BUSM2081

Creative Problem Solving

Assignment One Critically analyse the creative qualities and
characteristics of Ferran Adria and the ElBulli enterprise and the
reasons for their success. What recommendations would you
make to Ferran Adria for the successful commercialisation of his
businss?
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1. Introduction
The Spanish restaurant ElBulli and head chef, Ferran Adria are known
for there enormous success in the past two decades, as highlighted in the media;
as Amanda Hesser reports for The New York Times (1999), creativity and risk
taking is what defines Mr. Adrias style. ElBulli received the top restaurant in the
world on three occasions, 2002, 2006 and 2007, the only restaurant to do so
(Norton et al. 2009: p.1). Creativity is, according to Oxford Dictionary (no date),
the use of imagination or original ideas to create something; inventiveness, this
is a direct reflection of Ferran Adrias philosophy to create, not to copy.
However, financially ElBulli is not as successful as its demand would suggest, as
the restaurant is struggling to breakeven, generating a debate to the link
between business success and creativity, and the relation between fortune and
survival (Norton et al. 2009: p.10).

1. 1. History of elBulli
ElBulli originally opened in 1961, as a golf course restaurant. The owner
Dr. Schilling enjoyed fine dining in Europe; in the next decade he transformed his
golf course restaurant into a sophisticated dining experience. The contributing
factor of ElBullis first Michelin star was the introduction of chef Neichel. The
drop in tourism over the winter period left ElBulli no choice but to close from fall
to spring. Over the next few years a change in head chefs caused ElBulli to loose
and gain Michelin stars causing an uncertain future. In 1983, Ferran Adria
became apart of the ElBulli team; by 1984 himself and chef Lutaud became head
chefs of the ElBulli restaurant. ElBulli was now down to one Michelin star, after
one year Adria was the only head chef with an aim to change the uncertain future
of ElBulli (Norton et al. 2009: p.1).

2. The Origin of Ferran Adrias Creative Characteristics

2. 1. Ability: Trait and Style
Ferran Adrias philosophy to create, not to copy, originated from a
conference he visited in 1987 in Nice, Maximins answer to the question What is
creativity? inspired Ferrans resolution to leave the cookbooks behind and
create a unique identity for ElBulli (Adria et al. 2010: pp.40-41). Ferran Adrias
creative ability originated from the conference giving him a sense of purpose and
determination to transform ElBulli. Perkins (1981) cited by Henry (2001: pp.
11-12) observed from his studies, that the creative ability is the capability to take
risks, as seen by Ferrans unusual methods to recipes, capacity for objectivity,
particularly ElBullis strict time schedule, and tolerance of ambiguity, ElBullis
long history of losing and gaining Michelin star is evidence of this.

In the 1950s the belief of creativity as reported by R. Sawyer (2012:
p.408) was some people are born creative, and if you werent, then you dont
have much hope for being more creative; this would suggest that Adrias
creativity is a natural trait, arguably this was exposed by the conference. Ferran
Adrias skill to transform regular Spanish dishes into unusual recipes is a style of
the adaptive approach, whereby Adria improves on existing practice (Henry
2001: p.12). Innovation and adaptive approaches can working together, as stated

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Ferran Adria has an adaptive style but ElBulli has a style of innovation, as there
is no other of its kind making it an innovation breakthrough.

