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Innovation Boot Camp: Fostering a More Innovative Workplace (PPT)
 

Innovation Boot Camp: Fostering a More Innovative Workplace (PPT)

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This PDF document provides some summary notes from our presentation at the CPSI conference in Buffalo. You can also find our PPT from the session on Slideshare.

This PDF document provides some summary notes from our presentation at the CPSI conference in Buffalo. You can also find our PPT from the session on Slideshare.

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    Innovation Boot Camp: Fostering a More Innovative Workplace (PPT) Innovation Boot Camp: Fostering a More Innovative Workplace (PPT) Document Transcript

    • IBC:
Fostering
an
Innovative
Workplace
 Creative
Problem
Solving
Institute
Conference
 Adam’s
Mark
Hotel,
Buffalo,
NY
 June
21‐25,
2010
 
 
 Presenters
 
 M.J.
D’Elia
(mdelia@uoguelph.ca)
 Learning
and
Curriculum
Support
Librarian
 University
of
Guelph
 
 Robin
Bergart
(rbergart@uoguelph.ca)
 User
Experience
Librarian
 University
of
Guelph
 
 
 Objectives
for
this
presentation
 1. Understand
the
importance
of
innovative
practice
within
learning
 organizations

 2. Learn
simple
strategies
to
foster
more
innovative
thinking
in
your
 organization
 3. Recognize
the
value
of
play
to
productivity
 4. Learn
how
making
the
familiar
unfamiliar
can
lead
to
innovative
 breakthroughs
 5. Transfer
our
ideas
for
staff
training
in
creativity
and
innovation
to
your
 particular
organization
or
context
 
 Free
Association
Game
(Instructions)
 • In
small
groups,
answer
the
following
question:
How
is
a
library
like
_______?
 • Fill
in
the
blanks
with
one
of
the
following
words:
Airport,
submarine,
gas
 station
and
garage,
spa
or
salon,
hotel,
hospital,
tattoo
parlour,
orchestra,
 research
laboratory,
ski
resort,
farmers’
market,
amusement
park,
hockey
 arena,
cargo
van,
police
station,
farm
 • In
2
minutes,
brainstorm
as
many
similarities
between
libraries
and
these
 objects/places
as
possible
 
 Free
Association
Game
(Purpose)
 • Simple
activity
to
get
participants
to
practice
their
lateral
thinking
–
forces
 participants
to
look
for
connections
or
free
associations
between
seemingly
 unrelated
objects
 
 1

    • • Shifts
the
mood
and
signifies
to
the
participants
that
they
are
in
for
 something
different
(and
that’s
okay)
 • Can
reveal
a
more
interesting
picture
of
the
objects
that
are
being
free
 associated
 • Highlights
the
importance
of
looking
outside
our
industry
(libraries)
for
 solutions
to
the
problem
(too
often
we
focus
on
what
other
libraries
are
 doing
and
we
miss
broader
trends
in
other
industries)
 • Since
the
participants
are
not
librarians,
this
activity
also
highlights
(in
a
 light‐hearted
manner)
the
stereotypes
that
exist
about
libraries
and
 librarians.
 
 University
of
Guelph
(http://www.uoguelph.ca/)

 • Mid‐sized
teaching
and
research
institution

 • Undergraduate,
graduate
and
professional
programs
 • Over
22,000
students
 
 University
Culture
 • Place
where
the
lone
wolf
thrives

 • Conservative,
bureaucratic,
competitive,
hierarchical,
 • Focused
(obsessed
with)
the
written
word
over
images
or
tactile,
kinesthetic,
 etc.
(all
characteristics
anathema
to
creativity)
and
yet
also
places
associated
 with
freedom
of
thought
and
expression,
generating
ideas,
collaborations
in
 science,
etc.
 • Tenure
is
the
main
pursuit
–
but
such
security
actually
leads
to
a
lot
of
 complacency
 
 McLaughlin
Library
(http://www.lib.uoguelph.ca/)

 • Primary
library
on
campus

 • Sciences,
social
sciences,
humanities
and
arts
 • Busy
hub
on
campus
–
11,000+
visitors
each
day
during
the
academic
year
 • 120+
staff
members,
approximately
23
librarians
 
 Library
Culture
 • Not
viewed
as
a
cutting
edge
profession
or
a
particularly
innovative
place
to
 work.

 o The
Internet
has
become
the
go‐to
place
for
information
 
 2

    • o Is
conserving,
maintaining,
organizing,
controlling
role
of
libraries
 incompatible
with
risk
and
innovation?
Where
can
innovation
happen
 in
a
library?
In
the
heads
of
the
users?

