That would have to take different forms for different kinds of
businesses.
Yes, but for certain kinds of
positions, the actual MacDowell model holds true. Take software developers. They
do their best work when they’re leaning back in their chairs with their feet up
on their desks looking out the window. The creative thinking that goes into
software development calls for the kind of isolation a MacDowell studio
provides. How has Markem provided that specifically?
The room for our software
developers has low-lighting levels. We designed it to be a very quiet space,
because the developers requested it that way. They all work in cubicles, but
they have high walls so nobody can see them. It’s because they do a lot of
daydreaming, which is something we want them to do. So we created an isolated
space for them. They love it; they thrive in it. The other side of the model has to do with putting disciplines
together. By being in close proximity, you are able to energize ideas from one
another. We had one project that involved electrical engineers, software
development people and mechanical engineers. We brought the group of about 15
people together and placed them in the same room. Because all the team members were right there, they would solve
problems and create solutions on the spot, without the normal overhead that goes
along with big development projects. Those involved really seemed to enjoy it,
and they designed and assembled a working prototype in six months—half the
amount of time it usually takes. There has to be an intention from management down that
encourages these things to happen. Even if people are put together, I’m not
sure that’s enough.
Definitely. There needs to be
the permission to be creative to foster that spirit in the company. That’s why
we did the poetry slam, and that’s why we have an art gallery on premises. We
want to let people know it’s not only OK to be creative, but it’s expected. Something goes on at MacDowell that has to do with feeling
appreciated. Just to get in is prestigious.
In terms of fostering creativity, recognition is more powerful than remuneration. At MacDowell, the
recognition of creativity comes through being selected. In business, recognition
accrues to performance. It’s more after the fact than before the fact. But I do
think that in the business world, people selected for plum jobs or prestigious
assignments can feel that sort of recognition. Promotion is one of the major
elements of recognition. Do you think more businesses are concerned about creativity
today?
There is more of it going on,
especially in newer industries and smaller companies. Google is one example,
Apple is another. Cost-reduction efforts didn’t have much glamour to most
companies, but Toyota and the quality movement that came out of Japan in the
1980s began to change the way businesses looked at an employee’s contribution.
It went beyond productivity and became about quality.
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