2.2. Mental Skill

Creative association, applying previously unrelated ideas from one field

to another, is a mental skill used by Ferran Adria. Through which Adria uses
science to transform food, an example of this is, a waiter would bring a container
of liquid nitrogen and pour it into a liquid cocktail where it would transform into
a frozen sorbet (Norton et al. 2009: p.5). The use of science and food are not
usually associated, yet a key to ElBulli success as it is unusual for restaurants to
practice this approach. De Bono (1984) as cited by Henry (2001: p.12) believed
mental skills and creative association could be taught as creative training aims
to break though mental barriers and increase mental flexibility to make it more
likely that potentially useful insights are not bypassed. Evidence of this is seen
when ElBulli team is divided into three research teams where they are sent on
courses and abroad to seek out new foods, techniques and opportunities for
creativity (Norton et al. 2009: p.7). Finally, addressing R. Sawyer (2012: p.408)
some people are born creative, the transferable skill of creativity is questioned,
it is evident that recent government policies have suggested that transferrable
skills are key to ensuring successful routes of learning for everyone. An example
of this is the British Coalition HM Government policy (2010: p.15) whereby the
government proposed the creation of a new programme, Troops for Teachers,
to encourage trained soldiers to a future in teaching, the government have
recognised a transferrable skill between two previously unrelated careers.

2. 3. Relevant Experience and Intrinsic Motivation

At the age of 25, Ferran Adria took the position at ElBulli of Head Chef,
after 4 years working at ElBulli from 1983-1987. He had previously worked in
the military as a chef for 3 years; according to Weisburg (1986) as cited by Henry
(2001: p.13) a 10-year work experience time frame is needed before one is
capable of work of exceptional creative worth. Adria had less than 10 years
experience with a clear objective for the future of ElBulli, however, as discussed
the army is trained with transferrable skills, many are trained in different career
paths, such as a specific skill, time management skills, organisation etc. These
skills are what Ferran Adria utilised to ensure his objective was met as he
worked toward top restaurant in the world 2002, after approximately 22 years
experience in the industry. However, Amabile (1983) as cited by Henry (2001:
p.13) suggests a combination of flexibility, relevant experience and intrinsic
motivation ensures creativity. When a person has passion for a career it is
suggested creativity will flourish. Hence, Ferran Adria employs chefs who earn
no salary but leave with a degree title from the University of Barcelona, as they
may be the most passionate, with the will to learn and hold no fear to propose
ideas (Norton et al. 2009: p.9).

2. 4. Climate of Innovation
The opening of the R&D laboratory called ElTaller, allowed the time
during the closure of the ElBulli restaurant to be devoted to creating new
recipes. Jelinek and Schoonhoven (1990) as cited by Henry (2001: p. 14) believe
a climate which allows development and innovation with no punishment for

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mistakes leads to creativity; give employees freedom and responsibility for
their work, tolerate rather than punish mistakes and make a point of nurturing
new ideas. In the words of Ferran Adria success had allowed him to buy
freedom for creativity, and Adria took the opportunity to help develop his
successful business and his employees creativity whilst utilising this time where
the restaurant closed (Norton et al. 2009: p.6).

2. 5. Relevant Social Context

According to Csikszentmihalyi (no date) as cited by Henry (2001: p.14)
there are three aspects to creativity; the creative individual, Ferran Adria holds
this position at ElBulli as he holds the vision; the domain of knowledge, food and
catering, as the ElBulli team transform the method of cooking and eating foods;
and the social field whereby rules and regulations, health and safety and recipes
gate-keep the team to apply the usual function of dining in a restaurant. As
discussed previously, ElBulli uses science to creatively innovate foods; Certain
fields at certain times seem to foster and accelerate creative endeavours take
place (Henry 2001: p. 14). Ferran Adria was the first creative individual to use
unusual methods to transform foods in a restaurant environment that got the
recognition from the public, hence the success that followed.

2. 6. Chaos and Complexity

Creative processes at ElBulli change dependent on the time of year; whilst

the restaurant is closed the ElBulli team are taking steps to achieve a creative
menu by exploring methods, in comparison, when the restaurant is opened the
staff are adapting the menu and ensuring the dining experience is running to
plan. The complexity theory suggests, creativity is more likely in organisations
that are neither too stable and ordered nor totally disordered (Henry 2001:
p.15). Ferran Adria uses skills of time management, order and organisation to
ensure staff that are also students of the University of Barcelona, have the ability
to learn and flourish their creative ability. ElBulli is a dining experience, from the
chefs, waiters and guests; everyone plays a vital role to making the restaurant
the success it is. Adria states that the waiter performs a pivotal role by helping
the guests adapt to the rhythm of the kitchen and maximising their experience of
the food, this shows the detail of planning Ferran Adria goes to, to ensure the
structure of the ElBulli experience (Adria et al. 2010: pp.320-321). However,
Henry (2001: p.15) also states that creative endeavour is more likely to emerge
at the edge of chaos, in the mess between order and disorder, A day at ElBulli,
Adrias book, illustrates details of the creative processes that take place at
ElBulli, raising the argument if there is such chaos at ElBulli, or if the creative
endeavour is also scheduled into the detailed plan by Ferran Adria.

