Creativity in Schools – A Decade on from Sir Ken Robinson’s TED Talk

Creativity in Schools – A Decade on from Sir Ken Robinson’s TED Talk

Creativity in Schools – Sir Ken Robinson

So, what has happened almost a decade on?

The first of a series of iconic TED talks about how education needs to ‘shift paradigms’ occurred almost a decade ago back in June 2006 (yes, that was ten years ago this year). Sir Ken Robinson set the ball rolling with his TED Talk about how ‘schools kill creatively’ – a talk that still tops the ‘all time viewed’ lists with 13 million views in 2012…and over 37 million views as I type this in February of 2016.Sir Ken

Sir Ken has his critics who say that it’s easy to be seduced by his words when there is no action plan to apply (read his books and there are plenty of sensible and useful words of wisdom as to how we can improve things….). Personally I totally agree with Ken (and in fact saw Ken give some similar insights earlier in his career when he was professor of education at Warwick University in the UK).

So, a decade on, where do we stand?

Sadly, given all the hype and constant gossip about how wonderful Sir Ken’s vision is, we (schools) seem to be achieving very little in terms of creating (no pun intended…) a genuine shift in approach to how education is responding to the needs of business and enterprise, cultural and social anthropology and a rapidly changing modern world.

We know that schools are notoriously slow on the take up of most things. Actually, that’s not quite true. They are often quick to buy in to an idea but then lack the strategy and vision (planning and money) to see it through. I remember on one of my first teacher training experiences at a school in Edmonton, North London (around 1983) seeing a white van back up to the Design department to unload fifty brand new BBC Master computers with screens. This was the age of change and technology…this would transform what we were to do. My Head of Department was grinning like a Cheshire cat…but quite quickly I discovered that not all was well. I was asked to give some INSET on their use to all teachers (two weeks in to my first teaching practice aged 19 or so…) and thereafter all but two machines ended up in a locked cupboard. I had one BBC Master to play with and one other was taken to the front of school for administration staff to play on.

And there is the rub.

Staff had no time to ‘play’ and many believed that these contraptions were the devils spawn (and to be honest many struggled with the Banda copy machine in the staff room let alone any other technology above a hole punch and stapler). Government gave high end kit to schools to help stimulate creativity and technological change without offering time and budget to allow it to happen. Things stalled and ground to a halt. I remember re-visiting the school for another training period about two years later and the BBC masters were still in the same cupboard….although a couple of Atari ST machines had entered the department now with their ‘colour GUI’ and a Meg of RAM if I remember correctly.

The desire for change

This may seem harsh but schools are not always great at adapting to change from a strategy and vision standpoint. They mean well, and those in seats of decision making will often embrace the idea of something new from a concept standpoint, but very few understand the need to support that vision with a hands on, practical and feasible plan of action. This is frequently not about money; it’s about the desire to want to change the way we do things so that they improve; to help children get prepared for a world of work that we don’t really fully understand ourselves (the frequently banded about quote ‘we are preparing kids for jobs that don’t yet exist’ springs to mind) and to fundamentally change the curriculum content and approach we have in place.

Subjects change but curriculum’s, on the whole are antiquated. Creativity is not a new thing in schools. Arguably primary and kindergarten staff have been doing ‘STEM’ and ‘STEAM’ activity in schools for decades – playing, building, failing and working in teams often in a sandpit or on the carpet with tons of Lego, Stickle bricks (remember them?) and other cool things – combining Art, Science, Design, Language, Maths…

What we need, as students move up to secondary or high school, is a rudimentary change to what is delivered at the curriculum chalk face. For this to happen we almost need to wipe the slate clean and start again.

The problem we have is that many who are at the decision making end of directing and developing curriculum’s at government or school level have frequently come up through that industrial age of education that Sir Ken refers to in his original TED talk (and so expertly captured in the RSA animation of that talk RSA Sir Ken Robinsons TED Talk). These folk have been button-holed as ‘bright’ or ‘academic’ (and many are…) and have seldom been through a creative area of study at school. Rote learnt knowledge has been seen as a better foundation than one where they have had to solve complex problems on paper through an iterative process or with their hands in Art, Design and Technology – or indeed on stage through performing arts. Arguably, the nearest many have come to creative thought or play has been on the rugby or hockey pitch (or other team sport where spontaneous flair and decision making is often required).

