2013 Hal Rogers Scholars Program in Innovation

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This program introduces Kentucky’s Hal Rogers Scholars to IDEO’s methods of design thinking and human-centered design principles through a set of exercises in creativity, improv, “ball games,” empathy training and opportunity recognition and team work.

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2013 Hal Rogers Scholars Program in Innovation

  1. 1. Entrepreneurial Leadership Training Hal Rogers Scholars Program June 25, 2013 Lindsey Wilson College Columbia, Kentucky Peter H. Hackbert, Director Entrepreneurship for the Public Good Berea College
  2. 2. Let’s introduce you to IDEO
  3. 3. IDEO Breakthr ough Insights - Whitaker and Hackbert Slide 1-3 IDEO THE MOST CREATIVE, INNOVATIVE COMPANY ON THE PLANET
  4. 4. Creativity- The “box” #1 Thinking
  5. 5. You will need a pencil and something to draw on.
  6. 6. Origins of the “box” #1 Thinking Can you draw four straight lines, without lifting your pencil from the "paper," through all nine dots?
  7. 7. Solution of the “box” #1 Thinking Can you draw four straight lines, without lifting your pencil from the "paper," through all nine dots?
  8. 8. Breakthrough thinking requires you to break through something, and that something is your normal, linear thinking pattern. Let’s try an example to get us started. You will need a pencil and something to draw on.
  9. 9. Lateral Think Exercise #2 By moving two “sticks” change the direction the dog is looking, but you must keep the tail pointing upwards
  10. 10. Mental Frameworks Mental scaffolds help us to understand new ideas and to integrate them (often in original ways)—with information we already possess Before – no connection between neurons After – a new neural pathway
  11. 11. “The era of ‘left brain’ dominance is giving way to a new world in which ‘right brain’ qualities — inventiveness, empathy, meaning — will govern.” - Dan Pink, A Whole New Mind
  12. 12. Creativity, Inventiveness and Innovation are HIGHLY valued
  13. 13. Breakthr ough Insights - Whitaker and Hackbert Overhe ad Chart Ideas Occur when individuals use existing knowledge they have gained (and retained) from their experience to generate something new— thoughts they did not have before.
  14. 14. Diversity Innovation Drives Diversity drive innovation
  15. 15. IDEO Breakthr ough Insights - Whitaker and Hackbert Slide 1-15 THE BEST WAY TO GRASP DIVERSITY IS IN OUR PERCEPTIONS
  16. 16. Shifting Perspectives #4 Breakthr ough Insights - Whitaker and Hackbert Slide 1-16 Source: Michael Michalko, Cracking Creativity, Berkeley, CA: Ten Speed Press, (2001)
  17. 17. Breakthr ough Insights - Whitaker and Hackbert Overh ead Chart What do What do you see? What do you see? #6
  18. 18. Breakthr ough Insights - Whitaker and Hackbert Overh ead Chart What do you see? What do you see? #7
  19. 19. Breakthr ough Insights - Whitaker and Hackbert Overh ead Chart Which center circle is bigger?Which center circle is larger? #8
  20. 20. Breakthr ough Insights - Whitaker and Hackbert Overh ead Chart What do you see? What do you perceive? #9
  21. 21. What must I do to Think Creatively? #10 Please fold your arms.
  22. 22. What must I do to Think Creatively? #10 Please fold your arms. Creative thinking does not require you to do something different… but it does require you to process information DIFFERENTLY.
  23. 23. IDEO Breakthr ough Insights - Whitaker and Hackbert Slide 1-23 IN PAIRS WITH BACK TO THE SCREEN
  24. 24. In Pairs, describe the picture to your illustrator #11 [front row / back row] Image # 1
  25. 25. Describe the picture to your illustrator #12 Image # 2
  26. 26. Image #1 and #2 Image # 2Image # 1 What is happening with the two images? #13
  27. 27. Key Ability: Pattern Recognition Exercise #15 Fill in the missing number. 3 4 5 144 6 1 2 81 4 5 6 ? Source: Michael Michalko, Cracking Creativity, Berkeley, CA: Ten Speed Press, (2001)
  28. 28. Key Ability: Pattern Recognition Exercise #15 Fill in the missing number. 3 4 5 144 6 1 2 81 4 5 6 225 Each number in the center is the sum, squared, of the numbers outside.
  29. 29. Cracking Creativity – Interactive Exercise: Cross out six letters to form a common word? C S R I E X L E A T T T E R E S C S R I E X L E A T T T E R E S
  30. 30. Cracking Creativity – Interactive Exercise #17 One of your new employees insists on being paid daily in gold. You have a gold bar whose value is that of seven days’ salary for this employee. The bar is already segmented into seven equal pieces. If you are allowed to make just two cuts in the bar, and must settle with the employee at the end of each day, how do you do it?
  31. 31. Cracking Creativity – Interactive Exercise #17 Solution 7 Segment 7 6 5 4 3 2 1 Day 1 = Segment 1 2 = Exchange 1 for 2 3 = Give 1 & 2 4 = Give segment 3 5 = Segment 3 & 1 6 = Segment 3 & 2 7 = Segment 4 & 2 & 1
