Superglue, penicillin, X-rays, and the pacemaker all share a common origin: they emerged from unexpected outcomes rather than carefully planned discoveries. These so-called “happy accidents” occurred when individuals set out to achieve one goal but instead stumbled upon something even more valuable. Such examples raise an intriguing question—can this kind of serendipity be deliberately encouraged, particularly within organisational settings?

Researchers at Cornell University suggest that it can. Their work indicates that reflecting on unintended outcomes—whether successful or not—may enhance creativity and idea generation. Rather than focusing solely on moments when everything proceeded according to plan, individuals may benefit from revisiting experiences where things deviated from expectations. These reflections appear to stimulate more expansive and innovative thinking.

Alexander Fulmer, an assistant professor of marketing and the study’s corresponding author, explains that prompting individuals to recall times when events did not unfold as intended can have a measurable effect. Participants who engaged in such reflection generated a greater number of ideas during brainstorming exercises. Moreover, these ideas were assessed as being of higher quality compared to those produced by individuals who reflected only on situations that went exactly as planned.

The research, published in Personality and Social Psychology Bulletin, combined both field and laboratory studies. In one field experiment, marketing and sales employees at a confectionery company were divided into two groups. One group reflected on a presentation that had gone according to plan, while the other reflected on a presentation that had not. Afterwards, all participants were asked to generate ideas for a marketing campaign promoting an existing product.

The results were notable. Employees who reflected on unplanned outcomes generated significantly more ideas on average than those who reflected on planned experiences. This pattern was consistently replicated across additional laboratory studies. The researchers propose that this effect may be linked to individuals’ psychological need for control. When people recall situations where outcomes were unpredictable, they may feel a temporary loss of control, which in turn motivates them to compensate by thinking more creatively and generating a wider range of ideas.

For organisations, these findings suggest a practical approach to fostering innovation. Managers can intentionally incorporate reflective exercises that focus on past missteps or unexpected results, thereby encouraging employees to think more broadly. This can be particularly valuable in early stages of processes such as new product development, where generating a high volume of ideas is critical. By embracing rather than avoiding unplanned experiences, organisations may unlock a richer and more creative pool of possibilities.

More information: Taly Reich et al, Unintentional Outcomes as a Catalyst for Brainstorming, Personality and Social Psychology Bulletin. DOI: 10.1177/01461672261435656

Journal information: Personality and Social Psychology Bulletin Provided by Cornell University