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Creative thinking


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Creative thinking

  1. 1. An introduction to managing Creativity in our workplace IFAD FH May 27, 2009 © Knowinnovation Ltd
  2. 2. IFAD - FH Dept Creative Thinking Training 27/05/09 time Activity time Activity 10:00 Welcome 12:30 Lunch 10:10 Outline/Preview the Day 13:35 Creative Process Ice-breaker / individual introductions 10:12 Separating Diverging/Converging thinking Picture Pull and then Forced Connection: 13:45 functions This picture represents how I use creativity in my 13:55 Webbing: diverging on the problem definition work. Or how creativity is related to the work I do... (share with neighbors on either side) 14:25 Idea Generating: Brainstorming 10:25 Introduction to Creativitity Idea Generating Tools/Stimuli: 10:35 Creative Climate Use Forced Fit 10:45 Building the creative climate within HR. Brainwriting (Helps/Hinders) 15:30 PPCO Evaluation Tool 11:00 Quick Coffee Grab 11:25 Foursight Explanation & Feedback 15:45 Feedback on the Process/Content/Day 11:40 Hand out Foursight profiles, debrief with each 16:00 Close other in their groups. Quick full group Debrief
  3. 3. “Creativity” The generation of novel ideas which appear to have some value © Knowinnovation Ltd
  4. 4. “Innovation” The process of turning ideas into results Richard Granger ADL © Knowinnovation Ltd
  5. 5. How Creative Are You? • 98% of children between 3-5 scored ‘creative genius’ • Five years later, only 32% scored ‘creative genius’ • Five years later, only 10% scored ‘creative genius’ © Knowinnovation Ltd
  6. 6. 10 © Knowinnovation Ltd
  7. 7. What you need to manage Product People Process Environment Mel Rhodes 1961 © Knowinnovation Ltd
  8. 8. Accidental > Intentional Innovation Intentional Active Passive Accidental © Knowinnovation Ltd
  9. 9. Ten Dimension of Creative Climate • Challenge • Dynamism/Liveliness • Freedom • Trust/Openness • Idea Time • Idea Support • Playfulness/Humor • Debates • Conflict • Risk-Taking Source: Ekvall, G. (1996). Organizational climate for creativity and innovation. European Journal of Work and Organizational Psychology, 5 (1), 105-123. © Knowinnovation Ltd
  10. 10. WIBNIs Wouldn’t it be nice if……? (Group 1) (Group 2) WIBNI we were able to see the “positive in each of us? WIBNI we could create WIBNI we felt our work and output was as important as the next persons? and count on a truly WIBNI we could forget about hierarchy? collaborative environment? WIBNI conflicts and disagreements were more constructive? WIBNI we could experiment with new ideas? WIBNI we heard more thank yous for having tried, and try more…? WIBNI we had a code/prompt to remind us of the need of positive WIBNI we could get rid of unnecessary bureaucracy? reinforcement? WIBNI we could have opportunities to discuss new ideas and solutions? WIBNI we pressed the delete button more frequently? WIBNI we could question the rules and change them easily? WIBNI we had more face-to-face contact with people? WIBNI we could communicate better and more often? WIBNI people respected each other and treated each other fairly? WIBNI we had time to talk about the IFAD mission? WIBNI we could have mandatory time for creativity? WIBNI an innovation was not forgotten he next day and a mistake stuck WIBNI we had better distribution of workload? to you for so long? WIBNI our clients showed appreciation from time to time? (Group 3) WIBNI we had a longer term contract? WIBNI we had a more open environment? WIBNI I could spend more time with my son without feeling guilty WIBNI we had an enabling and motivational environment? about work? WIBNI there was equal treatment? WIBNI we could rotate jobs regularly? WIBNI we lived by our values? WIBNI we could have a swimming pool at work? WIBNI we were rewarded fro creativity? WIBNI everyone felt safe in their work environment? WIBNI we all felt valued? WIBNI we had more time to ourselves? WIBNI we had a common understanding of an open, motivating WIBNI we could accept our differences, really? environment? WIBNI I would work with less conflict from my clients? WIBNI we all felt valued? WIBNI there were more appreciation for new ideas? WIBNI HR is trusted and recognized as a strategic business partner?
