Off‐Task Social Breaks and Group Creativity

Breslin, Dermot

doi:10.1002/jocb.229

Cited by 8 publications

(7 citation statements)

References 51 publications

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“…But time and different levels of activity are essential for creativity, in particular to allow for an incubation period. So interspersing the creative process with short breaks, alone or together, seems to be a successful strategy for creativity (Bernstein et al., 2019; Breslin, 2019). Such changes in pace of work should be considered in further research combining individual and group creativity.…”

Section: Discussionmentioning

confidence: 99%

The Interplay between Individuals and Teams in Producing Original Work

Bellard

Delobbe

2023

Journal of Creative Behavior

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This study investigates the assumption that teams are the basic unit for creativity and innovation in organizations. Through a quasi‐experiment conducted with 548 professionals participating in a training course on management, the study first examines whether individuals opt for intrinsically more creative solutions than groups in a music composition task. Secondly, it explores whether alternating between group and individual music composition has an impact on the originality of the pieces composed. The results show that individuals make more original choices than groups whatever protocol is used, confirming that individuals are better able to think outside of the box, take risks, and demonstrate the divergent thinking necessary for creativity. Moreover, individuals choose less original options when their independent work is preceded by a group composition exercise. Paradoxically, we observe that in all cases, participants are more satisfied with their group production than their individual production. We conclude with some recommendations for developing the most original and satisfactory collective solutions to complex problems.

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Section: Discussionmentioning

confidence: 99%

The Interplay between Individuals and Teams in Producing Original Work

Bellard

Delobbe

2023

Journal of Creative Behavior

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“…Breaks can optimize idea generation when the break is a structured off-topic team activity. Additionally, Breslin (2019) found that idea feasibility did not improve from the pre- to post-break period regardless of break condition. The process of idea evaluation is often used to refine ideas for feasibility and appropriateness (Mumford et al, 2002).…”

Section: Meeting Influencesmentioning

confidence: 93%

“…In contrast, research on the influence of breaks on team creativity is a bit more understood. Breslin (2019) conducted an experiment that examined team creative output before and after various break conditions. Members either took an off-topic break where no member interaction occurred (i.e., sitting in silence), an off-topic break where members worked to a common goal without structure provided (i.e., building a model tower), and an off-topic break where members worked to a common goal with comparatively more structure provided (i.e., a sorting task with necessary information distributed among members), or took no break.…”

Section: Meeting Influencesmentioning

confidence: 99%

Integrating workplace meetings and team creative process literature: A multi-level perspective

Murugavel

Reiter‐Palmon

2023

Organizational Psychology Review

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Expanding existing meeting typologies, this paper introduces a model of the team creative process in meetings to better capture and study the full breath of meeting activity that results in creative outcomes. The primary goal of this work is to describe the processes that occur in the team creative process in meetings at the individual and team levels. A multi-level model that depicts the emergence of team creative cognitive processes from individual-level cognitions is presented. The nature of emergence of team creative processes is detailed. Research on creativity and meetings is integrated to better understand how meeting design characteristics influence creative output. This review of research is distilled to provide practical recommendations to best construct meetings to facilitate individual and team creativity. Additionally, the role of related team states in creative processes meetings is outlined. Finally, paths for future research on creativity in meetings are discussed. Plain Language Summary This article explores how individuals and teams think creatively in meetings. A model of meetings that have goals to produce creative outcomes is presented. The association between individual thinking processes and group thinking processes is presented alongside a discussion of relevant surrounding influences. Research on creative thinking and workplace meetings is used to better understand how meetings can be used to improve creativity. Practical recommendations to improve the production of creative outcomes in meetings are also provided.

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“…Intuiting can also be a collective activity through the TLO 26,6 interactions of the entrepreneurial team and wider network. Recent research in psychology points to important cognitive, social and motivational factors that enhance the creative process through social interactions (Paulus and Brown, 2007;Breslin, 2018). In this way, the process of association through which ideas emerge occurs through interpersonal interactions, as ideas are triggered through the contributions of other members (Paulus, 2000).…”

Section: Intuitingmentioning

confidence: 99%

“…Routines here are not cumbersome, institutionalized rules, but repeated habitual behaviors completed within the entrepreneurial team. The incorporation and management of such routine tasks within the daily lives of the entrepreneurial team (Breslin, 2018), can have profound implications for the process of intuiting. Loasby (2007) conjectured about the link between routines and entrepreneurial behaviors, arguing that the creation of routines freed up valuable cognitive processing resources needed for other more pressing entrepreneurial activities, such as the processing of idea sets noted above.…”

Section: Routinizingmentioning

confidence: 99%

Entrepreneurial learning; intuiting, scanning, internalizing and routinizing

Breslin

2019

TLO

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Purpose Despite an increasing number of publications focusing on the phenomenon of entrepreneurial learning, it is still unclear how this learning process differs from wider organizational learning. This paper aims to address this gap by highlighting four key processual dimensions unique to entrepreneurial learning: intuiting, scanning, internalizing and routinizing. Design/methodology/approach Drawing on various conceptual and empirical papers published in this area over the past 20 years, common threads in the literature are identified, which point towards these four key dimensions of entrepreneurial learning. Findings It is thus argued that the ability of the entrepreneurial team to learn form and adapt to changes in the external market involves all four dimensions of intuiting, scanning, internalizing and routinizing. Intuiting involves drawing on prior knowledge to create new opportunity sets, and skills. These ideas and skills are then tested in the market, through scanning and market research. Internalizing allows the entrepreneurial team to question taken for granted assumptions, as existing ways of working and views of the world are continually adapted. Finally, routinization is the process whereby the entrepreneurial team accumulates a situated knowledge of the changing world around them, and in the process, frees up valuable cognitive resources, needed in the continual process of intuiting, scanning and internalizing. Originality/value It is argued that the adaptability of entrepreneurial ventures hinges on all four processual dimensions.

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Off‐Task Social Breaks and Group Creativity

Cited by 8 publications

References 51 publications

The Interplay between Individuals and Teams in Producing Original Work

The Interplay between Individuals and Teams in Producing Original Work

Integrating workplace meetings and team creative process literature: A multi-level perspective

Entrepreneurial learning; intuiting, scanning, internalizing and routinizing

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