"When we propose a novel concept that disrupts cherished assumptions and tacit expectations, we need to expect hidden criteria to surface. Hidden criteria are the crutches decision-makers lean on as they attempt to block something truly disruptive because it is frightening or destabilising."
In this article, Kate Hammer explores why novel ideas provoke negative reactions and how these negative reactions often bring to light the "hidden criteria" managers and decision-makers use to evaluate new ideas. She points to the gap between a leader's stated agenda or values, and the practical values underscored by the actions s/he takes when faced with creative ideas. In the face of negative reactions, Kate identifies how to build a "matrix of support" for creative people, so that they can continue to work in what could well be a hostile environment.
The article draws together ideas from Brene Brown and Howard Gardner with findings about the bias against creativity from a recent psychological study by Jennifer Mueller, synthesising them into an article that aims to be both realistic and reassuring to creative people working in organisations.