The corona pandemic has significantly accelerated location-independent work. A 2021 survey shows that 75% of US workers prefer to work remotely at least one day a week. This shift in work dynamics has raised the question of how virtual interactions impact innovation and collaboration. In this study, researchers conducted a laboratory experiment and a field experiment in five countries (Europe, Middle East, and South Asia) to examine the impact of video conferencing on creative idea generation and selection.
Key facts
- In one experiment, the brainstorming of virtual and on-site test groups was investigated.
- The creativity & brainstorming of virtual groups was hampered by the set-up.
- However, companies should not automatically rule out virtual meetings to generate ideas. Instead, technology must be used to adapt the set-up to the requirements of hybrid work.
research approach
In this study, a “creative idea” was defined as an idea that is both novel and useful. The researchers assessed the creativity of the ideas based on two criteria: originality and feasibility. Originality refers to the uniqueness or novelty of the idea, while feasibility refers to the practicality and potential for successful implementation.
In order to evaluate the creativity of ideas developed by the participants, the researchers set up a panel of independent jurors who were unaware of the test conditions. These judges rated the originality and feasibility of each idea on a scale of 1 (low) to 5 (high). An idea was considered creative when it received a high average score in terms of both originality and feasibility.
With this approach, researchers were able to objectively measure the creativity of the ideas developed by both the personal and virtual experimental groups, which made it possible to compare the quality of the ideas between the two groups.
scores
The results show that video conferences hinder the production of creative ideas. In particular, virtual couples generated significantly fewer overall ideas (mean (M) = 14.74, s.d. = 6.23) and creative ideas (M = 6.73, s.d. = 3.27) compared to personal couples (overall ideas: M = 16.77, s.d. = 7.27; creative ideas: M = 7.92, s.d. = 3.40). When choosing which idea to pursue, however, there is no evidence that video conference groups are less effective. There is even initial evidence that they are more effective than personal groups.
The study found that the physical nature of video conferences and face-to-face interactions influences the results. In virtual communication, the shared space is limited to the screen in front of each participant, resulting in a limited field of vision. This limited perspective hinders the associative process that underlies ideation and involves the branching and activation of diverse information to form new ideas.
The laboratory experiment involved 602 participants who were paired at random and were supposed to work together either in person or virtually. They were instructed to develop creative uses for a product and choose their most creative idea. Virtual couples produced significantly fewer creative ideas overall, but they chose a significantly higher rated idea and had a significantly lower error rate than in-person couples.
In the field experiment, 1,490 engineers from a multinational telecommunications company took part in an ideas workshop, in which they developed product ideas and submitted an idea as a future product innovation. The virtual engineering pairs generated fewer ideas overall (M = 7.43, s.d. = 5.17) than the personal pairs (M = 8.58, s.d. = 6.03). This pattern was observed at all five locations.
Discussion: Does more ideas mean better ideas?
Having more ideas doesn't necessarily mean they're better ideas. However, the study found that personal couples generated significantly more creative ideas (M = 7.92, s.d. = 3.40) compared to virtual couples (M = 6.73, s.d. = 3.27), suggesting that the quality of ideas generated by personal groups was generally better.
Still, it's important to point out that when choosing which idea to pursue, there was no suggestion that video conference groups were less effective. The preliminary results of the laboratory experiment even suggest that virtual couples chose a significantly better idea and had a significantly lower error rate when making the decision than personal couples. This suggests that virtual groups could be more effective at selecting ideas, although they generate fewer creative ideas overall.
The results of this study have multiple implications for companies that work with a hybrid work model that combines both personal and virtual work environments. Some of these implications include:
recommendations
Based on the research results, the study has compiled the following recommendations for action for companies:
Encouraging personal collaboration in creative tasks
The study suggests that personal collaboration can lead to more creative ideas. Companies may consider hosting brainstorming sessions or creative workshops in person to enable better idea generation.
Using technology to improve virtual collaboration
While the study found that virtual collaboration produces fewer creative ideas than face-to-face collaboration, companies can explore ways to improve virtual collaboration tools and techniques, such as using platforms to facilitate brainstorming and implementing strategies to increase engagement and interaction.
Balancing flexibility and collaboration
Hybrid work models offer employees the opportunity to freely choose their place of work. When it comes to creative tasks, companies should find a balance between flexibility and promoting local collaboration. To do this, they can set aside specific days for personal collaboration or organize regular team meetings to share ideas and discuss ongoing projects.
Remote collaboration training and support
To help employees collaborate effectively in a virtual environment, companies can provide training and resources to effectively use remote collaboration tools and maintain open communication.
Evaluation of workspaces
Companies may need to reevaluate their office space to encourage personal collaboration. This could include creating spaces that encourage creative collaboration, such as open workspaces, designated brainstorming areas, or rooms equipped with whiteboards and other tools for brainstorming.
conclusion
By understanding the potential benefits and limits of both in-person and virtual collaboration, companies that work on a hybrid model can make informed decisions to optimize their work environments and processes for greater creativity and productivity.