Reverse Engineer the way we do things

To achieve the change that Sir Ken spoke about needs a fundamental upturn in philosophy where the practical application of knowledge is seen to be on an equal footing (?) with the ability to simply rote learn facts for an exam. For this to happen we need to reverse engineer the whole structure of academic acceptance.

What do I mean?

The world of work needs a workforce who are creative, flexible and can apply previously harboured knowledge well (be that from school, university or work experience).  They need to be worldly, good communicators, gregarious, empathetic, skilled and confident.

Firstly, governments need to have ministers responsible for education in employ who have actually come from an educational background – folk who have delivered and managed in schools and who have a better (more realistic?) understanding of what students and teachers need to deliver.genius-quote-albert-einstein

Secondly, if a student chooses to go directly into the world of work from school, rather than attend University, that is not necessarily a bad thing. Parents and schools need to understand that in the same way that industry does. Getting hands on experience of a business may well put them in better stead than doing three years in further education with no guarantee of a job at the end of it. Accepting that is key and is normally a fight for parents who get caught up in the ‘league table’ nonsense where students often achieve artificially high grades centred on a factory process – the success of which is based on sitting a one and a half hour paper at the end of two years study. Not good. You also have the ‘when I was at school’ scenario when parents of a certain generation were educated in schools that led them to believe that some subjects were more academic than others. It’s a big rut to climb out of psychologically.

Thirdly, universities need to supply courses that are current, flexible in delivery (able to change content mid course to satisfy employment demands) and that allow students to apply what they have discovered at school rather than treating them all as ‘starting from scratch’. I have heard of universities that take students onto certain courses and simply tell them that they have to ‘unlearn’ what they did at school and do things differently; so your first year becomes, in effect, a foundation year. What a waste of schooling and finance. Schools and universities need to talk to each other more.

Schools need to de-construct and review current curriculum’s. They need to have the confidence to do it. Do we still need Latin? Do we still need to study Shakespeare (as opposed to other more contemporary writers…)? Should everyone study at least one foreign language? Do we continue to have the mainstay of ‘core’ subjects at the heart of what schools do – Maths, English and Science (with extra languages, Art, Geography, History, Design and Technology in tow)? I don’t know, but questioning and jiggling to take some risk would be healthy.

keep-calm-and-carry-on-designing-12For me I’d love to have Design at the core of the curriculum with science, business, humanities, languages, maths and the arts radiating off. The idea that working with your hands (manufacture, creation, enterprise) is the realm of ‘less able’ students is totally unfounded. Bright students can, and do, work with their hands. Art has long been considered the ‘accepted’ manual skill for bright students along with Music. Sadly Drama, Dance and Design have always struggled to gain the same acceptance along with physical education (a tough A-Level in reality).

In essence, anything that has not grown out of the land or ‘popped’ out of a human has been designed; someone, somewhere, has sketched the idea and developed it. That’s both academic and creative in my book.

As Sir Ken said, we need to ‘shift paradigms’.

We need to educate and nurture future wealth creators (not just financial – anthropic wealth too) who can develop innovative products and services. I reiterate, despite Sir Kens 37 million ‘likes’ on the need to have creativity in the curriculum there are still many within government and education who feel it’s not required a decade on. The current EBACC debacle in the UK is looking to throw out creative education from the curriculum and quite rightly there is uproar from many sides across business and education.

The biggest anxiety for me, in all of this, is that we will probably still be having the same conversation in several years’ time, recognising that creativity is important, that we drastically need curriculum change and so on. But will folk have listened? Will there have been change? I truly hope so.

By that time Sir Ken’s original talk will be up past the 100 million views mark. Probably.

 

Where Good Ideas Come From – Supporting Text To Video Post

Steven Johnson TED talk

Further to my recent video post, here is a brief Bio of Steven Johnson (Photo above), a link to his original TED talk and the 10 main points from that original TED talk ‘Where Good Ideas Come From…

ABOUT STEVEN B. JOHNSON

Steven B. Johnson is the author of ‘Where Good Ideas Come From‘ and ‘The Invention of Air‘, among other best-selling books. For more information about Steven B. Johnson’ work, check out his homepage.