  11. 11. FourSight Preferences Clarifier Ideator Developer Implementer © Knowinnovation Ltd
  12. 12. Right Brain Separate Visual imagery Spatial abilities Diverge Music Imaginative Thinking and then Left Brain Converge CREATIVITY Reasoning Language Logic Evaluative Thinking JUDGMENT
  13. 13. DIVERGE: Right Brain (make a list) Visual imagery Spatial abilities • Defer judgment Music Imaginative Thinking • Go for quantity Left Brain CREATIVITY Reasoning • Seek wild and unusual ideas Language Logic • Combine and associate Evaluative Thinking • Write down everything JUDGMENT
  14. 14. Right Brain CONVERGE (make choices) Visual imagery Spatial abilities Music • Improve ideas as you go Imaginative Thinking • Use affirmative judgment CREATIVITY • Be deliberate • Consider novelty • Check with your objectives
  15. 15. WEBBING (Group 1) (using IWWMW, In What Ways Might We?) IWWMW reward people for new ideas? IWWMW be more motivated? IWWMW motivate our colleagues? IWWMW provide constructive feedback? IWWMW have more time to listen to ideas? IWWMW expand our own ideas? Why is it important? WBNI there was more appreciation for new ideas? What’s stopping you? IWWMW have different priorities? IWWMW plan better? IWWMW reconnect with colleagues? IWWMW extend hours of work? IWWMW better understand people within the context of their IWWMW share/divide work load? background? IWWMW lower our quality standards? IWWMW develop and authentic curiousity about our colleagues? IWWMW set aside our personal judgments and past experiences IWWMW trust our colleagues? IWWMW overcome the past IWWMW respect ideas? IWWMW let go of past pain IWWMW find trustworthy colleagues? IWWMW think outside of ourselves? IWWMW be more realistic? IWWMW believe in the group? IWWMW shrink/manage our workload? IWWMW have confidence in the group? IWWMW filter the messages we read from the group differently?
  16. 16. WEBBING (Group 2) (using IWWMW, In What Ways Might We?) IWWMW build stronger relationships? IWWMW build bridges? IWWMW nurture interpersonal relationships? IWWMW avoid misunderstanding? IWWMW better understand others? IWWMW have more pleasant interaction? Why is it important? WBNI we had more face-to-face contact? What’s stopping you? IWWMW break this habit? IWWMW find the time for face-to-face? IWWMW change our mentality? IWWMW reduce conflict? IWWMW better manage conflict? IWWMW improve the flexibility of application and interpretation? IWWMW reduce our workload? IWWMW engage safely in face-to-fact contact? IWWMW focus on our most valued activities?
  17. 17. WEBBING (Group 3) (using IWWMW, In What Ways Might We?) IWWMW reach our corporate goals? IWWMW have a common understanding? IWWMW all go in the same direction? IWWMW fulfill potential of ourselves and our staff? IWWMW understand the difference of the grow? IWWMW be more consistently innovative? IWWMW come up with better solutions? IWWMW exchange ideas without fear of mistakes? IWWMW share knowledge? IWWMW accept the differences in the group? Why is it important? WBNI we had a common understanding of an open, enabling environment? What’s stopping you? IWWMW question our assumptions about people having the same understanding? IWWMW not let past “baggage” influence progress? IWWMW build on past positive experiences for collaboration? IWWMW standardise our interpretations? IWWMW remain engaged? IWWMW stamp out negativity? IWWMW raise awareness about the meaning of…? IWWMW make this more interesting? IWWMW create less competition and more collaboration? IWWMW create a win/win situation? IWWMW reward team collective/collaborative effort as much as individual efforts? IWWMW all work towards a corporate goal?
