David Bowie knew how to inspire creativity in his peers

Bowie presumably behaved this way—“god-like” in his public persona, as he was frequently described as a performer, and incredibly normal in person—because that’s who he was. But research shows that his approach is also the best strategy for bringing out the most creative energy in a room, and for reaching a zone in which the discussion and exchange of ideas between people can become rich and explorative.

Leaders who intimidate others, throw fits, or pressure their teams through even the subtlest of shame tactics cannot expect to meet the same level of collaboration as team of people who use curiosity and humor to connect. And even the most talented individuals cannot save a group from falling short of its goals when the environment lacks what researchers call “psychological safety,” the sense that one can ask questions, admit to not knowing something, and float ideas, without being ridiculed or losing status in a social context.

Google spent years studying and interviewing hundreds of teams to find out why some were more successful, as part of its Project Aristotle program, only to discover that the secret boiled down to basic kindness. The data showed that it success was not, as might be expected, because of the talent or intellect of the individual members on that team or who they knew.

Read the full article @ Quartz at Work

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