Robert L. Stutton mentions in a Harvard Business Review the weird rules of creativity.

Managing for creativity, he says, means taking most of what we know abouj management and standing it on its head. It means  placing bets on ideas without much heed to their projected ROI.

• Decide to do something that will probably fail, then convince yourself and everyone else that success was certain.

• Reward success and failure, punish inaction.

• Seek out ways to avoid, distract and bore customers, critics and nayone who just wants to talke about money.

• Think of some ridiculous impractical things to do, and plan to do them.

• Find some happy people and get them to fight.

• Hire “slow learners” (of the organizational code), people who make you uncomfortable, even those you dislike, people you (probably) don’t need.

• Take your past successes and forget them!

• Use job interviews to get new ideas, not to screen candidates.

• Ignore people who have solved the exact problem you face.

• Encourage people to ignore and defy their bosses and peers.

Managers, analysts and other socalled experts do a poor job of judging new ideas and predicting which ones will succeed. 

His aim is not to convince your company to discard every routine it uses and devote all efforts to inventing new ways of thinking and acting. On the contrary, doing routine work with proven methods is the right thing to do most of the time. But if part of your mission is to explore new possibilities, then your goal must be to build a culture that supports constant mindfulness and experimentation.