  18. 18. GENERATING IDEAS (Group 1): In what ways might we (IWWMW) trust our colleagues? - get to know them better - Do not judge and be frank. - try not to be judgmental - Be honest but keep people’s dignity in view. (Do not effend of you don’t - try to see with their eyes share an idea or giving negative feedback) - take them for coffee - Anything can be said in the right way. (Truth is important but needs to be - five them the benefit of the doubt conveyed with respect.) - try to find a common ground even if (at first) things may look hard to - Rewards for teams (not for individuals) converge - Invite face-to-face communication vs. email/memos/formal comms - try not to be judgmental - Rewarding, thinking of them, sending a love message - ask them for their point of view - Be would we would like to see in others. - make the mind like a sponge to absorb - Be equally direct and honest about positives and negatives - giving a good example - Actively seek and give constructive feedback on what works and on what - to be empathetic does not work and can be improved - say what we think, think what we say - You might learn from others about what your defects are. - all may become “fizzy” if stimulated - Listen to what others have to say - work together in collaboration - Be open to new possibilities. Try to be appreciative and get the most by - practice what we preach listening to others - interaction: talk with a colleague - Ask for suggestions and their point of view - make a garden together, the IFAD organic garden - Recognize their openness and do the same? Be open! - go for drinks together - Spend more time with them, open their mind. - be transparent - Live by your word. Be honest and committed. - all deserve attention and time, good stuff will come out - Be consistent but ready to revisit your opinions and view, increasing your - do more of what works: think positively credibility. - perform work activities/duties outside regular work spaces – in more - Explain thinking process of values that make you take a position. social and detached environments - Listen first without judging - be open to criticism, this is where you will learn the most. Do not - Give the person the benefit of the doubt. Give the person a chance. assume you are always right. Listen. - No-one is entirely right or entirely wrong. Get the good out of people. - Organize outdoor activities, meet outside of the office - Help people see that a negative feedback, if truthful, can become - Idea box for recycling ideas extremely valuable. - Make an effort to stay “fluid,” open and flexible with others - Always be respectful, no matter what your first impression is. - Take the time to think about yourself, how you relate with others. - Be the change that you want to see around you. Give/Seek Maybe it is the time to make a change. constructive/appreciative feedback. - Build a relationship day by day; communicate. Show your self.
  19. 19. GENERATING IDEAS: (Group 2) In what ways might we (IWWMW) better understand others? (clustered) Practice Active Listening Socialize - Listen carefully to what they have to say - Socialize with colleagues - Listen - Meetings - Listen without Judgment - Extend constructive professional relationships - Ask the necessary questions - Realize complaining doesn’t help - Listen carefully - Togetherness (in extendable) - See clarification - Involvement - Observe others when talking - Asking their views Even Playing Field - Misuse of power - Refrain from preconceived boxing-in of others - Be ready to challenge your ideas. - Competing destructively is useless - Change hierarchy, remove the layers Focus on Issues not People - Conflict is useless - No judgment Not categorized - Accept different ideas - Multiple stripes, multiple ways to understand others - Accept each one unconditionally - Stop useless negativity - Think before you leap - Appreciate multiplicity - Be flexible - Don’t be closed-minded - Less prejudice - Don’t be passive, it’s not helpful - No prejudice - Extend your views: Parallelism - By being open minded - Avoid a possible clarification - Know yourself - Stick to values Empathy - Stick to your ideas - Know other’s cultural background - Don’t give up - Have a more friendly communication - Incentives - Rephrase what you think the other is trying to say - Flexibility/Stretching - Buy a dictionary - Comparing - Put on other people’s shoes - Offering no solutions is useless - Don’t show yourself as with a sitck in your hand - Extend our knowledge - Ideas running parallel