 • By
and
large
we
aren’t
about
producing
new
products
and
services
but
about
 facilitating
other
people’s
work,
so
innovation
looks
different
where
we
work
 • While
we
are
accountable
to
our
users,
we
don’t
have
the
same
pressures
to
 be
cutting
edge
and
to
innovate
as
a
business
might
need
to
survive
 o We
have
a
captive
audience
and
no
real
competition

 o We
also
have
incredible
job
security

 
 Libraries,
Innovation
and
the
development
of
IBC
 • Budgets
are
getting
tighter,
so
we
need
a
more
strategic
way
to
use
our
 resources

 • If
we’re
going
to
do
more
with
less,
then
we’re
going
to
need
to
become
 better
innovators
and
creative
problem
solvers.
 • Fortunately,
one
of
our
core
values
is
innovation
 • Given
our
particular
cultural,
we
used
the
language
of
pedagogy.
We
 designed
a
curriculum,
we
used
‘active
learning’,
we
used
reflective
practice,
 we
delivered
a
‘course’
which
we
called
Innovation
Boot
Camp.

 • We
brought
our
strengths
as
librarians—we
help
people
with
the
research
 process
and
are
not
experts
in
any
one
subject.
We
use
the
reference
 interview
to
elicit
from
people
what
they
need
and
want
and
work
to
help
 people
articulate
their
information
needs
and
facilitate
their
work.

 • We
focused
on
questions
around
process:
Can
we
make
creativity
more
of
a
 habit?
Can
we
forge
a
strong
team
with
the
trust
it
takes
to
stimulate
 creativity?
 Innovation
Boot
Camp
 • Operated
a
12‐week
social
experiment
called
Innovation
Boot
Camp

 • Adopted
a
military
metaphor
(including
camouflage)
because:
 o We
wanted
to
be
disciplined
in
our
training
(like
military
boot
camp)

 o Inherent
tension
between
the
chaos
that
often
comes
with
creativity
 and
the
regimented
order
that
comes
with
the
military
 • Delivered
an
open
call
to
the
library
and
recruited
six
individuals
 • Spent
2
hours
every
Friday
afternoon
for
an
entire
semester
some
creativity
 experiments
and
learning
together
 o Reflection
(chance
to
reflect
on
the
previous
week’s
activities
as
a
 group)
 o Mind
stretch
(warm‐up
activity
designed
to
loosen
the
mood
and
get
 the
group
thinking)
 o Main
challenge
(primary
task
for
the
session
–
e.g.
rapid
prototyping)
 o Debrief
(opportunity
to
discuss
the
solutions
to
the
main
challenge)
 o Reflection
homework
(questions
for
personal
journaling)
 
 3

    • • Used
Tom
Kelley’s
book,
The
Ten
Faces
of
Innovation,
to
structure
the
 program
 o Kelley
works
at
IDEO
(http://www.ideo.com/),
a
fairly
well‐known
 international
design
consulting
firm
 o Divides
the
ten
faces
into
three
categories:
  Learning
personas
  Organizing
personas
  Building
personas
 o Presents
a
broad
perspective
of
the
types
of
personas
required
for
 innovative
thinking
(enabled
us
to
see
what
we’re
good
at,
but
also
 where
we’re
lacking)

 o The
goal
of
the
book
is
not
to
identify
with
a
single
face,
it
is
to
become
 aware
of
the
faces
needed
to
generate
and
execute
good
ideas
 o At
times
you
may
play
multiple
roles
on
a
given
team,
or
you
may
play
 one
role
on
one
team
and
a
different
one
on
the
other
 o While
you
may
inherently
lean
toward
one
“face”,
you
can
develop
 skills
and
abilities
in
the
other
faces
 
 The
10
Faces
of
Innovation:
Learning
Personas
 • Description:
Information
gatherers
 • Purpose:
To
help
the
organization
avoid
becoming
too
internally
focused
 • Responsibilities:

 o Gather
new
sources
of
information
 o Openly
question
assumptions
 o Remain
open
to
new
insights
(regardless
of
the
source)
 • Credo:
Enemy
of
complacency
 
 The
Anthropologist
 • Develops
a
deep
understanding
of
how
people
interact

 • Observes
human
behaviour
with
products,
services
and
spaces
 • Watches
subjects
in
their
natural
environment
 • Key
phrase:

 o “fresh
eyes”
–
it’s
about
seeing
things
for
the
first
time
like
a
tourist
in
 a
foreign
place
 