ADDITIONAL RESOURCES

In 2010, Steven B. Johnson spoke at TED about the where good ideas come from. You can see that TED talk here.

Here are those 10 summarised points from his talk:

1) There are seven patterns of innovation that appear over and over in culture AND in nature.

Steven Johnson explains that innovation and creativity are fractal: they occur by following the same seven patterns throughout the world, whether it’s a city or a coral reef. Culture evolves the same way nature does. More importantly, the world proves in both settings that innovation has its best chance of happening when ideas are connected, not protected.

2) First innovation pattern: The Adjacent Possible

We usually romanticize the generation of new ideas. We like to believe in that breakthrough moment where one enlightened individual jumps ahead many generations with his idea, but reality is quite different. Ideas are are connected like doors. Open a door and you can see new ideas, but only ideas that are connected can be seen.

It’s by learning from other people’s ideas, or previous ideas of our own, that we come up with new ways of seeing the world. It’s a constant connection of innovation. The reason ideas that are truly disconnected fail, is because there’s no connection with the present yet, there’s no application in reality. These ideas are frequently called “ahead of their time”.

The key is not to isolate your room – your idea. Instead, try to connect it to as many doors -people, places, ideas – as possible.

3) Second innovation pattern: Liquid Networks

Ideas are not single elements. They are more like networks. They are not sparked by the connections between different elements: they ARE those connections. For ideas to happen, you have to place the elements at your disposal in environments where more connections can occur in the right way.

The best networks have two characteristics: they make it possible for its elements to make as many connections as possible, and they provide a random environment that encourages constant “collisions” between all of its elements. This is why “liquid” networks are the best. They provide more stability than gas, where there’s not enough time for meaningful connections to happen, and less rigidity than solids, where there’s not enough randomness.

Remember, the elements are worthless if they are not properly connected. A trip to the beach with your co-founders will provide more creative ideas than you working alone in the office with all your spreadsheets.

4) Third innovation pattern: The Slow Hunch

It takes time for ideas (hunches) to connect and evolve into something valuable. Patience and contemplation are key aspects of innovation. If it feels completely new, chances are it’s not that valuable. In other words, it takes time to open all the necessary doors in a network that lead to an innovative idea.

Many slow hunches never turn into something useful because our day-to-day matters usually get in the way. We forget them before we give them a chance to make connections and grow. This is why a commonplace book is such a valuable tool. By collecting every bit of interesting information, you have a place where connections can be made, where every review will reveal something new.

Bottom line: Write everything down, and let it bloom.

5) Fourth innovation pattern: Serendipity

Innovation can’t be planned. Elements are not always in sync with each other. Ideas sometimes arise from happy accidents, hunches connect in an unexpected way. This is the problem with brainstorming sessions: maybe the best idea pops up to one employee later that night, long after the session ended. The secret to help serendipity occur is to build networks where its elements have a chance to persist, disperse and re-connect. This is how doors that weren’t seen before get opened.

However, something else must happen: the discovery must be meaningful to you. Constant bouncing of elements means nothing by itself, there must be a purpose in mind. Building an environment where brainstorming is constantly running in the back is the ideal way to go get serendipitous. Maybe have a database of hunches, were ideas can slowly connect with each other without having the time-pressure of a meeting.

Here’s a good motto to encourage serendipity is “look everything up”, especially in our web-based world! You never know where a Google or Wikipedia search might take you, what connections you may discover…

6) Fifth innovation pattern: Error

Good ideas are more likely to emerge in environments that contain a certain amount of noise and error. Noise and error leads to unpredictability, which in turn leads to innovation. Attempting to eliminate every uncomfortable element of the network also means eliminating every unpredictable connection.

The reason failure is not a bad thing is not because mistakes are good, but because they are critical steps that one must go through in order to create something valuable. Avoiding failure at all cost is a costly stance. Failing fast and moving on to the next thing is a much better philosophy.

