Several decades ago, there was a wide belief that school playgrounds should not have fences because they would inhibit children’s creative play and sense of freedom.
Someone conducted an experiment to prove this*. But surprisingly, the opposite was true.
In this experiment, there were two playgrounds – one of these had a fence around it and the other one did not.
When a group of children were let into the fenceless playground, the children used a limited space and stuck together right in the center of the playground. Yet, when they were let into the fenced playground, the children used the entire space.
In this example, the physical structure paradoxically created a sense of freedom.
This is the same in business too.
I recently took part in a systems thinking workshop.
As part of this workshop, we were given a role. We were either ‘tops’, ‘middles’, ‘bottoms’ or ‘customers’ – representing different stakeholders of an organisation.
In teams (tops, middles, bottoms) we were given a brief, a day (represented by 12 minutes) and an area of the room.
What was really interesting was, as the ‘day’ played out, most of the ‘bottoms’ were becoming frustrated because of the lack of direction from the ‘middles’ and ‘tops’. They hadn’t been given enough boundaries and this translated into a lack of understanding and knowledge to get on with the task in hand.
What was interesting was that not all of the ‘bottoms’ felt like this and some of them had thrived from the freedom they felt to get on with things in their own way and style.
This is because people have different creative styles.
The key, for any leader, is to create ‘gates’ in structures, to allow people to choose the structure that is right for them.
This can mean making the physical and emotional structures more flexible. It’s no coincidence that most creative agencies have open offices, lots of big whiteboards and encourage flexible working hours.
But there’s also something a bit deeper at stake here. It’s about giving people a purpose to work towards and a set of values to work by, and letting them do the rest, in their way.