 The
Experimenter
 • Learns
by
trial
and
error;
takes
calculated
risks
 • Continually
prototyping
and
product‐testing
new
ideas
 • Expect
to
fail
often,
but
failing
early
leads
to
faster
and
better
solutions
 • Key
phrases:
 o “experimentation
as
implementation”
 o “thinking
by
doing”;
“thinking
with
your
hands”
 
 
 4

    • The
Cross­Pollinator
 • Explores
other
industries
and
cultures
 • Translates
findings
from
other
environments
into
the
current
context
 • Efforts
are
focused
externally
 • Nurtures
curiosity;
explores
adjacencies
 • Key
phrases:
 o “connect
cultures”;
“work
the
metaphor”
–
every
object
has
the
 capacity
to
stand
for
something
else
 o “connect
cultures”
 
 
 Gadget
Game
(Instructions)
 • Distribute
one
random
object
to
each
pair
or
group
 • Come
up
with
a
dozen
alternative
uses
for
this
item
(i.e.
not
for
the
purpose
 for
which
it
was
designed)


 • Have
groups
share
some
of
their
ideas
 
 Gadget
Game
(Purpose)
 • Gets
people
thinking
differently
about
a
very
common
object
 • Participants
begin
to
consider
other
qualities
of
the
object
(e.g.
colour,
 weight,
shape,
etc.)
 • Get
people
to
strive
for
novel
ideas
 • Connection
to
IBC:
we
had
our
recruits
have
to
seek
out
ideas
from
other
 people
(who
weren’t
in
the
program)
to
spread
some
of
the
energy
and
 innovation
“fever”
to
the
broader
organization
 
 The
10
Faces
of
Innovation:
Organizing
Personas
 • Description:
Idea
sorters
 • Purpose:
To
help
good
ideas
move
forward
in
the
organization
 • Responsibilities:
 o Move
past
organizational
challenges
to
accomplish
tasks
 o Allocate
resources
effectively
 • Credo:
Survival
of
the
fittest
 
 The
Hurdler
 • Has
a
knack
for
overcoming
obstacles
and
roadblocks
 • Intricate
knowledge
of
the
organizational
processes
and
hierarchy
 • Politically
aware
and
unafraid
of
bureaucratic
process
 • Willingness
to
bend
the
rules
to
accomplish
tasks
 • Thrives
on
constraints
–
doesn’t
like
to
hear
that
something
“can’t
be
done”
 • Key
phrases:
 o “seek
forgiveness
not
permission”
 
 5

    • o “see
through
constraints”
 
 The
Collaborator
 • Brings
eclectic
personalities
and
diverse
individuals
together
 • Encourages
and
enables
cooperation
among
the
team
members
 • Helps
generate
multi‐disciplinary
solutions
 • Co‐opts
the
Devil’s
Advocates
 • Gets
people
learning
and
doing
together
 • Thrives
in
the
messy
spaces
of
people
working
together
(conflict,
friction,
 strife,
delight,
creative
potential)
 • Key
phrases:
 o “Lead
from
the
middle”
 o “break
down
silos”

 
 The
Director
 • Gathers
talented
crew
and
inspires
them
to
perform
 • Intimate
knowledge
of
team
members’
strengths
 • Ability
to
harness
the
creativity
of
others
 • Allocates
resources,
keeps
people
on
tasks,
showcases
the
team
 • Draws
people
out
–
motivates
and
encourages
 • Less
dictation,
more
facilitation

 • Puts
others
on
the
centre
stage
 • Key
phrase:
 o “showcase
the
team”
 
 Improv
Game
(Instructions)
 • Divide
the
audience
into
bigger
groups
 • Run
improv
activities
 o Clap
and
point
game
 o Jump
in
and
Build
(I
am
the
teabag.
I
am
the
teapot.
I
am
the
British
 lady.
The
teapot
stays.)
 
 Improv
Game
(Purpose)
 • Key
principles
of
improv

 o accept
the
offer—support
your
teammate
 o listen
 o don’t
set
someone
else
up
for
failure
 o serve
the
scene—it’s
not
about
you
being
funny
or
the
star

 o commit
to
the
scene
 o movement
and
play
fosters
learning,
innovation,
flexibility,
 adaptability
 
 6

    • • The
opposite
of
play
is
not
work;
it
is
depression.
When
play
and
work
are
 integrated
it
helps
us
make
sense
of
our
world
and
ourselves;
play
helps
us
 see
things
differently,
makes
us
curious
and
alert.
Play
at
work
is
essential.
 
