Make Space for Productive Boredom

In today’s frantic world, with its many distractions, we have developed a strong aversion to boredom. The moment our minds begin to wander, we reach for our phones, check email, or find some other diversion. Yet in doing so, we are systematically destroying one of the most powerful stimuli for unexpected solutions: unstructured mental downtime.

When we’re not actively focused on a task, our brains do not simply shut down. Instead, they enter what researchers call the “default mode network”.  This is a state where different regions of the brain begin working in ways that do not happen during focused attention. This is when disparate memories, experiences, and knowledge fragments start making unexpected connections. It is during these moments of apparent mental idleness that our most creative insights often emerge.

The Paradox of Productive Procrastination 

Adam Grant, the organizational psychologist, talks about the power of “productive procrastination”.  In his research Grant found that his most original ideas came not when he rushed to complete projects, but when he allowed himself to sit with problems for extended periods. He would start thinking about a research question, then deliberately delay diving into the work, letting his mind wander and explore tangential connections.

This approach led to some of his most useful insights. His research on “giver” versus “taker” personalities in organizations emerged during a period when he was supposed to be working on an entirely different project. By allowing his mind to procrastinate productively, he stumbled upon connections between generosity and professional success that had eluded other researchers.

The key distinction Grant discovered was between active procrastination, where you consciously delay while your mind continues to work on the problem, and passive procrastination, where you simply avoid the work altogether. Active procrastination creates the conditions for serendipity by keeping the problem alive in your subconscious while your conscious mind explores related territories.

The Default Mode Advantage 

Lin-Manuel Miranda’s creation of the musical Hamilton illustrates how boredom can stimulate unexpected solutions. The idea struck him while he was reading Ron Chernow’s biography of Alexander Hamilton during a holiday. He wasn’t trying to write a musical, he was simply allowing his mind to wander while absorbing the story. The unexpected connection between Hamilton’s life and modern hip-hop culture emerged precisely because Miranda’s mind was in a relaxed, receptive state.

This phenomenon occurs because the default mode network excels at making remote associations, connections between seemingly unrelated concepts that our focused attention would never pursue. When we’re actively concentrating on a problem, our brains tend to follow predictable, logical pathways. But when we are daydreaming, our minds become more likely to make those unexpected leaps that lead to breakthrough insights.

Ways to Find Space for Productive Boredom 

The challenge is that genuine boredom has become increasingly rare. We’ve filled every possible moment of downtime with activity. Yet creating space for productive boredom doesn’t require dramatic lifestyle changes.  It needs you to deliberately create some space.

The most successful practitioners of productive boredom don’t wait for it to happen accidentally; they deliberately design it into their routines. This requires a fundamental shift in how we think about productivity and time management.

Steve Jobs was famous for his walking meetings, but equally important were his solitary walks. Research shows that walking, particularly in natural settings, activates the brain networks associated with creative insight. The rhythmic, automatic nature of walking frees up cognitive resources for making unexpected connections.  I like to walk with earphones and listen to podcasts.  But I get my best ideas when I leave the podcast alone and just wander.

Before smartphones, commutes were natural incubators for unexpected ideas. The combination of routine activity (driving or riding public transport) and mental freedom created ideal conditions for serendipitous thinking. Nowadays everyone on the train is glued to their device.  Try reclaiming at least part of your commute from digital distraction to let your mind wander.

Similarly, dedicate one hour each week to completely unstructured time. No agenda, no goals, no devices, just mental freedom to explore wherever your thoughts lead. This isn’t leisure time; it is strategic boredom designed to generate unexpected connections.

What Should Leaders Do? 

Should you tell your people to spend time each day daydreaming and being productively bored?  I would advise not. It is likely to be misunderstood.  Instead do these four things.

First share some of the big challenges facing the business as ‘How can we…?’ questions.  Such as, how can we delight our customers, or attract the best engineers, or speed up development or reduce costs?

Secondly ask people for their best ideas.  Delivering on objectives is good but so is contributing creative ideas.

Third, create an atmosphere of psychological safety where anyone can suggest anything no matter how unorthodox.  Protect people and their ideas from early criticism or ridicule.

Fourth, run well facilitated brainstorm meetings where people share bizarre and radical ideas for the big challenges

Finally, select and implement the best ideas.  Once your best people understand that their creative ideas are respected and sometimes acted on then they will start thinking about the issues during their own productive boredom periods.

Summary 

Productive boredom is different from idleness or restlessness. It involves a sense of receptive alertness.  You are not seeking specific stimulation, but you are open to whatever emerges. Your mind might feel like it is gently floating between different thoughts and memories, making connections you wouldn’t normally notice.

The key is learning to distinguish between this fertile mental state and the anxiety-driven boredom that makes us reach for distractions. Productive boredom feels spacious and open; destructive boredom feels tight and urgent.

The benefits of embracing productive boredom compound over time. As you become more comfortable with unstructured mental time, your brain develops stronger default mode network connections. You become more skilled at recognizing when insights are emerging and less impatient in looking for immediate solutions.

Perhaps most importantly, you begin to trust the process. Instead of feeling guilty about moments of apparent mental idleness, you recognize them as essential components of your creative toolkit. This shift in perspective transforms “wasted” time into strategic investment in unexpected solutions.

In a world that increasingly encourages speed and constant activity, the ability to be productively bored becomes a significant competitive advantage. It is not about doing less; it is about creating the mental conditions where your most unexpected and valuable ideas can emerge.

Written by Paul Sloane, author of The Art of Unexpected Solutions: Using Lateral Thinking to Find Breakthroughs, published by Kogan Page, priced £14.99
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