3 Ways to Turbo-Charge Your Innovation
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3 Ways to Turbo-Charge Your Innovation by www.synergeticmanagement.com @SynergeticMan ...

3 Ways to Turbo-Charge Your Innovation by www.synergeticmanagement.com @SynergeticMan
At: Silicon Halton Workshop Day at the @BurlingtonHive : http://bit.ly/LDi6ou

At: Silicon Halton Workshop Day at the @BurlingtonHive >> http://ow.ly/uhRdf
Presented: March 26, 2014
www.siliconhalton.com
@siliconhalton
#shlearn

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3 Ways to Turbo-Charge Your Innovation 3 Ways to Turbo-Charge Your Innovation Presentation Transcript

  • Workshop Day March 26, 2014 #shlearn | @siliconhalton | www.siliconhalton.com
  • @SynergeticMan ca.linkedin.com/in/trevormcalpinewww.synergeticmanagement.com @SynergeticMan 3 Ways to Turbo-Charge Your Innovation How to use pro-actively use creativity to invent, innovate and design the future (and add a dash of guerilla leadership too!) 2
  • @SynergeticMan ca.linkedin.com/in/trevormcalpinewww.synergeticmanagement.com @SynergeticMan ca.linkedin.com/in/trevormcalpine Who is Synergetic Management? • The Synergy of: o Performance Improvement o Business Coaching – Owners & Executives o Creativity & Innovation Acceleration Synergies that accelerate your success tmcalpine@synergeticmanagement.com 416 – 873 – 8671 3
  • @SynergeticMan ca.linkedin.com/in/trevormcalpinewww.synergeticmanagement.com @SynergeticMan ca.linkedin.com/in/trevormcalpine A Warning RIGHT vs. WRONG 4 • Adopt any and all processes & tools • Use what works – try out new things CANNOT LEARN LESS
  • @SynergeticMan ca.linkedin.com/in/trevormcalpinewww.synergeticmanagement.com @SynergeticMan ca.linkedin.com/in/trevormcalpine A Warning RIGHT vs. WRONG Learning does NOT get you Results Doing gets you Re$ult$ 5
  • @SynergeticMan ca.linkedin.com/in/trevormcalpinewww.synergeticmanagement.com @SynergeticMan ca.linkedin.com/in/trevormcalpine 3 Things You MUST Have • Working process • Improvement process • Innovation process 6
  • @SynergeticMan ca.linkedin.com/in/trevormcalpinewww.synergeticmanagement.com @SynergeticMan ca.linkedin.com/in/trevormcalpine 3 Things You MUST Have • Working process • Improvement process • Innovation process 7
  • @SynergeticMan ca.linkedin.com/in/trevormcalpinewww.synergeticmanagement.com @SynergeticMan ca.linkedin.com/in/trevormcalpine Creativity/Invention/Innovation/Design • Where does an innovation process fit in? 8 Environment Person(s) Process New & Useful Product Service Theorem Idea … Processof Invention Change Personal Societal Commercial etc. Processof Innovation Massive Change “Killer Apps” Tipping Pt. etc. Processof Design Based on Puccio, Murdock, & Mance (2007) + Hirsh & Roach (2012)
  • @SynergeticMan ca.linkedin.com/in/trevormcalpinewww.synergeticmanagement.com @SynergeticMan ca.linkedin.com/in/trevormcalpine Creativity/Invention/Innovation/Design 9 Environment Person(s) Process Environment Person(s) Process Environment Person(s) Process Environment Person(s) Process New & Useful Product Service Theorem Idea … Processof Invention Change Personal Societal Commercial etc. Processof Innovation Massive Change “Killer Apps” Tipping Pt. etc. Processof Design External Events
  • @SynergeticMan ca.linkedin.com/in/trevormcalpinewww.synergeticmanagement.com @SynergeticMan ca.linkedin.com/in/trevormcalpine 50+ Years of CPS Development 10 1942 • Alex Osborn’s work entitled How to Think Up published 1952-1953 • The first recognizably CPS works: Osborn's Wake Up Your Mind (1952); Applied Imagination (1953) 1963 • Further refinements - Osborn reduced his original seven CPS steps into three composite steps: • Fact-Finding (including problem definition, data gathering, and analyzing) • Idea-Finding (including idea production and development) • Solution-Finding (including evaluation and adoption) 1967 • Others began to modify the original Osborn CPS model: • Parnes published a five-step revision that became known as the Osborn-Parnes model 1985-2000 • Six other versions of CPS released by different authors / teams of authors 2005 • CPS: TSM released by Puccio, Murdock, & Mance (The definitive CPS: TSM work Creative leadership: Skills that drive change is 1st published in 2007)
  • @SynergeticMan ca.linkedin.com/in/trevormcalpinewww.synergeticmanagement.com @SynergeticMan ca.linkedin.com/in/trevormcalpine 50+ Years of CPS Development 11 • CPS is one of the 3 seminal sources of creativity training o Synectics – Gordon, Prince o deBono • Works in academia and the field o Regular “updates” o Relevant to where we live and work
