Recent surveys show that managers tend to consider restrictions and a lack of resources as the main obstacles to innovation. This common wisdom suggests eradicating all constraints: by getting rid of rules and boundaries, creativity, and innovative thinking will thrive. One research, however, challenges this wisdom and reveals that managers can innovate better by embracing constraints.

When there are no constraints on the creative process, self-satisfaction sets in, and people follow what psychologists call the path-of-least-resistance—they go for the most intuitive idea that comes to mind rather than investing in the development of better ideas. Constraints, in contrast, provide focus and a creative challenge that motivates people to search for and connect information from different sources to generate novel ideas for new products, services, or business processes.

Therefore, managers can embrace and use a variety of constraints. These constraints take three main forms. First, they can limit inputs (e.g. time, human capital and funds). Second, they can enforce specific processes. Examples include procedures on seeking early market and technological feedback, or guidelines on how small cross-functional work teams should interact. Third, they can set specific output requirements such as product or service specifications.

But managers also need to be mindful about imposing too many constraints. When a creative task is too constraining, employees’ motivation is hampered. If the space within which creative ideas are generated becomes too narrow, it is harder to form novel connections and insights—both of which are vital for creativity. Hence, the key for fostering creativity and innovation in your organization is to strike a balance by orchestrating different types of constraints.

Not all constraints are under managerial control. Here, it is important to realize that the same constraint may be interpreted in different ways: as a motivating challenge or as a frustrating roadblock. This is where managers may mobilize their leadership abilities and influence how employees interpret constraints through communication and feedback. By framing constraints as creative challenges, managers can build an understanding of constraints as positives, and thus invite more creativity.

Such framing of constraints is particularly important because not all employees naturally embrace constraints. Some need to be convinced that constraints help by providing focus and direction. One way to do this is by setting “flexible constraints”: some non-essential constraints may be included as a ’nice-to-have’ rather than a ’must-have.’ Such flexible limitations provide a challenge for those employees who are up to it while also still engaging those who might shy away from the increased difficulty.

Managers should also create a strong innovation climate. Such a climate is not only instrumental for innovation in and of itself but also for enabling people to navigate creatively under stricter constraints.

According to Paragraph 2, constraints are needed in the creative process because they________.