Creating a Culture
of Innovation
@DeEttaMJones
Creativity v. Innovation
• What does it take to
innovate?
• Types of innovation
• Reasons to innovate
Tools for Innovation...
-Teresa Amabile, How to Kill Creativity, HBR
www.DeEttaJones.com
At the fringe
We know
where it lives…
All innovation is creative
But not all creativity is innovative
Imagination, Audacity and Design
www.DeEttaJones.com
“If you see
a stylus or
a task manager,
‘they blew it.’”
Debunking
Myths
-Paul Light, Sustaining Innovation: Creating Non-Profit and
Government Organizations that Innovate Natural...
1. Transformation
2. Problem Solving
Two Types
of Innovation
“When you discover
you are riding a dead
horse,
the best strategy is to
dismount.”
Consider
Dakota Tribal
Wisdom
INNOVATION MEANS CREATING CHANGE
INSTEAD OF JUST REACTING TO IT
http://www.rebelsatwork.com/2013/02/20/50-reasons-not-
to-...
Brand Erosion: We are a mature business model and sometimes our
funders take us for granted or fail to fully understand ou...
Tools
For Innovation
1. Creative Insight Session
– State the problem
– Brainstorm
– Reframe the question
– Second round
2. Excursion Technique
...
Prototyping
The Politics
of Innovation
And we’re
getting
worse at it
www.DeEttaJones.com
We have a hard time predicting
what will work….
Driving Forces Restraining Forces
Forces For/Against Change
In Your Organization/Industry
Q: What is the #1
determinant of
success?
A: The number of
ideas you come
up with and try
to make happen.
MANAGER: STRIVES TO KEEP
BAD THINGS FROM HAPPENING
INNOVATOR/DESIGNER: STRIVES TO
MAKE GOOD THINGS HAPPEN
The Difference
Creating a Culture
for Innovation
“Organizations are, first and foremost, centers
of human relatedness and relationships come
alive where there is an apprec...
Positive
Experiences of
Positive Emotions
Broaden
Momentary
Thought-Action
Repertoires
Build Enduring
Personal
Resources
T...
 Appreciative Inquiry is
the study and
exploration of what
gives life to human
systems when they
function at their best.
...
If we look for what is
best and learn from it,
we can magnify and
multiply our success
If we continue to search
for proble...
Starting with 2 very different questions:
• What works well in this organization?
vs.
• What problems do we need to fix to...
4-D Cycle of Appreciative Inquiry
-The Power of Appreciative Inquiry
Positive Core
Design
“Determine
what should be”
Affir...
• Identify problems
• Conduct Root Cause
Analysis
• Brainstorm Solutions &
Analyze
• Develop Action Plans
• Metaphor:
Orga...
Create a list of "banned"
negative expressions
• "We've tried that before"
• "It will never work"
• "We don't do it that w...
Reflect: How might you
incorporate more
positive exploration of
ideas and minimize
negativity in your
organization?
Be spe...
The Future is…
Diverse and
Unexpected
-Frans Johannson,
Medici Effect
1. The more ideas
the better
2. Go for zany!
3. Hand your
problem off to
someone else
4. No bad ideas!
5. Use your whole
m...
CREATIVITY
HARD WORK
+
Willingness to Make Some Mistakes
www.DeEttaJones.com
In your:
• Environment
• Structures
• Leadership
• Management
systems
www.DeEttaJones.com
Release
Creativity
Traditional failure
• Try to get your product 95% right
• Release it
• Learn what is wrong with it from consumers
• Lament...
– Try to get your service,
program or product
50% right
– Release it
– Learn what is wrong
with it from customers
– Fix it...
Reward Use
of the Whole
Self
Reward Use of the
Whole Self
• Look for
groundbreaking ideas
in unpredictable
places
• The predictable path
to success does not
exist
• Diversity drive...
% of Decision-Making Responsibilities
80%
20%
20%
80%
Leader
Team
CONTROLLING FACILITATING
CONTROLLING FACILITATING
• Tell
• Sell
• Decide
• Solve Problems
• Listen
• Ask Questions
• Coach
• Teach
Diversity
and Teams
Reference: Adler, N. J. International Dimensions of Organizational Behavior.
4th ed. Cincinnati, OH: South-Western, 2002.
...
Leaders’ Role
www.DeEttaJones.com
1. What are the implications
of this for you and your
organization?
2. What are the leadership
qualities that you want to
...
