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Unmanaging: Unleashing the Creative Beast

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Presentation for GOVIS 2007 I give tomorrow afternoon

Presentation for GOVIS 2007 I give tomorrow afternoon

Published in: Health & Medicine, Business

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  • We are all creative in one way or another! This is a great slide. Thanks for sharing with us!
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  • excellent, thanks for sharing
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  • I love these slides! Did you know we’re running a competition on SlideShare to win a 3M PocketProjector MP180? To enter, simply tag your presentation with ‘3MInform’. Head over to our page for more details... and don’t forget to follow us to find out if you get shortlisted!
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  • Thanks! Now I´m ready for an innovative work!
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  • great presentation
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    http://www.financialcrisis2009.org
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  • 1. Un-Managing Unleashing the Creative Beast in your Team by Tara Hunt, Citizen Agency
  • 2. outline • the beast • the innovative beast • the creative beast • the unleashing
  • 3. the beast
  • 4. the starfish: small pieces, loosely joined
  • 5. starfish principles • autonomous individuals & teams • catalysts • champions • distributed responsibilities • common ideology & goals
  • 6. the innovative beast
  • 7. now, how did I get stuck in this darned lightbulb again?!
  • 8. on innovation • myths of innovation (Berkun 2007) • conditions for innovation • ways to kill innovation • ...onto a new direction: creativity
  • 9. the myths of innovation Scott Berkun, 2007
  • 10. myth #1: the ‘eureka’ moment
  • 11. myth #2: there is a clear path to innovation
  • 12. myth #3: people dig new ideas
  • 13. myth #4: the lone inventor
  • 14. myth #5: “I’m not really that creative”
  • 15. myth #6: you’ll know innovation when you see it
  • 16. myth #7: the best ideas win
  • 17. myth #8: innovation is always good
  • 18. “don’t focus on ‘innovating’, focus on trying to solve a problem” Scott Berkun, 2007
  • 19. conditions for innovation
  • 20. conditions for innovation: “my terms are as follows...”
  • 21. there has to be a mix of... • A motivation or direction • Creative thinking / experimenter mentality • Ability to convert dead ends into new motivations / directions • Desire to challenge (or sometimes ignorance of) the status quo • Threshold for risk & comfort w/uncertainty • Time + $$$ for work Scott Berkun, 2007
  • 22. three types of people needed for innovative teams “more, but no less...” creator champion catalyst
  • 23. innovative teams include: • creator - high-level thinker, extremely “wacky” ideas • catalyst - a ‘connector’ who recognizes those ideas and connects them to solutions • champion - paves through the nay-sayers to get the idea to market
  • 24. case study: Post-itTM Notes
  • 25. how to kill innovation 101
  • 26. innovation killers • • more management risk aversion layers (hierarchies) • skewing to high-level • paperwork, reports & thinking reviews • valuing deadlines over • overplanning doing it right • • competition demanding consensus • favoring the go-getters
  • 27. kathy sierra on consensus:
  • 28. instead of saying this: “Sounds like an interesting idea, but it doesn’t fit into this year’s budget…”
  • 29. say this: “I have a budget set aside for employee initiatives. Put together a cost analysis and let’s see if we can make it work…”
  • 30. instead of saying this: “That project just doesn’t fit into our current priority list…”
  • 31. say this: “Tell me about how this will improve our customer’s experience…”
  • 32. instead of saying this: “It won’t work…”
  • 33. say this: “We tried something similar a couple of years back and it didn’t fly, explain how your idea/plan is different…”
  • 34. instead of saying this: “Senior management won’t ever go for it…”
  • 35. say this: “Let me arrange a meeting for you with [insert Sr. Manager name here]...”
  • 36. or even better: “You should contact [insert Sr. Manager name here]. This seems like an idea that is right up her alley…”
  • 37. the creative beast
  • 38. Thinking about solving the innovation question in the framework of encouraging every day creativity is more helpful. People are more happy when they are being creative (not innovative). why creative & not innovative?
  • 39. conditions for creativity • • a safe space (ability to celebration of risk-taking say potentially ‘dumb’ • things) transparency + openness • start from simple, move • to difficult – game flow change of environment • • moving from personal to fun, laughter & communal enjoyment of activity • • introducing different clear understanding of perspectives rewards • • experimentation oodles of encouragement
  • 40. creative work environments
  • 41. open spaces “great for collaboration” thoughtworks pune
  • 42. room for personalization “to feel at home” pixar studios
  • 43. close to parks, coffee shops, etc. “don’t lock them in the office” google hq
  • 44. healthy snacks & drinks “provide brain food” citizen space
  • 45. out in the open meeting spaces “there are no secrets here!” the hive
  • 46. creation of personal connections “do team stuff apart from work” architectural firm
  • 47. the unleashing
  • 48. how to unleash • don’t manage, motivate • the myths of motivation • how to motivate • random ideas (throw ‘em at the wall, see if they stick]
  • 49. the myths of motivation
  • 50. myth #1: People aren’t intrinsically motivated
  • 51. myth #2: Rewards (employee of the week, free stuff, bonuses, etc.) will motivate people.
  • 52. why not rewards? 1. It’s not sustainable – As soon as you withdraw the punishment or reward, the motivation disappears. 2. You get diminishing returns – If the punishment or rewards stay at the same levels, motivation slowly drops off. To get the same motivation next time requires a bigger reward. 3. It hurts intrinsic motivation – Punishing or rewarding people for doing something removes their own innate desire to do it on their own. From now on you must punish/reward every time to get them to do it. [source: Alfie Kohn]
  • 53. myth #3: The threat of severe consequences (job loss, demotion, etc.) will motivate people.
  • 54. how to motivate 101
  • 55. what motivates? intrinsic motivation [Malone and Lepper (1987)]
  • 56. promoting intrinsic motivation • challenge • curiosity • control • fantasy • self-imposed competition • cooperation • recognition [http://education.calumet.purdue.edu/vockell/EdPsyBook/Edpsy5/Edpsy5_intrinsic.htm]
  • 57. silly random ideas • Use the rules of Improv games: “Yes, and…” “Make the other guy look good” “No apologizing” • Celebrate the risk takers: fail gloriously • Use an internal social network with awesome silly things like ‘sending virtual presents’ • The Open Door policy is dead: Use the Managing by Wandering Around method. Not to ‘watch’, but to engage. • Trade jobs days: the Senior Management works with customers and vice versa. Discuss afterwards. • Take the boardroom tables out of the boardrooms and replace them with moveable furniture. • Have an internal BarCamp, where everyone presents whatever they would like to
  • 58. licensing:
  • 59. about those rockin’ images: • Most are from iStockphoto.com (totally cool site) • except for: • aeron chair (google image search p.14) • image from Kathy Sierra’s site Creating Passionate Users (diagram on consensus p.28) • images of cool workspaces thanks to Flickr CC-share alike licensing and Veerle Pieters awesome group: Inspiring Workspaces! (p.42-47)
  • 60. Tara Hunt tara@citizenagency.com 415.694.1951 skype: tarahunt747 www.citizenagency.com www.horsepigcow.com