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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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  • 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 []
  • 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 (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 415.694.1951 skype: tarahunt747