1. Why should I care?
2. Organize for innovation
3. Staff teams with those who are committed and
passionate about new idea...
www.DeEttaJones.com
@DeEttaMJones
Thank you!
DeEtta Jones Creating a Culture of Innovation_October 4 2013
DeEtta Jones Creating a Culture of Innovation_October 4 2013
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This deck was used at half-day session I conducted on Innovation for leaders in the state of Florida.

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DeEtta Jones Creating a Culture of Innovation_October 4 2013

  1. 1. Creating a Culture of Innovation @DeEttaMJones
  2. 2. Creativity v. Innovation • What does it take to innovate? • Types of innovation • Reasons to innovate Tools for Innovation Politics of Innovation Creating a Culture of Innovation Session Outline
  3. 3. -Teresa Amabile, How to Kill Creativity, HBR
  4. 4. www.DeEttaJones.com At the fringe We know where it lives…
  5. 5. All innovation is creative But not all creativity is innovative
  6. 6. Imagination, Audacity and Design www.DeEttaJones.com “If you see a stylus or a task manager, ‘they blew it.’”
  7. 7. Debunking Myths -Paul Light, Sustaining Innovation: Creating Non-Profit and Government Organizations that Innovate Naturally 1. Innovating is the gift of the few. 2. Innovating is the product of perfection. 3. Innovating is best done under extreme pressure. 4. Innovating is best done alone. 5. Strong adversaries make for strong innovations. 6. Innovating always means saying yes. 7. Innovating is a choice between science and art. 8. Good management is hostile to good innovation. 9. Innovating organizations are good at keeping secrets. 10.Innovating is the path to organizational bliss.
  8. 8. 1. Transformation 2. Problem Solving Two Types of Innovation
  9. 9. “When you discover you are riding a dead horse, the best strategy is to dismount.” Consider Dakota Tribal Wisdom
  10. 10. INNOVATION MEANS CREATING CHANGE INSTEAD OF JUST REACTING TO IT http://www.rebelsatwork.com/2013/02/20/50-reasons-not- to-change/
  11. 11. Brand Erosion: We are a mature business model and sometimes our funders take us for granted or fail to fully understand our value add. Internal Churn: Our new ideas are stuck in the mud of internal planning and review processes Competition: Our competitors are moving into our space and we need to do something to defend it Adjacent markets: We see opportunity in adjacent markets (demographics, formats, medium) but we don’t know where and how to start Mining IP: We have so much IP but we don’t know how to turn it into products and services our customers want Time-to-Market: Our need for approval and perfection doesn’t allow for nimbleness and trial and error Customer insight: Our processes are driven by our values and mission but fail to recognize latent or unarticulated customer need Sustainability: We’ve gotten lucky one or twice but how do we repeat our successes year after year? Innovation Why?
  12. 12. Tools For Innovation
  13. 13. 1. Creative Insight Session – State the problem – Brainstorm – Reframe the question – Second round 2. Excursion Technique – What can a photograph tell you about your problem? 3. Prototyping – Observing people in situations—what are they doing? How can we create solutions to their problems? Tools http://www.youtube.com/watch ?v=M66ZU2PCIcM
  14. 14. Prototyping
  15. 15. The Politics of Innovation
  16. 16. And we’re getting worse at it www.DeEttaJones.com We have a hard time predicting what will work….
  17. 17. Driving Forces Restraining Forces Forces For/Against Change In Your Organization/Industry
  18. 18. Q: What is the #1 determinant of success? A: The number of ideas you come up with and try to make happen.