  • @SynergeticMan ca.linkedin.com/in/trevormcalpinewww.synergeticmanagement.com @SynergeticMan ca.linkedin.com/in/trevormcalpine What is Creativity? • Anything that leads to something NEW & USEFUL 12
  • @SynergeticMan ca.linkedin.com/in/trevormcalpinewww.synergeticmanagement.com @SynergeticMan ca.linkedin.com/in/trevormcalpine What Needs Creative Input Situations that are: • Ill-defined o Unclear – even the end goal may not be fully visible • Novel o Can’t just do what was done before (no default) • Complex o Missing or contradictory information, criteria or evaluation methods • Mutable o Changing; in flux ONLY work on what you own / can influence 13
  • @SynergeticMan ca.linkedin.com/in/trevormcalpinewww.synergeticmanagement.com @SynergeticMan ca.linkedin.com/in/trevormcalpine Can Creativity be Learned? YES 14
  • @SynergeticMan ca.linkedin.com/in/trevormcalpinewww.synergeticmanagement.com @SynergeticMan ca.linkedin.com/in/trevormcalpine How is Creativity-Enhancement Taught? Combination of: • Models • Tools • Cognitive skills • Affective skills • Meta skills • Motivation / courage  Requires a high-level of well-organized domain- specific knowledge & skills to be creative in a specific field 15
  • @SynergeticMan ca.linkedin.com/in/trevormcalpinewww.synergeticmanagement.com @SynergeticMan ca.linkedin.com/in/trevormcalpine Area of Discovery Area of Discovery AreaofFamiliarity The Engine of Creativity Diverge  expanding away from original idea Converge  narrowing in towards a new common idea 16 Based on Puccio, Murdock, & Mance (2005) – used with permission
  • @SynergeticMan ca.linkedin.com/in/trevormcalpinewww.synergeticmanagement.com @SynergeticMan ca.linkedin.com/in/trevormcalpine Diverge / Converge Rules 17 Definitions and Rules for Divergent and Convergent Thinking Divergent Thinking Convergent Thinking A broad search for many diverse and novel alternatives A focused and affirmative evaluation of the alternatives Rules:  Defer judgment  Strive for quantity  Seek wild and unusual ideas  Build on other ideas Rules:  Be affirmative  Be deliberate  Check your objectives  Improve ideas  Consider novelty Definitions – Puccio, Murdock, & Mance (2007), p.39 Rules – Miller, Vehar, Firestien, (2001a), pp.22-23 Wildcard Principle  Be Open to Incubation
  • @SynergeticMan ca.linkedin.com/in/trevormcalpinewww.synergeticmanagement.com @SynergeticMan ca.linkedin.com/in/trevormcalpine Creative Problem Solving The latest model: The Thinking Skills Model 18 Based on Puccio, Murdock, & Mance (2005) – used with permission
  • @SynergeticMan ca.linkedin.com/in/trevormcalpinewww.synergeticmanagement.com @SynergeticMan ca.linkedin.com/in/trevormcalpine CPS:TSM Explained 19
  • @SynergeticMan ca.linkedin.com/in/trevormcalpinewww.synergeticmanagement.com @SynergeticMan ca.linkedin.com/in/trevormcalpine CPS:TSM Steps 20 Based on Puccio, Murdock, & Mance (2005) – used with permission
  • @SynergeticMan ca.linkedin.com/in/trevormcalpinewww.synergeticmanagement.com @SynergeticMan ca.linkedin.com/in/trevormcalpine Using and recognizing each step Step When to use Related words Assessing the Situation IF you need to describe, identify, gather, and select relevant data OR determine the next process step Assess, evaluate, determine, monitor, recognize, sort, find, seek, decide, interpret, explore, etc. 21 Assessing the Situation also requires: o Metacognition o Impeccable honesty o Unquestionable courage Based on Puccio, Murdock, & Mance (2007) – used with permission
  • @SynergeticMan ca.linkedin.com/in/trevormcalpinewww.synergeticmanagement.com @SynergeticMan ca.linkedin.com/in/trevormcalpine Using and recognizing each step Step When to use Related words Exploring the Vision IF you need to establish the goal or desired outcome of your efforts Picture, dream, look at, forecast, contemplate, see, speculate, ponder, wonder about, etc. Formulating Challenges IF you need to identify the obstacles or barriers that need to be addressed to achieve the desired outcome Clarify, untangle, explicate, define, decipher, clear up, uncover, discern why, etc. 22 FourSight preference: Clarifier Based on Puccio, Murdock, & Mance (2007) – used with permission
