Creativity

In praise of slow reading

Francine Prose: Reading Like A Writer  RLAW

Union Books, 2012  £10.99

ISBN: 978 1 908526 07 6

 

At the back of Francine Prose's book is a list of 'BOOKS TO BE READ IMMEDIATELY'.  Like Gatsby's 'general resolves', the list gives the impression of an innocent ambition towards social and cultural upward mobility - as if this is a book offering instant cultural enlightenment.

The impression couldn't be further from the truth.

This book is a plea to slow down.  “Because,” she writes, “one important thing that can be learned by reading slowly is the seemingly obvious but oddly underappreciated fact that language is the medium we use in much the same way a composer uses notes.”

181Francine Prose is a novelist and she teaches creative writing.  Her aim here is not to bottle her teaching but to offer a complementary course in close reading.  A writing workshop, she feels, “can be useful.  A good teacher can show you how to edit your work.” And the right class can create a community “that will help and sustain you.” 

But the best way to learn how to write is to read great books.

Slowly.

So this most definitely isn’t a ‘how to’ book.  A manual usually tells you how *not* to write, she says; in contrast, “reading a masterpiece can inspire us by showing us how a writer does something brilliantly.”

In eight chapters, she shows us precisely that.  Looking at words, paragraphs, narration, character, dialogue, details and gesture, she offers close readings of texts from a dizzyingly wide range of writers, many of them new to me.  

If you're younger than my mid-fifty-something, this project may seem old-fashioned.  Close reading was born with the New Criticism favoured by the author’s high school teacher; a mode of reading that fell seriously out of favour during the late 70s and 80s, “when literary academia split into warring camps of deconstructionists, Marxists, feminists and so forth”. 

Francine Prose remains resolutely unideological.  Whatever rules or general advice she offers in her writing class, close reading undercuts with exceptions.  “Literature,” she says, “not only breaks the rules, but makes us realize that there *are none*.” 

If that seems like a seriously uncomfortable truth - well, stay with her, because the best comes last.

Some of the readings, in truth, are closer than others.  (And although I think I understand why, I regret her avoidance of any conversation about plot.)  But throughout the book, she brings us up short with stunning insights. 

On narration: the question’s not “third voice or first voice?”; instead, “the truly problematic question is: Who is listening?” 

On details:  “If we want to write something memorable, we might want to pay attention to how and what we remember.”

On gesture:  “One notices how rarely – almost never – Jane Austen uses physical gesture.”

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Her greatest hero – unsurprisingly – is Chekhov, who wrote that “a writer must be as objective as a chemist”, and that “it is time for writers to admit that nothing in this world makes sense.”

 

 

 

No easy answers, then.  Close reading is hard work – almost as hard as writing.  But it’s also an exercise in freedom. “Reading can give you the courage to resist all the pressures that our culture exerts on you to write in a certain way.”  If, like most people who try to write, you’ve “experienced not only the need for bravery but a failure of nerve,” then this book will be a solace, a source of inspiration, and a boon companion.  I confess I started this book sceptical; but I’ll be returning to it on a regular basis.


The Creative Snowflake: six elements of innovation

Creativity doesn't just happen.

Those momentary flashes of insight are just a small part of the creative process.  Disciplined thinking and practice contribute more to new ideas - and new solutions - than initial thunderbolts of genius.

Six factors seem to be essential to being creative.  Here they are, in summary.

Inner motivation.  Innovators do it for its own sake.  Grades and paychecks have no influence; the key catalysts are enjoyment, satisfaction and the challenge of the work itself.  Evaluation, supervision, competition and rules all inhibit innovative thinking. Creative1


Appetite for problems. Creatives are more interested in exploring a problem than in finding a solution.  It's important to look at the problem in as many ways as possible. How do you find good ideas?  'By having lots of them and then throwing away the bad ones. ' (Linus Pauling)

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Mental mobility.  Remember Janus, the Roman god, who had two faces, looking in opposite directions?  Creative thinkers are Janus-faced.  They love opposites and contraries, paradoxes and contradictions. And if they can't find them, they'll make them up.  Give an innovator a problem and they will give you a metaphor back.  