3. Ferran Adrias Creative Management Skills at ElBulli

3. 1. Management

Ferran Adrias successful creative management shows no evidence in the

financial aspect of the business as discussed previously, ElBulli usually fall short
of breaking even (Norton et al. 2009: p.10). However, ElBulli receive over two
million requests for a reservation with only eight thousands spaces per year;

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recommendations of increasing revenue have been made, such as to open for 10
months a year or open for lunch too, but Adria has ultimately decided the
number of refusals would still be enormous, and the service would certainly
suffer (Adria et al. 2010: pp.104-105). Creative management is the method used
to enhance creativity amongst staff by encouraging trial and error, nurturing
creativity in others, and increasing employee freedom; the ElBulli team take six
months to transform the menu, employ students to learn and feel free to express
their ideas, also allowing change in the menu during the open season (Henry
2001: p18). Finally, the famous business saying the customer is always right, is
argued wrong by Adria, creativity comes first, then comes the customer, this
attitude toward the importance of creativity makes the non-financial side of the
ElBulli enterprise such a success, naming Ferran Adria one of BusinessWeeks
top 100 innovators of the year, 2003 (Norton et al. 2009: pp.6-8).

3. 2. Leadership Characteristics
According to Kanter (1991) cited by Henry (2001: p.18) creative leaders
should posses characteristics such as, vision, charismatic qualities, perceptual
abilities, questioning attitude, team-building skills, persistence, good
communicators, and persuasive powers. Ferran Adria represents all of these as
he remains committed to creating, not copying, inspires many; as seen by his
book sales, devoted himself to ElBulli for many years, created a unique dining
experience and is dedicated to transforming the menu every year.
Adria is a creator in Westley and Mintzbergs (1991) cited by Henry
(2001: p.19) five styles of visionary leadership model; as he uses his creativity to
inspire that of the customer and employee with a product focus, taking
deliberate time out of kitchen for all the ElBulli team to work toward inventions,
and tangible products aimed at individual consumers all with a passion for food.
In comparison to Semler, Maverick (1991) cited by Henry (2001: p.19) who
suggests visionary leaders abolish rules, norms and procedures, which Adria
uses as the basic structure of ElBulli; a 14 hour shift includes the cleaning of the
3,770 square foot kitchen, in half an hour by forty chefs by good organisation
(Adria et al. 2010: p.477). The ElBulli team demonstrates a great creative team
as creative sessions include all team members to help adapt and create dishes,
concepts that come out of the creative sessions are not secrets. Each one has
been documented and published, as a method to ensure all dishes are creative
and unique, whilst allowing other team members to work on previous dishes and
adapt them further; also exhibiting climate for innovation within ElBulli.

4. Types of Creative: Ferran Adria at ElBulli

4. 1. Tacit Knowledge and Unconscious Learning
Every creative idea has a history, but not necessarily a reason for being,
the history of ideas are documented files, notebooks and archives of any idea
developed or not, for future reference with photographic evidence and any
additional research taken by each dish (Adria et al. 2010: p.56). This method
allows any unconscious learning to be documented rather than relying on
memory at ElBulli. Tacit knowledge is the knowledge acquired in the absence of

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the conscious; if these ideas are translated into ElBullis dishes they are
documented to record future possibilities for dishes (Reber 1989: p.219). Henry
(2001: p.31) suggests experiments show that not only is the unconscious
quicker off the mark than the conscious mind but that it actually knows things
the conscious does not, evidence that the experimental domains used by Ferran
Adria are the source to ElBulli continuous success. However, the use of
documenting these experiments may hinder future inventions as techniques may
have been unsuccessful and now seen as unusable.