  32. 32. Cracking Creativity – Interactive Exercise #18 Make this equation read correctly without touching anything.
  33. 33. Cracking Creativity – Interactive Exercise #18 Want new insights? Get out of your box. Change your perspective.
  34. 34. Design Thinking Ball Games Define improv
  35. 35. Design Thinking Ball Games The Name Game Exercise
  36. 36. Design Thinking Ball Games The Ball Game Exercise
  37. 37. Design Thinking Ball Games The Sound Ball Game Exercise
  38. 38. Design Thinking Ball Games The Word Ball Game Exercise
  39. 39. Design Thinking Ball Games The Last Letter – First Letter Game Exercise
  40. 40. IDEO Breakthr ough Insights - Whitaker and Hackbert Slide 1-40 WHAT ARE YOU DISCERNING THAT IS CHALLENGING YOUR ASSUMPTIONS ABOUT CREATIVITY?
  41. 41. IDEO Breakthr ough Insights - Whitaker and Hackbert Slide 1-41 IDEO THE MOST CREATIVE, INNOVATIVE COMPANY ON THE PLANET
  42. 42. Human-centered design: Empathy Training Pair up Instead of a lecture… The Kick-off Sketch your idea here…
  43. 43. Human-centered design: Empathy Training Pair up Instead of a lecture… Sketch your idea here… False-start
  44. 44. Human-centered design: Empathy Training Start by gaining empathy Play the Music Partner A interviews B Partner B Interviews A Partner A “digs deep” with B Partner B “digs deep with A
  45. 45. Human-centered design: Empathy Training Capture the findings – 3 Minutes Goals and Wishes: Insights:
  46. 46. Human-centered design: Empathy Training Ideate: Generate alternatives to test – 5 Minutes Share solutions - 4 Minutes Partner A, share sketches with Partner B first Partner B, share sketches with Partner A
  47. 47. Human-centered design: Empathy Training Iterate based on feedback – 3 Minutes each
  48. 48. Human-centered design: Empathy Training Build and Test = 7 minutes Share and get feedback Group gather and debrief
  49. 49. Human-centered design: Empathy Training Build and Test = 7 minutes Share and get feedback Group gather and debrief
  50. 50. IDEO Breakthr ough Insights - Whitaker and Hackbert Slide 1-50 WHAT ARE YOU DISCERNING THAT IS CHALLENGING YOUR ASSUMPTIONS ABOUT CREATIVITY?
  51. 51. IDEO Breakthr ough Insights - Whitaker and Hackbert Slide 1-51 RECOGNIZING OPPORTUNITIES
  52. 52. Opportunity recognition exercise Opportunity recognition is an essential skill for entrepreneurial leaders.
  53. 53. Opportunity recognition exercise Goals: Birth of an idea Stages to new venture Have participants review and hear ideas at stages Serve as a judge
  54. 54. Opportunity recognition exercise Divide the participants into Entrepreneurs Judges A Score Keeper Remainder of the participants
  55. 55. Opportunity recognition exercise: Reflection
  56. 56. Opportunity recognition exercise take-away Fewer words have greater lasting impact People Are Busy! An Effective Elevator Pitch Has Four Characteristics Don’t Get Lost In The How
  57. 57. IDEO Breakthr ough Insights - Whitaker and Hackbert Slide 1-57 WHAT ARE YOU DISCERNING THAT IS CHALLENGING YOUR ASSUMPTIONS ABOUT CREATIVITY?
  58. 58. The Marshmallow Challenge
  59. 59. Instructions for the Marshmallow Challenge Build the Tallest Freestanding Structure: The winning team is the one that has the tallest structure measured from the table top surface to the top of the marshmallow. That means the structure cannot be suspended from a higher structure, like a chair, ceiling or chandelier. The entire marshmallow needs to be on the top of the structure. Cutting or eating part of the marshmallow disqualifies the team. The team can use as many or as few of the 20 spaghetti sticks, and as much or as little of the string or tape. The team cannot use the paper bag as part of their structure. Teams are free to break the spaghetti, or cut up the tape and string to create new structures. Teams cannot hold on to the structure when the time runs out. Those touching or supporting the structure at the end of the exercise will be disqualified.
  60. 60. The Marshmallow Challenge: Reflection
  61. 61. IDEO Breakthr ough Insights - Whitaker and Hackbert Slide 1-63 WORKSHOP TAKEAWAYS
  62. 62. Reference / Notes 1. Medic Effect, Frans Johansson 2. How Would You Move Mt. Fuji. William Poundstone 3. eVolve. Roseabeth Moss Kanter. 4. The Ten Faces of Innovation. Tom Kelley. 5. The World is Flat. Tom Friedman. 6. The Art of Innovation. Tom Kelley. 7. A Whole New Mind, Dan Pink. 8. Cracking Creativity, Michael Michalko. 9. The Deviant Advantage, Ryan Mathews, and Watt Wacker. 10. Weird Ideas that Work, Robert I. Sutton. 11. Mavericks at Work, William C. Taylor and Polly Labarre 12. The Deep Dive – Night Line: July 1999 available from IDEO. [www.ideo.com]

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