  20. 20. GENERATING IDEAS (Group 3): In what ways might we (IWWMW) reward team efforts as much as individuals? - Chocolate cake - Enhance team competence values in PES objectives - Professional and personal recognition through awards that can be - Remain positive and celebrate success “shown off” at home. - Send also the “lessons learned” by achieving the success - Public recognition - Organize team building workshops and events - A retreat - Participate in a mission together (the whole team) - Lunch at Stan Bournardo’s - Get to know each other better - Bonus payments - A prize/gift (book, bonus, coupon) - Make people feel responsible for contributing to good atmosphere - Special “Team-off” days - ‘star’ award/prize - Invest in group to show appreciation of success - say “thanks” - Spend the whole day together - bonus time off - Get to whatever individuals want (i.e. not spend time together) - equal treatments - Carrot/stick - team price by the president - Continuous rewards throughout long, dangling work processes - getting training as a prize - Be more altruistic - promoting the group (publicly) - Don’t make people dangle on insecure contracts - recognize experiences - Celebrate/enhance moving within IFAD - recognize individual contribution to the team’s success - Freedom of movement/expression - share success with everyone - Team = Diversity - work with individuals to better understand their strengths - Encourage healthy competitiveness across teams - recognize we have different strengths, equally valid - Be lively and energetic - be more respectful and refrain from judging quickly - “United colours’ of a team - treat ourselves to a 5-star restaurant if we feel that the teamwork is - House colours working - Create a good atmosphere - Free tickets (theatre or other shows) - Multi-cultural and share experiences - Develop team spirit, which endears members to team working - Celebrate diversity of team members - Defend staff - Warn of the danger of the team become loose and ill-connected - Create free expression spaces in staff meetings - Realize that the more colourful characters may overshadow the quieter - Have team sessions where if the workload gets out of hand, the group - Have extravagant celebrations of group efforts decides on solving it. - Consider how a team member might feel if only one got all the praise - Clarify individual responsibilities within the team - Avoid individuals being left apart - Not be Influenced from others - Don’t let team members feel like orphans - Send out a regular update of team achievement - Adopt systems to make sure all group efforts are rewarded
  21. 21. PPCO Evaluation (Pluses, Potentials, Concerns, Overcomes) The idea: E-mail service automatically deletes all E-mails once you’ve received a certain number per day. PLUSES Why is this a good idea? What are the positive aspects of this idea? - Will reduce workload - Organizes the inbox - An immediate sense of relief - Not wasting time on useless e-mail - Saves time for concrete work - No need to respond - You save other people’s time - You force others to make decisions - You have fewer problems to solve POTENTIALS What other good things might happen as a result of this idea being implemented? What else (good) might develop? - Could have the capacity to recall sent messages - People might pick up the phone and talk - More face-to-face contact - People resolve their own problems - We can use body language and read others’ body language - Could build greater levels of trust - We share responsibility CONCERNS (OVERCOMES) What are the limitations of this idea? What are your concerns? (In the form of IWWMW…?) - IWWMW retain important messages that we can’t afford to miss? Develop a protocol, only send important e-mails. Design a flag system to define what messages are truly important. - IWWMW address the abundance of e-mail? Issue e-mail limits, a quota system of sending/receiving each day. Could have a cap & trade. - IWWMW address accountability? - IWWMW address responsibility? - IWWMW retain the respect of the sender? - IWWMW prove sending? - iWWMW deal with urgent issues?
  22. 22. Problem Solving Process Clarification Ideation Development Implementation © Knowinnovation Ltd
  23. 23. TOPICS & TOOLS A summary of the key elements we covered: - The Four Ps product, process, people, press (environment) - The Foursight Preferences Clarifier, Ideator, Developer, Implementer - Diverge/Converge Separate these thinking functions; make a list and then make choices - WIBNI Wouldn’t it be nice if…? - IWWMW In what ways might we? - Webbing Ask, “Why” and “What’s Stopping you?” - Brainstorming A tool for diverging and generating a lot of ideas - Forced Connections Diverging by taking an apparently unrelated object, describing it’s attributes and forcing connections to the original challenge. - Brainwriting Diverging by working individually and then passing the idea sheets around and building on the ideas of others - PPCO A tool for evaluation, that first looks at the Pluses, then the Potentials, then the Concerns and then how to Overcome concerns.
  24. 24. Knowinnovation Facilitation Team The consultants who delivered the workshop were: Andy Burnett St John's Innovation Centre Cowley Road, Cambridge CB4 0WS UK +44 870 766 6063 Tim Morley 26 Oaklands Avenue Harborne B17 9TU UK +44 121 288 4546 Maggie Dugan 42 rue des Rosiers 75004 Paris, France +33 1 42 78 64 96