4. 2. Situated Knowledge
Situated knowledge; the intuitive know-how if often vey firmly tied to
the situation which it was first learnt (Henry 2001: p.34) is an aspect that
ElBulli contest against, as Adria encourages employees to use methods used in
different aspect of life to adapt the dining experience. An example of this is the
importance of the front of house staff; giving customers an opportunity to learn
about each dish as if in a classroom lesson instead of a restaurant, and give
feedback for the development of dishes (Norton et al. 2009: p.8). Another
example of Adrias contest against situated knowledge is his development of a
hotel and many successful books.

4. 3. Intuition

Whilst the restaurant is closed during the winter months intuitions were
developed methodically, until samples could be prepared for analysis and
reflection, this allowed critical time for incubation where the mind could
reassemble and consider through the conscious mind to allow creativity and
intuitive thinking (Norton et al. 2009: p.7) (Claxton 1997: Henry 2001: p35). This
technique displays formal planning of time and informal managing to allow the
creativity of employees representing Adria as an intuitive manager according to
Mintzberg (1991, 1994) as cited by Henry (2001: p.37). Mintzbergs (1997) cited
by Henry (2001: p.37) model of modes of thinking related to planning and
managing suggests, Ferran Adria manages more than plans; the experiential
skills he has previously acquired are used as a guide for employees, he takes
action with the development of dishes, the lack of clarity with dish development
allows Adria to explore ambiguous options for dishes, which in turn permits
uncertainty for the future of the dishes and the ElBulli enterprise, finally Adria
encourages novel ideas as the bases of the creativity but these are all taken in
simple steps of planning.
Intuition is the direct by-product of training and experience that have
been stored as knowledge, proposes Simon (1988) cited by Henry (2001: p. 39).
The development of the menu throughout ElBullis opening six months changes
continuously due to Ferran Adria intuition and product development as seen in
Figure 1 Adria (2010) cited by (Norton et al. 2009: p.7). Agor (1991) cited by
Henry (2001: p.39) suggests uncertainty is the best function best served by
intuition; Adria utilises uncertainty amongst the ElBulli dining experience as
customers are unsure what dishes will be served from one evening to the next.

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October 2007

Day 2: ElBulli is closed

Day 10: The creative team commences work

November 2007-February 2008

Attending specialised courses

Searching for new foods and new equipment

Visits to USA, Japan, other countries

Visits to designers in other industries

March 2008

Day 26: ElBulli is open

April 2008
First week: Start with the 2007 menu and scattered new recipes

Gradual incorporations of new recipes to the menu

May 2008- August 2008

2008 menu is finalised

Figure 1: Timeline of Creativity for the 2008 Recipes (Source: Norton et al. 2009: p.7)

4. 4. Judgement
Intuitive judgement is a method based on hunches and rules of thumbs, a
database of knowledge in the conscious memory used to determine an action
(Kruglanski & Gigernzer 2011: p.97). Ferran Adria (2010: p.72) describes
judgement as a mental palate database, which proves short cuts that help make
the experiments [dish development] more efficient; making this process more
efficient safeguards the experiential testing from being interminable.

There is much more information around us than our limited senses can
hope to attend to. [We] find ways of constructing the world that create the
image of reality that we have But it does mean that our understanding of the
world is partial (Henry 2001: p.42). The construction is made as a cooping
mechanism for people to create meanings for everything. The mental palate
database holds much judgement as it contains years of Ferran Adrias successful
and unsuccessful techniques (Adria et al. 2010: p.72).

