(shí)想出來(lái)的手勢(shì)語(yǔ)言,但很少能讓大家按正確順序排好隊(duì)。

????其實(shí)有些解決方法高效得多,但是很少有人想起來(lái)去嘗試一下,比如:每個(gè)人都把生日寫(xiě)在一張紙上(不說(shuō)話并不意味著不能寫(xiě)字),然后按順序排隊(duì);叫每個(gè)人都把自己的駕照拿出來(lái),然后按上面印著的生日排隊(duì);或是在地板上畫(huà)一條時(shí)間線,叫大家按順序站上去。

????“不論聽(tīng)課者年齡多大,也不論他們的文化背景如何,這個(gè)簡(jiǎn)單測(cè)試的結(jié)果都非常容易預(yù)測(cè)……不幸的是,大多數(shù)人都滿(mǎn)足于他們找到的第一種解決方案?!饼R莉格寫(xiě)道,而它“往往會(huì)帶來(lái)意料之中的平庸結(jié)果?!?/p>

????齊莉格指出,盡管如此,找出更好(乃至杰出)解決方案乃是人類(lèi)與生俱來(lái)的本事。她說(shuō):“諾貝爾獎(jiǎng)得主、神經(jīng)生物學(xué)家埃里克?坎德?tīng)栒f(shuō)過(guò),大腦是創(chuàng)意機(jī)器,天生為解決問(wèn)題而存在?!彼€補(bǔ)充說(shuō),書(shū)名中的“ingenious”一詞源于拉丁語(yǔ)中的“ingenium”,意為天生的能力或固有的才能。

????那么,為什么眾多企業(yè)覺(jué)得創(chuàng)新如此之難呢?很大程度上是因?yàn)椋簞?chuàng)造某種全新的東西意味著需要想出許許多多的點(diǎn)子,同時(shí)明知其中絕大多數(shù)都將歸于失敗。很少有企業(yè)作好了準(zhǔn)備,可以容忍不可避免的失敗,更不用說(shuō)鼓勵(lì)它們了。

????Facebook顯然做到了。其頂級(jí)高管知道“平均說(shuō)來(lái),他們嘗試的項(xiàng)目中有三分之一能成功,”齊莉格寫(xiě)道?!斑@意味著,要取得四次成功,他們就得做十二次實(shí)驗(yàn)?!盕acebook每月舉行一次長(zhǎng)達(dá)12個(gè)小時(shí)的“黑客馬拉松”(hack-a-thons),鼓勵(lì)員工們花上一整晚進(jìn)行關(guān)于新項(xiàng)目的頭腦風(fēng)暴,這帶來(lái)了數(shù)以千計(jì)荒唐、不切實(shí)際、毫無(wú)商業(yè)價(jià)值的點(diǎn)子——但也不乏一些好創(chuàng)意,比如Facebook Chat聊天工具。

????《天才:創(chuàng)造力速成課程》對(duì)任何真正希望創(chuàng)造出良好的環(huán)境、適宜新點(diǎn)子成長(zhǎng)的企業(yè)來(lái)說(shuō)都是一份令人向往的藍(lán)圖,齊莉格的許多學(xué)生毫無(wú)疑問(wèn)也深有體會(huì)??上?,教室里最大的風(fēng)險(xiǎn)無(wú)非是成績(jī)不佳,而絕大多數(shù)工作場(chǎng)所的情況并非如此,它們?cè)囼?yàn)失敗的風(fēng)險(xiǎn)實(shí)在太大了。

????譯者:小宇

????Only about one in three applicants gets into the course, but a new book tells what goes on behind the classroom door, and how it applies to real-world companies.

????Let's say you're one of a roomful of people, none of whom have ever met each other before, and someone asks the group to line up according to birthdays, from January 1 to December 31 -- without talking. How would you manage that?

????This is one of the tasks professor Tina Seelig gives students in a course on creativity and innovation she has taught for the past 12 years at the Hasso Plattner Institute of Design (known as the "D-school") at Stanford University. Seelig is also executive director of the Stanford Technology Ventures Program.

????In her new book, inGenius: A Crash Course in Creativity, she describes how students usually approach the problem -- most often by using some kind of improvised sign language, which rarely gets people lined up in the right order.

????A few of the far more effective solutions that no one thinks to try: Writing everyone's birthday on a sheet of paper (no talking doesn't mean no writing) and organizing the line accordingly; or having everyone pull out their driver's licenses and then lining people up by the dates printed there; or drawing a timeline on the floor and having everybody stand on it.

????"The results of this simple exercise are surprisingly predictable across ages and cultures…. Unfortunately, most people are satisfied with the first solution they find," Selig writes, which "very often leads to predictable and mediocre results."

????That's in spite of the fact that, Seelig insists, the knack for finding better (even brilliant) solutions is hardwired in humans. "Nobel Prize-winning neuroscientist Eric Kandel says that the brain is a creativity machine, designed for problem-solving," she notes, adding that the word "ingenious" is derived from the Latin ingenium, which means natural ability or innate talent.

????So why do so many companies find innovation such a struggle? A big part of the answer is that trying to create something truly new means generating lots and lots of ideas, with the understanding that most of them are going to be flops. Few businesses are prepared to tolerate, much less encourage, the inevitable failures.

????Facebook is, apparently. Top management knows that "on average, about one-third of all projects they attempt will work out," Seelig writes. "That means that, in order to get four successes, they need to do a dozen experiments." Facebook's monthly 12-hour "hack-a-thons," where employees are encouraged to spend a night brainstorming new projects, have produced thousands of silly, impractical, unmarketable ideas -- but also some good ones, like Facebook Chat.

????inGenius is a fascinating blueprint for any company that's serious about creating an environment where new ideas can thrive, and many of Seelig's students doubtless go on to do precisely that. But in the vast majority of workplaces (unlike in, say, a classroom, where the biggest possible downside is a lousy grade), failed experiments are just too risky.

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