Janus

A personal aesthetic.  Creative types want it simple.  They look for meaning in the midst of chaos, order amid the random.  They are continually doodling and making little models with Blu-Tac.  Someone once asked Einstein why he didn't use shaving soap.  'Two soaps?' he replied. 'Too complicated.'

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Willingness to take risks.  Creators are thrill-seekers.  They probably need more stimulation than the rest of us, because they get bored easily.  And they may threaten the social order.  'What rules can we break here?' is a typical creative question.  Creativity and criminality are not that far apart.  So the risks need to be managed.

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Objectivity. Creativity without objectivity is in danger of becoming psychosis.  Innovators seek ratification for their ideas; they know that creating something means doing more than being creative.  'Build feasibility' is the watchword.

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If you want to be more creative, ask which of these traits you'd like to develop further. Then look for opportunities to develop them.  And if you want or need to manage creative people, you need to give them the space to exercise these skills - safely.


'How to' #2: shifting perspective

In this posting, we look at a powerful way of extending the 'How to' technique to generate even more insights.

We can shift perspective on a problem by asking four possible questions.  The answers to these four questions will generate new 'How to' statements, all of different kinds.  And each question allows us to shift our perspective on the problem - to look at it in new ways.Shifting perspective_2

 

There are many other ways of shifting perspective on a problem, of course.  For example, we could look at:

  • functional aspects (design; production; administration)
  • different points of view (management; technical; customer)
  • causes of the problem

Any of these can become new 'How to' statements. Record them all on sticky notes.

 Once you are done, sort the stickies into clusters.  The categories for clustering will normally emerge as you do the sorting; try to avoid imposing artificial categories.

If you are working in a group, ask the problem owner - the person who submitted the original 'How to' - to choose a new 'How to' on the basis of:

  • intrigue; and
  • desire.

'Intrigue' means that the new 'How to' statement excites them and is not obviously feasible. (Feasible ideas could be put to one side to consider later.)

And 'desire' means that the new 'How to' expresses what the problem-owner really wants to happen.

Once the new 'How to' statement is chosen, the 'How to' session is over. You can move on to begin thinking about how to achieve the task.  One simple way to begin doing that is to construct 'How about' statements: ideas about possible courses of action that you could take.

'How to' is a technique for exploring problems - not for solving them.  It's a first-stage thinking technique.  Our ability to solve a problem is directly related to our perception of it.  Thus, the more richly we are able to look at a problem, the more possibilities arise for tackling it.

Find out more in my book, How to Solve Almost Any Problem.

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How to 'How to' #1

In my last post, I introduced ‘How to’, a powerful technique for defining a problem and moving forward from it.

Here's how I operate the technique with a problem-solving group.

‘How to’ works best in two steps.

·        Step one.  Generate lots of ‘How to’ statements.

·        Step two.  Ask the problem owner to choose one.

Sometimes, it’s difficult for the problem owner to think of different ‘How to’ statements.  This is where the rest of the group can help.  If the problem owner remains stuck, ask:

Can we state the problem in another way? 

Is there another way of saying this? 

Do any other ‘How to’s suggest themselves?

Before long, the flipchart will be covered in ‘How to’ statements: new ways of defining or looking at the problem.  We are opening up our thinking about the problem.

Choosing a single ‘How to’ statement helps the problem owner to focus their thinking again.  They must decide what it is that they want to achieve.  The ‘How to’ statement that they choose must make sense to them logically and emotionally.  It must be within their sphere of authority and competence.  It must be an objective that they feel they can commit to. 

The aim of the ‘How to’ technique is to increase the problem owner’s sense of responsibility for tackling the problem.

Here’s an example from a training session for team leaders.  One of the group’s most persistent and frustrating problems was the failure of their briefings.  Typical comments were: “They just won’t listen”; “they’re not interested”; “they bother me with dozens of questions afterwards, even though the brief answered them all”.

