New research shows that employees who are not in positions of power can boost creativity when given time to “warm up” to a task by engaging in creative work multiple times. “This is important because when people with more power can express their creative ideas more than people with less power, it leads to a rich-rich-richer dynamic that reinforces or exacerbates these power differences,” says Cornell assistant professor Brian Lucas. said Cornell Assistant Professor Brian Lucas. University School of Industrial and Labor Relations and co-author of “The Low Power Warm-Up Effect: Understanding the Effects of Creativity Over Time,” in the upcoming July issue of the Journal of Experimental Social Psychology.
“Understanding ways to increase the creativity of low-energy workers can help them navigate this low-energy disadvantage, generate more creative ideas, and promote a more equitable workplace,” Lucas said. In the study, Lucas and his co-authors found that although low-power individuals are less creative than high-power individuals at the beginning of a creative task, they can eventually match the creativity of high-power people.
That’s because the creative work provided a sense of autonomy and liberation that ultimately helped them overcome low-energy difficulties, the researchers said. Lucas and his co-authors conducted three studies to reach their conclusions. In the first study, they divided the creative idea generation session into two rounds with a one-minute “warm up” followed by a second round where participants could take as long as they wanted.
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Participants were randomly assigned to a high-power condition or a low-power condition, and feelings of power were induced through a role manipulation in which participants were given a leadership role and control over resources (high power) or an employee role with no control over it. Resources (less energy). The study found that high-power individuals were more creative than low-power individuals in the warm-up round. There was no difference in creativity in the second round though.
In the second study, the researchers changed the creative task and increased the number of rounds from two sessions to five, taking as long as they wanted to complete the task. In the final study, they used two different creative tasks across two rounds, both one minute long. Consistent with the first study, this study found that high-power individuals were more creative than low-power individuals in the first round.
But the creativity of low-ability individuals “catch up” to the creativity of high-ability individuals after the first round. The results of a third study showed that a different creativity task can warm people with low energy to an unrelated creativity task. “The experience of being creative can have positive emotional consequences,” says Lucas.
“Given the high value of creative ideas to organizations and to the careers of the employees who champion them, it is important to develop strategies that enable all employees to tap into their creative potential,” he said. “The low-energy warm-up effect suggests a simple intervention that does just that and overcomes energy differences in the workplace: When doing creative work, let workers warm up first.”
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