Realising the Value of Divergence

In their zeal to achieve strategic alignment, particularly in organisations with top-heavy hierarchies, many leaders miss the gifts that divergence brings. Invariably, their businesses are poorer for it.

We hear it in leadership meetings all the time: “We need to get on the same page, here” and, “Are we all aligned?” Of course, whenever human beings gather to make decisions, consensus is a desirable outcome. But all too often in corporate meeting rooms, consensus is not what it seems. It is compromise.

Pick up any management guide and, inevitably, you’ll come across the role of the leader described as ‘getting people’s cooperation’ and ‘soliciting the support of others’. Sure, this is the role of a leader – but only in part. There are other parts too.

As leaders come to realise (and embrace) the fact that organisational change is constant, two leadership skills are becoming increasingly important: Flexibility and adaptability. These are the skills required of leaders in the emergent role of facilitator of creative thinking and innovation.

But there’s a problem; at least, there’s a problem for a surprisingly high number of leaders. Creativity and innovation are a messy business. IDEO founder and Stanford d.school creator, David Kelley, and his brother Tom Kelley, IDEO partner and author of the best-selling book, The Art of Innovation, describe one of the fears that hold leaders back from unleashing their creativity as, “fear of the messy unknown”.

Typically, leaders’ response to this fear is to become ever more controlling. And bear in mind that control manifests differently: cajoling people into decisions or, in true autocratic style, issuing decrees to people; bulldozing the process of decision-making; or simply fast-tracking it, giving people little or no time to contribute meaningfully.

In an HBR article by David Kelley and Tom Kelley about creative confidence, they describe the consequence of these kinds of fear-based control in hard-hitting terms:

“You have to deal with unexpected findings, with uncertainty, and with irrational people who say things you don’t want to hear. But that is where you find insights – and creative breakthroughs… Otherwise, you risk simply reconfirming ideas you’ve already had…”.

So, true innovation involves some unravelling. In fact, rather a lot of it. Because creativity is as much about construction, as it is about deconstruction. If it’s real breakthrough thinking you want, you have to let go of the urge to control, and be open to divergence.

Here are three, useful tips to apply more flexibility – and less force – in your next meeting or brainstorm:

Let the silence in

Leadership meetings usually follow the same format. Typically, the individual who has convened the meeting speaks first, framing the purpose around a particular requirement (an idea, motion, mandate or decision). The need for an outcome is made explicit, or it is implied, silently.

Either way, this need places pressure on the group to perform. And so, people fall into their usual roles in meetings: The Dominator; The Pacifier; The Agreeer; The Slight Dissenter (But Ultimately Just Another Agreeer); and so on.

Break this format.

Invite people to a meeting and on their arrival, write a question relating to the requirement on a screen or a whiteboard. Then, ask people to consider the question – in silence. Give it at least five minutes before asking people to give their responses.

Inviting silence into the room honours people’s thinking. It also levels everyone to the same role: that of thinker. Finally, silence ushers in a different energy to the space; contemplative, regardful and reflective. Also, inherently conducive to creative thinking.

Let control slip

It sounds counter-intuitive, we know. But trust us. After your initial period of silent, shared thinking, enable people to drop their masks further. Instead of letting people pick up their usual roles, challenge them with questions that shake-up their stereotypical behaviour.

For example, ask the person who’s usually first to agree, what’s wrong with the idea / motion / mandate / decision. And don’t expect them to provide an answer immediately. Give them time to consider – gently let them know that their consideration of the idea from a critical perspective is valuable. Relax them by making the point that they can get back to you and the group when they’re ready.

Next, when objections to the idea arise (and you’ll see, there will be plentiful), let this process happen, naturally. Give each person with an objection, time to express the logic behind their objection. Similarly with those who agree with the idea, but who seek to advance it from a different viewpoint. It’s often from this place of divergent knowledge-sharing that new ideas emerge.

When you allow conformity to give way to divergence, you’ll notice a new energy manifests. This is creative energy. Ideas spill out, build on other ideas and branch off in unexpected, new directions. Go with it. Just be sure to capture all of the inputs during this part of the meeting. It’s raw material. In other words, extremely precious.

Let convergence come naturally

Just as a wave ridden by a surfer will peter out and dissipate, so too does the energy following ideation. With practice, you’ll come to know when your meeting has reached this point. There’s a natural switch to a quieter, more reflective group mindset. This is, in fact, the point of convergence and the perfect time for distillation and refinement of the concept or idea. But don’t force it. If the energy in the room is spent, remind people that they can add to, modify and adapt the concept in a shared space – either in a collaborative, digital space, like Slack, or in a physical space you designate (a design lab or brainstorming room).

End the meeting on a note of gratitude, thanking people for their contributions – and for their willingness to be adaptable. Draw attention to the process of divergence and convergence, reinforcing the benefits of both. In time, these rhythms will become a natural part of your meeting culture. But stay vigilant! Conformity can creep up at any time. Remember, what you aspire towards is true convergence. Not conformity, complacency or compromise, masked as consensus.

Leaders who become more flexible and adaptable, and who choose to adopt divergent thinking, are rewarded in surprising and joyous ways. Teams become better at collaborating; employees acquire critical thinking skills; and, free from the confines of corporate role-play, individuals come to express themselves. End result? Innovation thrives.