Why criticism is good for creativity

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One of the most popular mantras for innovation is “avoid criticism”. The underlying assumption: criticism kills the flow of creativity and enthusiasm in a team. Criticism aversion has grown considerably over the past 20 years, especially through proponents of design thinking. In IDEO’s online education platform, the first rule of brainstorming is “defer judgment”. To make this rule even more practical and straightforward, others have reformulated it to say, “When someone comes up with an idea, don’t say ‘Yes, but…’ to point out the flaws in the idea; instead, say “Yes, and…” ”- which is meant to get people to add to the original idea. The authors of this article question this approach. They say it encourages committee-based design and instills a superficial sense of collaboration that leads to compromises and weakens ideas. They propose a different approach: the “yes, but, and” rule.

One of the most popular mantras for innovation is “avoid criticism”. The underlying assumption is that criticism kills the flow of creativity and enthusiasm in a team. Criticism aversion has grown considerably over the past 20 years, especially through proponents of design thinking. (In 1999, in the ABC Nightline video “The Deep Dive,” which sparked the design thinking movement, the review was branded as negative.) In IDEO’s online education platform, the first rule of brainstorming is to “defer judgment”. To make this rule even more practical and straightforward, others have reformulated it to say, “When someone comes up with an idea, don’t say ‘Yes, but…’ to point out the flaws in the idea; instead, say “Yes, and…” ”- which is meant to get people to add to the original idea.

We dispute this approach. It encourages committee-based design and instills a superficial sense of collaboration that leads to compromises and weakens ideas. Our view, the result of years of study and participation in innovation projects, is that effective teams do not delay critical thinking; they create by criticism.

We therefore propose a different approach: the “Yes, but, and” rule. To explain how this rule works, let’s first see why criticism alone (“Yes, but…”) and ideation alone (“Yes, and…”) don’t work.

The “Yes, but” rule. The problem with this rule is that ideas, even if they are truly exceptional, often have major flaws. This is particularly true for the most innovative because they dive into unexplored spaces. If someone uses the existence of a flaw to kill the idea, a great innovation can be missed.

The “Yes, and” rule. The idea of ​​building on an idea, rather than criticizing it, in order to maintain a creative flow may seem like a good thing. Yet without critical feedback, you would hardly understand why your original idea didn’t work. You will perceive the new proposition as an unrelated diversion or, most likely, a different and confrontational perspective. And the team would miss the opportunity to dive deep into the original idea. It advances without progress.

The “Yes, but and” rule. We suggest combining the best features of criticism with the best of ideation. When you come up with idea A, a colleague first addresses what they perceive to be a flaw, provides constructive feedback (this is the “but”), and then suggests a possible way to overcome or avoid the flaw. , which gives the idea B (this is the “and”). Then you do the same: you recognize idea B, provide constructive criticism, and develop a new, even better outcome. Others can intervene with their criticisms and proposals during the process. This type of constructive interaction encourages a deep cycle of critical dialogues that can lead to a cohesive and revolutionary idea.

Note that the “but” anticipating the “and” is essential. In order to develop your idea, your colleague doesn’t just add a new, improved proposal. First of all, it provides a critique, which allows you to receive valuable and specific information, to see weaknesses in your half-supported idea that you could not spot yourself, and therefore to learn. You and the whole team will then be ready to go deeper into the next iteration. It is the combination of “but” and “and” that creates real progress, allowing the team to see both the positive and negative components and allowing each iteration to take the analysis even further.

To create breaks, it is necessary to exploit the contrasts that come from criticism instead of escaping them. In his research on the power of dissent, Charlan Nemeth shows that debate and criticism do not inhibit ideas; on the contrary, they stimulate them. Progress requires confronting and merging – without compromising or procrastinating – different perspectives.

Francesca Gino rightly maintains that criticism only works when it leads to valuing and improving an idea. A key part of this process is respectful listening and recognition of the talents and abilities of colleagues. When the “but” becomes an attack on the other idea (or worse yet, the other person), then the result is detrimental. Adding “and” to “but” promotes constructive, positive criticism, turning it from a thought-killing phrase into a way to broaden the flow of creativity rather than stopping it.

Criticism, creativity, curiosity

The “yes, but and” rule should be carried out with caution and a significant dose of discipline. Here are some simple guidelines.

First, when you criticize another’s ideas, you need to tap into your creative mind as deeply as possible.

When you see a weakness in the idea, don’t just say, “This isn’t working. Rather, explain the problem first, then suggest an improvement that would make it work. When you don’t get the idea, don’t just say, “It’s not clear to me.” Instead, first point to the specific spot that isn’t clear, and then come up with other possible interpretations: “Do you mean X or Y?” This helps all participants to see more detailed options. When you like the idea, don’t just take it as it is. Instead, look for possible improvements, then move forward to make it even better.

Second, when you listen to someone’s criticism of your idea, you should try to learn from it. One practical way is to listen carefully to the criticism, be curious, and ask yourself, “Why is my colleague suggesting this contrasting point of view that does not match what I see?” Perhaps there is an even more powerful idea hidden behind our two perspectives. Criticism becomes a positive force, focusing the team on overcoming their weaknesses and improving the original idea.

The secret to criticizing innovation lies in the joint behavior of the participants. Those who criticize should present their points as positive and helpful suggestions. Those who are criticized should use the criticism to learn and improve their ideas. Conducted with curiosity and respect, criticism becomes the most advanced form of creativity. It can be fascinating, passionate, fun, and always inspiring. Let’s combine “Yes, and” with “Yes, but” to create the constructive and positive “Yes, but and and”.

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