Reframing is a method used to overcome mind-sets by taking all
situations, negative or positive as opportunities (Henry 2001: p. 47). An example
of transforming negative connations of dishes into constructive sellable and
desirable dishes, is the use of transforming usual foods such as the common
Spanish omelette to an up market unusual food; transforming classic dishes
offers a glimpse into the process of innovating with a traditional, boring dish
(Norton et al. 2009: p. 5).

4. 5. Barriers to Creativity

Kaufman and Jones (1988, 1984) cited by Henry (2001: p. 45-46) suggest
creative barriers are formed by a tendency to over rely on previous responses;
according to Cyert and March (1963) cited by Henry (2001: p.45) creativity
barriers are overcome by recycling solutions used in previous issues. Kaufman
suggests the way to overcome these barriers is to separate idea generation and
evaluation. As seen by the laboratory, ElTaller, ideas are experimented and
evaluated at a later occasion, the method and aspects of the food are then judged
if suitable for the restaurant. Ferran Adria also uses high motivation and
performance separately to the creative thought; he does not consent to barriers

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of creativity to overcome his workers ability; Adria focuses on creation not
copying (Adria et al. 2010: p.40).

5. Metaphors Illustrating the ElBulli Organisation

5. 1. Images of Organisational Metaphors
Morgans (1986) cited by Henry (2001: p.) metaphor of a machine best
describes the ElBulli organisation, as it is tightly run with staff working around
the clock with a strong sense of control as a result it is ridged. However,
conformity and creativity work together at ElBulli, exposing Adrias success as a
creative manager as no metaphor can clearly describe every aspect of the ElBulli
enterprise. The creative team at ElBulli are representing the metaphor of a
theatre of enactment; the team play their part, creating unique dishes, Ferran
Adria represents the showman, making the ultimate decisions of the destiny of
experiments.

5. 2. Paradigm
To create, not to copy is Ferran Adrias paradigm, in turn making it
ElBullis. A paradigm is best described as a fixed theory that tends not to be
questioned until provided otherwise (Dervitsiotis 2000: p.641). The ElBulli team
use this as a objective on a daily bases, the public success of ElBulli has not seen
it fit for scrutiny, however, in order to for ElBulli to succeed financially this
paradigm may need to be examined; resulting in this paradigm described as a
functionalist paradigm according to Morgan (1991) cited by Henry (2001: p.65).
As discussed previously ElBulli uses both control and freedom in harmony; the
planning and clockwork execution results in Whittingtons classical paradigm,
however, the experimental creative laboratory uses the evolutionary
organisational paradigm (Henry 2001: pp.65-66).

6. Cognitive Style
6. 1. Personality Inventories: LSI
Personality style inventories were designed to help highlight the ways in
which people differ in their approaches to perception, creative style, problem
solving and decision making, and to emphasize the extent to which such
differences can affect cognition, strategy and behaviour (Henry 2001: p.91).
According to Kolb and Belbins learning style inventory there are two
continuums, processing and perception; approaches to tasks and emotional
responses. Ferran Adria utilises the concept of observing and participating
emotionally and physically amongst his staff for the best results of unique dishes,
Chefs should be better at tasting than they are at cooking (Adria et al. 2010:
p.72).

6. 2. KAI & Innovation Style

Kirtons adaptor-innovator inventory suggests there are two style
differences, adaptors and innovators, Ferran Adria is classified as a innovator as
he does [dishes] differently as apposed to better, and takes risks (Henry 2001:

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p.76). However, as discussed previously Adrias ability to be well organised and
discipline his team as well as encourage freedom and creativity, means ridged
inventories such as KAI which use a 32-item scoring, also show Adria represent
an adaptor as he is reliable, cohesive and co-operative (Henry 2001: p.77);
Resulting in Ferran Adrias innovation style according to Miller (1988) as unique
as he demonstrates visionary, experimental and explorer qualities (Henry 2001:
p.85).