Our first ‘How to’ was: “How to make team briefings more effective”.

This rapidly expanded to include:

How to make my team listen

How to present the brief more interestingly

How to make team briefings more interesting

How to stop people asking stupid questions at the end of the brief

How to handle team member’s concerns more effectively

How to change the format of the brief

How to talk with my team rather than at them

How to turn the briefing into a more meaningful meeting

How to involve the team more

In all, we generated over seventy new statements.  The result was a rich set of ideas for transforming team briefings into more interactive and productive meetings.

There's more to say about this powerful technique. Watch this space. 

You can find out more in my book, How to Solve Almost Any Problem.

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'How to': a powerful problem-solving technique

I was referring the other day to fishbone diagrams, and my difficulties with them.

I ended the posting by suggesting that fishbones don't help to define the problem.

So what is available to do that job?

You know you've got a problem when you know you want to do something, but you don't know what to do.

You're stuck.

And a solution is any course of action that 'unsticks' you.  It's not a 'fix', or an object.  It's something you do.

Here's a technique that I find enormously powerful for getting 'unstuck'.  You can use it in a range of ways to unlock your own creativity, and that of others.


 How to ‘How to’

State the problem as a phrase beginning with the words ‘How to’.

That's it. No other rules apply.

'How to’ helps us to look at problems in new ways.  In particular, it magically transforms problems from obstacles into goals. 

The upmarket name for this technique is ‘goal orientation’.  ‘How to’ frames a problem as a goal.  The moment you state a problem as a ‘How to’ statement, you must start to look at it as an objective.  Once you have started to look at the problem in that way, you can begin to work out how you might go about solving it.

The ‘How to’ technique starts with two assumptions.

·         Somebody owns the problem.

·         They are stuck.

Let’s look at these two important pre-conditions.

 

Owning the problem

The first step in solving any problem is to take ownership of it.  Problems without owners tend to become problems without solutions.

‘How to’ encourages us to take ownership of a problem.  It’s difficult to express the problem as a ‘How to’ statement and not take responsibility for it.  The moment we start to use ‘How to’, we are impelled to state the problem in such a way that we can feel responsible for it.

Sometimes, simply taking this first step makes problems fade away.  Once we realize that ‘it’s not my problem’, we rest easy.  And, if it remains our problem, we have begun to feel responsible for it.  We have become a ‘problem owner’.

 

Being stuck

So you need to be clear who owns the problem. But why is the problem owner stuck?

Because they are looking at the problem in only one way.

All of our thinking begins with assumptions.  If we don’t challenge them, they become fixed into a mindset.  It’s the mindset that makes us stuck.  To come unstuck, we need to break out of the mindset. 

You could think of the mindset as a hole that you are digging.  Being stuck in the mindset is like digging the same hole deeper.  Breaking out of the mindset is like escaping from the hole and finding a different place to dig.  That’s why this kind of thinking is called ‘lateral’: it helps us move sideways instead of vertically.

‘How to’ helps us to break the mindset.  By looking at the problem in a different way, the problem owner can begin to think of different ways of tackling it.

 

Imagine you’re stuck in the mud in your car.  Your first stab at a solution is to see if the car will move.  You put your foot on the accelerator.  The wheels spin uselessly.  Now what do you do?  If you keep trying the move the car, you’ll only make matters worse.  Instead, you need to look at the problem in another way. 

Do a ‘How to’: “how to make the car move”.  At once, alternative ‘how to’ statements begin to suggest themselves.

How to move the car.

How to stop the wheels spinning.

How to get a grip.

How to shift the car in another direction.

How to stop getting annoyed.

How to think of another solution.

The key is to generate as many new ‘How to’ statements as possible.  This ‘unsticks’ our thinking.  Once ‘unstuck’, we can begin to find solutions: courses of action that we might take.

In a future posting, I shall develop this technique and suggest variations.

You can find out more in my book, How to Solve Almost Any Problem.

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