  • @SynergeticMan ca.linkedin.com/in/trevormcalpinewww.synergeticmanagement.com @SynergeticMan ca.linkedin.com/in/trevormcalpine Using and recognizing each step Step When to use Related words Exploring Ideas IF you have identified a specific challenge(s) that, if overcome, will move you in the direction of your desired outcome, but you do not know how to address this challenge(s) Come up with, invent, break through, originate, innovate, hatch, fashion, think up, find a way, make up, design a way, etc. Formulating Solutions IF you have ideas that need to be transferred into workable solutions to overcome a challenge Develop, elaborate, evaluate, flesh out, strengthen, refine, analyze, maximize, build on, etc. 23 FourSight preferences: Ideator - Developer Based on Puccio, Murdock, & Mance (2007) – used with permission
  • @SynergeticMan ca.linkedin.com/in/trevormcalpinewww.synergeticmanagement.com @SynergeticMan ca.linkedin.com/in/trevormcalpine Using and recognizing each step Step When to use Related words Exploring Acceptance IF you have solutions or a proposed changes you wish to carry forward and want to ensure that the environment will support your thinking Sell, convince, market, promote, leverage, influence, persuade, pitch, position, introduce, advocate, popularize, recommend, etc. Formulating a Plan IF you have solutions or a proposed change and you are not sure what steps need to be taken, and in what sequence, to implement your thinking Execute, implement, do, script, orchestrate, devise, plot, outline, organize, roll out, sequence, act, carry out, etc. 24 FourSight preference: Implementer Based on Puccio, Murdock, & Mance (2007) – used with permission
  • @SynergeticMan ca.linkedin.com/in/trevormcalpinewww.synergeticmanagement.com @SynergeticMan ca.linkedin.com/in/trevormcalpine Thinking and Affective Skills Step Thinking Skills Affective Skills Assessing the Situation Diagnostic Mindful Curiosity Exploring the Vision Visionary Dreaming Formulating Challenges Strategic Sensing Gaps Exploring Ideas Ideational Playfulness Formulating Solutions Evaluative Keeping Options Open Exploring Acceptance Contextual Sensitivity to Environment Formulating a Plan Tactical Tolerance for Risk Taking 25 ! Based on Puccio, Murdock, & Mance (2007) – used with permission 3 “Universal” Affective Skills: Openness to Novelty; Tolerance for Ambiguity; Tolerance for complexity
  • @SynergeticMan ca.linkedin.com/in/trevormcalpinewww.synergeticmanagement.com @SynergeticMan ca.linkedin.com/in/trevormcalpine Key Diverging Tools 26 5 W’s & H Who, What, Where, When, Why & How + modifier: else Why / Why Diagram Ask “Why?” about why the situation exists; keep asking “Why?” to challenge these answers Wishful Thinking “Wouldn’t it be nice if …”; “Wouldn’t it be awful if …” Storyboarding Draw a series of panels depicting the progress from today towards desired solution Statement Starters in Formulating Challenges Stem + Subject + Action Verb + “Receiver” HMW – How Might We … ? IWWMW – In What Ways Might We … ? H2 – How To … ? WMB – What Might Be … ? Web of Abstraction “Why?” & “What is stopping me/us?” + modifier: else Based on Puccio, Murdock, & Mance (2007) – used with permission
  • @SynergeticMan ca.linkedin.com/in/trevormcalpinewww.synergeticmanagement.com @SynergeticMan ca.linkedin.com/in/trevormcalpine Key Diverging Tools (cont.) 27 Brainstorming Follow the rules for Divergent Thinking + use support Forced Connections Pick any object & ask “What ideas does this give you about (the challenge)?” – Use multiple objects Metaphorical Thinking (Make the familiar strange & the strange familiar) Similes – X is like (something unrelated) … ? Personal Analogy: (When I am X), I … ? Direct Analogy: what is X like in the world of … ? Comparative Analogy: X is like … & … because … Generating Action Steps Generate the action steps required to implement the change or solution – use divergent thinking rules How – How Diagram Ask “How can (this solution or change) be achieved?” – ask “How can (this answer) be achieved” – Repeat … Based on Puccio, Murdock, & Mance (2007) – used with permission
  • @SynergeticMan ca.linkedin.com/in/trevormcalpinewww.synergeticmanagement.com @SynergeticMan ca.linkedin.com/in/trevormcalpine Key Integrative Tools 28 Criteria Challenge ideas along key criteria: “Will it…?”; “Does it…?” Evaluation Matrices (>4) Ideas vs. Criteria – 2x2 matrix – relative weighting PPCO Plus – What works about the idea Potentials – What’s really interesting/new possibilities Concerns – What are major concerns – diverge to solve Overcome – How can you overcome concerns Assisters vs. Resisters 5 W’s & H – Identify factors & people who will assist or resist implementation of the change – use divergent thinking to find all of them Stakeholder Analysis X-reference key individuals / groups vs. a scale (strongly oppose to strongly support) – determine action steps to shift people to the minimum support levels needed to ensure the implementation succeeds Based on Puccio, Murdock, & Mance (2007) – used with permission