7. ElBulli Team Member Roles

7. 3. Belbins Inventory
According to Belbins inventory (1981) as cited by Henry (2001: p.93)
teams members hold different roles and these types of roles work together
differently dependent on team situations. Belbins inventory suggests the plant
team member may be creative but will struggle with managing ordinary people;
this is could be a member of ElBullis creative team. Whilst the completer who
may be one of ElBullis front of house staff who search out errors and deliver on
time but have a tendency to worry (Henry 2001: p.93). The different team roles
can be evident in all 70 member of staff during one night at ElBulli, but they each
hold one role stronger than the other and working with the negative and positive
of each role can be complimented by the variety of roles.

7. 2. Innovation Stages
Henry (2001: p.94) describes three stages to a successful innovation role,
invention, innovation and entrepreneurship. The ElBulli team work to invent on
a daily bases through the use of new techniques, methods and dishes to create
the ultimate dining experience, theses inventions are documented and then
produced into tangible products or methods of service, the innovator stage.
Adrias qualities of risk-taking, dedication to work, intuition and independent
thinking are all characteristics of Shapiros (1966) cited by Henry (2001: p.96)
inventor qualities. Adrias paradigm to create not to copy, is a vision and a
single-minded obsession, a quality that Davis (1991) cited by Henry (2001: p.96)
is a quality of an innovator. Ferran Adria has successfully illustrated
entrepreneur qualities of persistence, opportunistic and risk-taking as suggested
by Collins et al. (1964) as cited by Henry (2001: p.97); by introducing these
products or methods into the market, by entering the book market, opening a
hotel and a chain of fast food restaurants and working as a consultant (Norton et
al. 2009: p.1).

8. Recommendations for commercialisation

8. 1. Financial Gain
In order to achieve total business success, ElBulli and Ferran Adria need
to evaluate the financial aspect of the dining experience. Increasing prices of the
experience is a quick fix to the problem; with the demand being so great it would
suggest an increase in price would not dishearten the food-fanatics (Norton et al.
2009: p.2). In order to generate profit ElBulli could stay open for the whole year,

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however more money would be needed to bring in more produce and lack of
development of dishes may discourage demand as the laboratory would not be
used as affectively. A smaller experience could be sold for a tasting experience
where those who had not achieved a booking could pay for a short experience of
ElBulli to generate profit, however this could lead to an increase in cheaper
options being sold as apposed to the full package, ultimately decrease profit
generation.

8. 2. Sustainability

ElBullis technique to trail new products leads to large amounts of waste,

throughout the whole year and the use of high-tech equipment all contribute to
the damage of the larger environment. In order to commercialise, the
introduction of a new production method, Adria will need to consider a way to
decrease ElBullis environment damage (dictionary.com no date). Simple steps
such as recycling, the introduction of solar panels to generate electricity, and
reducing electricity by ensuring all lights are turned off in the restaurant, the
lights are switched off, but only in the kitchen (Adria el al. 2010: p.506). The
reduction of change to the menu during the open season will also reduce
wastage and extra equipment in use unnecessarily.

8. 3. Is ElBulli to Unique to Change?

ElBulli is a niche restaurant hence its demand, the need for creativity
means grade scale innovating must remain in order to continue as a niche,
unique restaurant; there is no simple solution to generate profit without ElBulli
losing some respect of its original and unique dinning experience, the choice to
generate profit will be a risk to whatever the solution may be.

9. Conclusion

Comparing Ferran Adria and the ElBulli enterprise to the theories of
successful creative problem solving, conclude that ElBulli is a successful business
with creativity at the heart of the business. However, the debate between fortune
and survival is still that of substance, in 2010 Adria announced in closure of
ElBulli due to loss of money and pressure from dinners was so great that at the
bestial pace, it would be impossible to continue (Alexander 2010). Ferran
Adria and the ElBulli brand will never be tested of it survival without each other
due to the closure, suggesting they were inseparable. Ferran Adrias ability to
evaluate situations has enabled his success, and his decision to close ElBulli
illustrates his method to solve problems. However, the classic saying you cant
be good at everything reveals although Adria showed tremendous skills in
creativity and organisation, the financial aspect of the business failed and there
was no creative way to solve that problem on this occasion.

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