Who do we value more? Conceptualists or Experimentalists?

 It is possible to group creative personalities in to two camps, conceptual innovators and experimental innovators.

Conceptual innovators make fundamental changes, bold dramatic leaps of creativity; constantly reinventing themselves and their world.  Artists like Picasso and Edvard Munch are good examples of conceptualists. 

Experimentalists, on the other hand. work endlessly towards perfecting a technique, making incremental changes towards perfection.  Artists like Leonardo da Vinci, and Paul Cezanne are examples of experimentalists.  Cezanne said about his own craft, "the progress is endless.”

It can be tempting in the fast-paced world of modern innovation and disruptive technology to favour the more conceptual individual.  The team member who comes up with the next big idea, the new concept that will cause sweeping change across the organisation.  We often identify and reward those individuals as their ideas are easy to measure and understand.

However, experimentalists who make slower, incremental changes to current processes may have a greater overall impact on profitability and total employee experience but can easily get overlooked in the shadow of their conceptual counter parts.

It is vital when creating an inclusive culture that we recognise the hidden benefits that diverse personality types can bring to our organisations.

The Sunburst Culture Company

It's about finding those moments of meaning in a day, where it all makes sense. When the sun breaks through the clouds and all is right with the world.

I believe that by finding those moments, we can deliver a better employee experience that drives improvements in performance, customer service and staff retention levels.

There is a temptation when implementing a cultural change programme to deliver something that feels right and looks good on the corporate blurb. This will often involve asking the employee's what is important to them and taking a consensus view. My own research and experiences suggest that these types of change can leave groups of people isolated and feeling demotivated,

In 1950 the US air force redesigned their aeroplane cockpit . They measured over 4000 pilots and built the new cockpit to the average measurements of these pilots.

One researcher Lt. Gilbert S. Daniels saw the flaw in this method. He took the average measurements and worked out how many pilots met the exact measurements for the average pilot, his results were ZERO.

There was no such thing as the average pilot. The US designed its future cockpits to be customizable and ergonomic to the needs of a wider range of pilots.

As with these pilots, there is not an average employee, we should instead be delivering inclusive environments that are ergonomic, that allow people to exist whatever their values or beliefs.

My mantra is that after a fair wage, employees expect honesty, transparency, purpose and meaning above everything else. If this sounds good to you, please get in touch.