  19. 19. MANAGER: STRIVES TO KEEP BAD THINGS FROM HAPPENING INNOVATOR/DESIGNER: STRIVES TO MAKE GOOD THINGS HAPPEN The Difference
  20. 20. Creating a Culture for Innovation
  21. 21. “Organizations are, first and foremost, centers of human relatedness and relationships come alive where there is an appreciative eye, when people see the best in one another and the whole, when they share their dreams and ultimate concerns in affirming ways, and when they are connected in full voice to create not just new worlds, but better worlds. By making it possible for every voice to be heard, a life giving process is enacted.” -The Appreciative Organization by Harlene Anderson, David Cooperrider, et. al. A Positive View of Organizations
  22. 22. Positive Experiences of Positive Emotions Broaden Momentary Thought-Action Repertoires Build Enduring Personal Resources Transform People and Produce Upward Spirals Focus on the -Barbara Frederickson, Positivity
  23. 23.  Appreciative Inquiry is the study and exploration of what gives life to human systems when they function at their best.  This approach to personal change and organization change is based on the assumption that questions and dialogue about strengths, successes, values, hopes, and dreams are themselves transformational. Technique: Appreciative Inquiry
  24. 24. If we look for what is best and learn from it, we can magnify and multiply our success If we continue to search for problems, we will continue to find problems Appreciative Inquiry- Simply Put…
  25. 25. Starting with 2 very different questions: • What works well in this organization? vs. • What problems do we need to fix to make this organization better? Imagine the difference…
  26. 26. 4-D Cycle of Appreciative Inquiry -The Power of Appreciative Inquiry Positive Core Design “Determine what should be” Affirmative Topic Choice Dream “Imagine what might be” Discovery “Appreciate what is” Destiny “Create what will be”
  27. 27. • Identify problems • Conduct Root Cause Analysis • Brainstorm Solutions & Analyze • Develop Action Plans • Metaphor: Organizations are problems to be solved • Appreciate “What is” (What gives life?) • Imagine “What might be” • Determine “What Should Be” • Create “What Will Be” • Metaphor: Organizations are a solution/mystery to be embraced Problem Solving Appreciative Inquiryvs.
  28. 28. Create a list of "banned" negative expressions • "We've tried that before" • "It will never work" • "We don't do it that way" Post the list so everyone can see it. Review the list and note that other negative expressions can be added at any time. Exorcise the Negativity
  29. 29. Reflect: How might you incorporate more positive exploration of ideas and minimize negativity in your organization? Be specific. Write down specific questions you might ask. With one other person: Share your ideas with a colleague. Exercise
  30. 30. The Future is… Diverse and Unexpected -Frans Johannson, Medici Effect
  31. 31. 1. The more ideas the better 2. Go for zany! 3. Hand your problem off to someone else 4. No bad ideas! 5. Use your whole mind 6. Open it up 7. Measure performance 8. Celebrate success 9. Have fun 10.Build mission into systems not vice versa Ten Strategies for Leading Innovation
  32. 32. CREATIVITY HARD WORK + Willingness to Make Some Mistakes www.DeEttaJones.com
  33. 33. In your: • Environment • Structures • Leadership • Management systems www.DeEttaJones.com Release Creativity
  34. 34. Traditional failure • Try to get your product 95% right • Release it • Learn what is wrong with it from consumers • Lament the fact that it took you years to make junk Perfect is the enemy of innovation ‘Pretty Good’ …Ain’t All Bad
  35. 35. – Try to get your service, program or product 50% right – Release it – Learn what is wrong with it from customers – Fix it up a bit and release a new version *better yet, get customers involved from the outset—invite them to describe their problems and how you can help solve it. Successful Failure
  36. 36. Reward Use of the Whole Self Reward Use of the Whole Self
  37. 37. • Look for groundbreaking ideas in unpredictable places • The predictable path to success does not exist • Diversity drives innovation—we come up with more ideas at the intersection www.DeEttaJones.com A Few Things to Think About
  38. 38. % of Decision-Making Responsibilities 80% 20% 20% 80% Leader Team CONTROLLING FACILITATING
  39. 39. CONTROLLING FACILITATING • Tell • Sell • Decide • Solve Problems • Listen • Ask Questions • Coach • Teach
  40. 40. Diversity and Teams
  41. 41. Reference: Adler, N. J. International Dimensions of Organizational Behavior. 4th ed. Cincinnati, OH: South-Western, 2002. Effectiveness in creative tasks MonoculturalTeams Multicultural Teams Multicultural Teams Less More + + + + + + + + c. Milton J.Bennett, 2008 Impact of Diversity on Team Performance Leader acknowledges & supports cultural difference Cultural difference an asset to performance Leader ignores or suppresses cultural difference Cultural difference an obstacle to performance
  42. 42. Leaders’ Role www.DeEttaJones.com
  43. 43. 1. What are the implications of this for you and your organization? 2. What are the leadership qualities that you want to see in yourself and others in your organization to increase the propensity for innovation success? www.DeEttaJones.com Leaders’ Role
  44. 44. 1. Why should I care? 2. Organize for innovation 3. Staff teams with those who are committed and passionate about new ideas 4. Keep teams small 5. Encourage dissent 6. Give teams permission to break old rules 7. Support innovation • Unwavering support from top management is essential • If you’re organization can’t innovate, get out of the way Leadership Take-Aways
  45. 45. www.DeEttaJones.com @DeEttaMJones Thank you!

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