  • @SynergeticMan ca.linkedin.com/in/trevormcalpinewww.synergeticmanagement.com @SynergeticMan ca.linkedin.com/in/trevormcalpine Key Converging Tools 29 Hits What data points do people feel (on a vote) are the most significant? Highlighting Can significant Hits data be grouped together to show relevant themes or trends? Success Zones 2x2 matrix x-referencing Degree of Importance vs. Probability of Success – Choose the most promising candidate(s) Sequencing Define the deadline by which to implement the solution or change – define 4 time horizons (now, short-term, mid-term, long-term); determine Who will do What by When and slot in all action plans Performance Dashboard For each key outcome, determine a graphic way of representing progress towards the outcome Based on Puccio, Murdock, & Mance (2007) – used with permission
  • @SynergeticMan ca.linkedin.com/in/trevormcalpinewww.synergeticmanagement.com @SynergeticMan ca.linkedin.com/in/trevormcalpine Kirton Adapter-Innovator (KAI) KAI • Measures creative style, not level of creativity • Adaptive style o Tends to tinker with and modify what is existing – “improve the box” thinking • Innovator style o Tends to create whole new solutions – “break the box” thinking • Macro-level, plotted on a single axis • Those to the left are more “Adaptive”, those to the right are more “Innovative” 30
  • @SynergeticMan ca.linkedin.com/in/trevormcalpinewww.synergeticmanagement.com @SynergeticMan ca.linkedin.com/in/trevormcalpine FourSight Diagnostic Tool • Determine your key problem solving preferences • 4 preferences o Clarifier o Ideator o Developer o Implementer • Quick, simple, effective for individuals & teams 31 Clarification Implementation Transformation
  • @SynergeticMan ca.linkedin.com/in/trevormcalpinewww.synergeticmanagement.com @SynergeticMan ca.linkedin.com/in/trevormcalpine Environment Ekvall’s 10 dimensions of creative climate 32 Challenge & Involvement Playfulness & Humour Freedom Debates (appropriate challenges) Idea Time Low (Interpersonal) Conflict Idea Support Risk Taking Trust & Openness Dynamism Based on Puccio, Murdock, & Mance (2007)
  • @SynergeticMan ca.linkedin.com/in/trevormcalpinewww.synergeticmanagement.com @SynergeticMan ca.linkedin.com/in/trevormcalpine End Goal It’s all about the re$ult$ • Pro-active o Choose to act, do not wait to be acted upon • Deliberate o Achieve real $ and other (measurable) goals • Focused o Real constraints – time, $ and resource • Repeatable o “Magic people chemistry” & pixie dust are unreliable 33
  • @SynergeticMan ca.linkedin.com/in/trevormcalpinewww.synergeticmanagement.com @SynergeticMan ca.linkedin.com/in/trevormcalpine End Goal (cont.) It’s all about the results (cont.) • Sustainable o Does not take greater and greater e- to get results • Ennobling o Leaves people better for having engaged / adopted it 34
  • @SynergeticMan ca.linkedin.com/in/trevormcalpinewww.synergeticmanagement.com @SynergeticMan ca.linkedin.com/in/trevormcalpine Moving theory into practice • Theory and Practice are the same... ONLY IN THEORY! Innovation is experiential – so go innovate! 2014-03-31 35Synergetic Management
  • @SynergeticMan ca.linkedin.com/in/trevormcalpinewww.synergeticmanagement.com @SynergeticMan ca.linkedin.com/in/trevormcalpine SPECIAL OFFER !!! • FourSight Assessment at cost (only $25USD) o Regular Price $97(USD) • FREE results explanatory call (~ ½ hour) o Value $100 • FREE coaching call / session (can be on unrelated subject) o Value $150+ (~ 1 hour) Process o Click on the following link: http://bit.ly/SMsh4Sb o Take the assessment – they send me the results • Weird, I know, but it is their system / process o I contact you and explain fully what your results mean • Beyond their helpful paragraph or two  36
  • @SynergeticMan ca.linkedin.com/in/trevormcalpinewww.synergeticmanagement.com @SynergeticMan ca.linkedin.com/in/trevormcalpine Questions 37
  • @SynergeticMan ca.linkedin.com/in/trevormcalpinewww.synergeticmanagement.com @SynergeticMan ca.linkedin.com/in/trevormcalpine CPS:TSM Reference The Thinking Skills Model of Creative Problem Solving (CPS:TSM) 38 Creative Leadership: skills that drive change Puccio, Murdock, & Mance 2007 (1st ed.), 2010 (2nd ed.)