Cooperative Criticism: When Criticism Enhances Creativity in Brainstorming and Negotiation

• 成果类型: Article
• 署名作者: Curhan, Jared R.; Labuzova, Tatiana; Mehta, Aditi
• 署名单位: Massachusetts Institute of Technology (MIT); Massachusetts Institute of Technology (MIT)
• 刊物名称: ORGANIZATION SCIENCE
• ISSN/ISSBN: 1047-7039
• DOI: 10.1287/orsc.2020.1420
• 发表日期: 2021
• 页码: 1256-1272
• 关键词: innovation; brainstorming; Negotiation; criticism; negative feedback; goal interdependence; COOPERATION; COMPETITION; CONFLICT; creativity

摘要

Long-standing wisdom holds that criticism is antithetical to effective brainstorming because it incites intragroup conflict. However, a number of recent studies have challenged this assumption, suggesting that criticism might actually enhance creativity in brainstorming by fostering divergent thinking. Our paper reconciles these perspectives with new theory and a multimethod investigation to explain when and why criticism promotes creativity in brainstorming. We propose that a cooperative social context allows criticism to be construed positively, spurring creativity without inciting intragroup conflict, whereas a competitive social context makes criticism more divisive, leading to intragroup conflict and a corresponding reduction in creativity. We found support for this theory from a field experiment involving 100 group brainstorming sessions with actual stakeholders in a controversial urban planning project. In a cooperative context, instructions encouraging criticism yielded more ideas and more creative ideas, whereas in a competitive context, encouraging criticism yielded fewer ideas and less creative ideas. We replicated this finding in a laboratory study involving brainstorming in the context of a union-management negotiation scenario, which allowed us to hold constant the nature of the criticism. Taken together, our findings suggest that the optimal context for creativity in brainstorming is a cooperative one in which criticism occurs but is interpreted constructively because the brainstorming parties perceive their goals as aligned.