 The
10
Faces
of
Innovation:
Building
Personas
 • Description:
Idea
executors

 • Purpose:
To
turn
great
ideas
into
real
projects
 • Responsibilities:

 o Apply
insights
from
learning
personas
 o Recognize
successes
from
organizing
roles
 • Credo:
Build
it
and
they
will
come
 
 The
Experience
Architect
 • Design
compelling
experiences
 • Connect
with
customers
and
users
at
a
deeper
level
than
mere
functionality
 • Surprises
and
delights
in
unforgettable
experiences
 • Authentic
 • Attention
to
details
 • Key
phrase:
 o “make
the
ordinary
extraordinary”
 
 The
Set
Designer
 • Create
a
stage
on
which
members
can
do
their
best
work
 • Consider
the
physical
environment
as
a
tool
 • Find
hidden
performance
improvements
by
reshaping
space
 • Builds
spaces
for
creative
play
 • Provides
the
materials
to
be
creative
 • Key
phrase:
 o “shape
the
spaces”
 
 The
Caregiver
 • Anticipate
customer
needs
and
are
ready
to
look
after
them
 • Willing
to
move
beyond
simple
service
 • Demonstrates
empathy
toward
the
plight
of
the
customer
 • Goes
for
“intimacy
not
scale”
 • Treat
people
as
individuals
not
as
an
aggregated
group
 • Provides
valuable
expertise
 • Makes
people
feel
good
about
themselves
 • Key
phrases:
 o “show
more,
tell
less”
 o “smile”
 
 
 
 7

    • The
Storyteller
 • Build
internal
morale
through
stories
 • Reinforce
organizational
culture
through
firsthand
accounts
 • Create
external
awareness
through
stories
(marketing
angle)
 • Importance
of
authenticity
 • Use
a
variety
of
tools
to
communicate
 • Key
phrase:
 o “collect
compelling
narratives”
 
 Mad
Libs
Game
(Instructions)
 • In
small
groups
(grandparents
and
children),
have
the
grandparent
read
out
 parts
of
speech
needed
to
complete
the
story
 • Parts
of
speech
are
supplied
by
the
“children”

 
 Mad
Libs
Game
(Purpose)
 • Used
this
activity
to
provoke
a
humorous
response
–
especially
when
it
is
a
 familiar
core
document
 • In
IBC
we
used
this
activity
to
make
our
very
familiar
library
orientation
tour
 less
familiar
 
 Concluding
Thoughts:
Build
your
own
Boot
camp
 • With
buy‐in
from
management,
this
can
be
done
inexpensively
(aside
from
 the
cost
of
staff
time,
we
did
our
entire
12‐week
program
for
under
$500)
 • Don’t
need
to
do
a
12‐week
program
–
try
a
morning,
a
day
long
retreat,
once
 a
month,
at
the
beginning
of
your
staff
meetings,
etc.
–
figure
out
what
will
 work
in
your
context
and
go
with
that
 
 Find
Your
Metaphor
 • Build
your
own
boot
camp.
We
used
curriculum
design.
What
approach
or
 metaphor
would
work
where
you
work?
 Build
on
your
Strengths
 • What
we
bring
to
the
table
as
‘insiders’
and
as
librarians—we
are
trained
to
 address
people
‘where
they
are
at’
and
to
be
creative
in
tailoring
to
their
 needs,
to
keeping
the
possibilities
open
and
applying
solutions
from
 wherever
inspiration
might
come
 • What
strengths
do
you
bring?
 
 
 8

    • Challenges
and
Resistance
 • Listen
to
the
challenges
so
you
can
better
understand
the
issues,
but
don’t
 give
in
–
be
persistent
 • Use
the
concerns
that
people
have
with
your
idea
to
refine
your
idea
or
 program
 • What
kind
of
resistance
do
you
face
in
your
workplace?
 
 Assessment
 • Run
a
series
of
follow‐up
“innovation”
activities
 • Ask
yourself
what
success
looks
like
–
How
will
you
know
you
succeeded?
 • Plan
assessment
mechanisms
early
 • Library
has
established
a
fund
for
innovation
and
a
process
by
which
people
 can
submit
ideas
(and
applicants
will
be
selected
by
employees
not
 management)
 Share
what
you
learn
(including
failures)
 • For
an
organization
to
truly
benefit
you
need
to
find
a
way
to
share
what
 you’ve
learned
about
the
process
 • Sharing
failures
is
just
as
important
as
sharing
successes
(don’t
sweep
it
 under
the
rug)
 • Find
an
appropriate
way
to
reach
your
organization
 
 Innovation
Boot
Camp
(Steal
These
Ideas!)
 • More
information
on
Innovation
Boot
Camp
can
be
found
at
our
blog:
 o http://innovationbootcamp.wordpress.com/

 • Feel
free
to
borrow
and
adapt
these
ideas
for
your
organization!
 
 
 
 

 
 9