Dr. Srini Pillay, an author and executive coach who teaches part-time at Harvard Medical School, has written an intriguing HBR post about the value of "focus" in our work. Pillay argues that focus can enable us to perform outstanding work, but certain negative consequences may emerge if we are "too focused." Pillay argues, "The brain operates optimally when it toggles between focus and unfocus, allowing you to develop resilience, enhance creativity, and make better decisions too."
What's an example of the value of "unfocus" in our work? Pillay points to a study by Denis Dumas and Kevin Dunbar in which the scholars found that one can solve creative problems more effectively by pretending to be someone else. Assuming a different identity, or pretending to stand in someone else's shoes, can help people achieve better results at creative problem-solving tasks. Specifically, Dumas and Dunbar invoked two stereotypes for their research subjects: the "rigid librarian" and the "eccentric poet." They asked subjects to either imagine themselves as the librarian or the poet, and of course, they had a control group in their study as well. The students who imagined themselves as eccentric poets exhibited more divergent thinking than either the librarian group or the control group. They conclude that, "divergent thinking... is a highly malleable rather than a fixed trait."