3 Creativity Lessons from Japan

I stumbled on a website by Chris Berthelsen called Patterns of Creativity in Japan during some recent research. Today I share three of the ideas that are part of the collection.

Based on research originally produced for a Japan-focused research company, this website features short notes on how successful Japanese companies developed the creativity of their employees and organizations.

‘Mikansei’ (Incompleteness)+ The ‘Tataki-Dai’

A couple of connected ideas and strategies to get us started.

One way we can foster more creativity in our teams is to seek feedback early when our work is painfully incomplete.

Encouraging employees to view products as incomplete gives them freedom to become “creative ‘artists’ who are encouraged to recreate products and services in new ways.” “Incompleteness is not seen as a sign of weakness, but as a window on future opportunities.”

The ‘Tataki-Dai’ (叩き台) means beating board. It is a springboard for discussion, a starting point to help work towards consensus.

Using a Tataki-Dai is a safe way to present an emerging prototype to get feedback and support.

Never present ideas at 100% completion — set a lower limit such as 80%. This allows room for critique and development by limiting the threat of people becoming too protective of their ideas. As ideas are always ‘under construction’ people feel able to present more adventurous one without fear being looked at as incompetent.

This concept reminds me of the feedback strategies that I have developed and shared, including the 30% Feedback method.

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Idea Pyramids Not Funnels

I found this ideation approach to be a great provocation. During idea generation, we often think about a funnel. We narrow down a large group of ideas into an ever-decreasing shortlist until a winner reigns supreme.

In terms of the creative process it is almost like the Japanese work on a pyramid basis — building and building and finally reaching the answer at the top. Western agencies are more a funnel approach — you’ve got all these ideas and then you flush them out.

It is a subtle shift but an interesting one to consider in your creative process. I appreciate that a pyramid requires foundation stones for higher layers. As we generate, adapt and develop ideas, we build on previous insights.

Instead of a deficit model or destructive approach, a pyramid model requires us to be additive. This approach seems much more aligned with the “Yes, and…” method. Positive, affirming, additive, building.

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More ‘裏 ura’ rather than ‘表 omote’

I enjoyed this alternative approach to change. We often covet high levels of communication and preparation for significant changes. We like to have plenty of notice to ensure we are ready for when the change happens. In Japanese companies, the order is different.

‘Ura’ = behind the scenes/real life. ‘Omote’ = in front, ‘ceremonial function for the benefit of others’. In Japanese companies announcements often follow, rather than precede action — the announcement acts as confirmation of what has already happened. In this light, organizational change happens incrementally, as opposed to a big announcement and then sudden shifts — making it easier for change to occur.

A great provocation about how we plan and execute significant change. It encourages us to consider what we normalise in our approach to change and development.

This question led me to wonder about the readiness of a team for this strategy. I also discovered how integral consensus building is to growth in Japanese methodologies.

The Japanese have a word called nemawashi, coming from the idea of preparing the soil for transplanting a tree from one area to another, so that it will live. Nemawashi in business is preparing people’s minds to accept an idea. It is consensus building.

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