7) Sixth innovation pattern: Exaptation

The more connections the network encourages, the more diverse the purpose and usefulness of something becomes. For example, in an error-free environment, a match is a way to light the stove. However, introduce a blackout, and now it’s a way of lighting up the room. Exaptation is all about exploring more uses of already existing ideas.

The reason cities are better suited for innovation than small towns, is not only because there are more elements, but because the amount of elements is enough for subcultures and diversification to appear. This is the essence of exaptation. Elements connecting in a variety of ways large enough to create unpredictable combinations.

If adaptation is about ideas changing to tackle a clear problem, exaptation is about ideas accidentally tackling unforeseen problems. Improve the connections and amount of elements in your network, and you’ll have better chances of achieving exaptation.

8) Seventh innovation pattern: Platforms

The advantage of platforms is not needing to monopolize creativity. By creating a platform, innovation can come from anywhere. Every time a platform is built for a purpose, that platform serves as platform for other agents for new purposes. New ideas appear where platforms are open. For example, companies like Google and 3M are great examples of cultures where everything in order to have a consistent stream of ideas from the most unexpected sources. The main benefit of having a platform is to create an environment where all the other patterns of innovation can thrive.

Platforms generate ideas not only by fomenting specialization and diversity, but also by making it easy to “recycle” and reuse existing resources. By having an actual place (even if it’s virtual) where elements can connect, every resource is open for grabs. Imagine all the data that a platform like Facebook gathers nowadays that isn’t being used yet. It’s only a matter of time before some other element that’s involved in this platform finds a use for it.

In the end, platforms encourage team work. They show that it’s better to share than hide. They tell us that we don’t need to know everything. We can focus on one thing and wait for the platform to provide the rest.

9) Ideas have to be fully liberated to spark innovation. The fourth quadrant of innovation is the best situation for this.

The best environment for ideas are open-source environments, where ideas can be built upon and reshaped as needed by many people. This scenario is what Steven Johnson calls “The Fourth Quadrant”. There are four quadrants of innovation: individual/market centered, non-individual/market centered, individual/non-market centered and non-individual/non-market centered. History shows that the closer we get to the fourth quadrant, that is, the less money driven and individualistic the environment, the more innovative the ideas become.

This doesn’t mean it’s bad to be creative with individualistic goals in mind. However, it does mean that it’s best for society when we open up our ideas to everyone instead of keeping them to ourselves.

It’s interesting to see that this quadrant wasn’t always the best suited for innovation. In the Renaissance, the third quadrant (individual/non-market) provided more innovative ideas. The reason was that networks were slow and unreliable, and the entrepreneurial spirit wasn’t developed yet because there wasn’t enough economic incentive. Not surprisingly, the idea of the lonely genius is born during this time. By the time Gutenberg’s press and postal systems across Europe bloomed, and population densities in European cities increased, collaborative environments provided most of the innovation. This has only accentuated nowadays with even more collaborative tools like the internet.

10) Connections and spillovers are the natural state of ideas, while societal and artificial dams keep them in chains.

Ideas naturally gravitate towards the fourth quadrant. Although we may be inclined to believe that the lack of economic incentives of the fourth quadrant would be a turn-off for innovation, it’s actually those economic incentives that become an obstacle. With the promise of a payday, people are motivated to have good ideas, but they protect them instead of sharing them. Our “market of ideas” is inefficient, because we have created artificial dams, such as copyrights and patents, that are designed to keep ideas out of other people’s grasps.

However, this does not mean all restrictions should disappear. The lesson is this: we should stop believing that without economic incentives or artificial scarcity of intellectual property, innovation would disappear. On the contrary, strictly speaking about innovation, it would thrive like never before, although probably with a huge economic trade-off that is not desirable either. There is a balance worth pursuing.

Remember, there is nothing “natural” about intellectual scarcity. It’s all artificial. Ideas not only thrive in open environments: they seek it. Sure, competition has been a great source of ideas. But so has the crowd. When looking at your own environment, embrace the random, connected, full of mistakes and hunches, diverse and non-competitive philosophy of the fourth quadrant.

Good ideas will come.