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ACI Creativity and Design Day 2 (2018)

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Slides for Day #2 of the "Creativity and Design" Module at Nanyang Business School, Singapore 2018

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ACI Creativity and Design Day 2 (2018)

  1. 1. Institute on Asian Consumer Insight (ACI) Creativity and Design http://www.aci-institute.com 1
  2. 2. Key concepts from Day 1 shared by you • Creativity is diverse, no ideal form • More crucially: creativity needs diversity • “It takes different people to identify problems and generate solutions” • “Different ways of looking at things” • From “everybody can be creative” to “creativity needs everybody” • Creators need information and feedback • Creativity can come from anyone • “Creativity is everywhere” • (r)evolutionary • Do not wait for ideas to arrive, take action • Use proposed solutions to reframe problems • People can use their talents and experiences to be uniquely creative • Perseverance is key. Iteration. • Design with others, not for them • DIY activity placed the ball in our court, give us confidence
  3. 3. Possible actions • Identify and understand the problems before looking for solutions • Use solution ideas to explore and reframe the problem; review constantly • Use the word “creativity” more often at work • “There should be better ways of doing what I do” • “I need to be more open” • Practice putting on a “creative hat”, change attitude • Change my routine • Seek ideas from colleagues in other departments. “I need to team up with people” • Give people space to reflect and create • Create a fun environment • Frame questions differently • Look for opportunities. Look for the boundaries • Put humans in the centre • What else should I unlearn? What other myths do I believe? • “This is something I can start working on immediately”
  4. 4. Questions • How to convince/motivate/support others to embrace creativity? (especially…) • The cultural shaping of creativity • Contradiction: everyone is creative… but children aren’t creative? • What are my real motivations (to be creative)? • Do creative ideas always lead to +profits? +success? +value? • If everyone can be creative, then what is not creative? • How to evaluate potential (of new ideas)? • How do I free myself (from myths, the past, the context)? • How to frame questions so that new perspectives can be generated? • How to sell a creative idea? How can I know if my ideas are creative? • Is there a process/template/methodology that can be followed? • Who determines what is creative or isn’t?
  5. 5. Activity 2.1: A memorable time when you resisted change, or saw someone resisting change Duration: 15 minutes Mode: Individual 6
  6. 6. Resistance to change can be positive • Take and offer emotional care • Rejection can be a good teacher, listen • Distinguish levels or aspects of rejection • Keep a big-picture perspective • Maintain a pipeline of new ideas • An honest “no” is better than a false “yes” • Share the vision, frame the need • What is being destroyed by the new idea? • Anticipate, embrace, and prepare the field • Get people involved (sincerely)  Timing is crucial  All dogmas were new ideas  A culture of change
  7. 7. http://www.robotmayor2030.co.nz/
  8. 8. Activity 2.2: Growth mindset
  9. 9. 1a: Intelligence is defined at birth, and people can’t change their intelligence. 1b: No matter how much intelligence people have, one can always change it substantially. 2a: I am a certain kind of person, and there is not much I can do to change that. 2b: I could change basic things about me and even reinvent myself. 3a: Trying new things is quite stressful for me and I avoid it. 3b: All humans without a brain injury or birth defect are capable of astounding levels of learning. 4a: Extraordinary people who excel in their field have an inborn talent. 4b: Extraordinary people who excel in their field have a history of perseverance and good luck.
  10. 10. http://www.wall321.com/ WRONG
  11. 11. 16 http://www.salzburgglobal.org/topics/imagination/article/arne-dietrich-various-forms-of-creativity-are-governed-by-two-different-brain-systems.html
  12. 12. Morning tea 15 minutes 18
  13. 13. Problem formulation More “tame” More “wicked” • More parking space is needed • This building needs faster lifts • Reduce customer complaints by 30% • Increase employee productivity • Reduce waste by half in two years • Increase in rankings to Top-100 • Introduce a new service to compete with X • Mobility: who, why, when, how? • Understand sources of frustration • How do complaints originate? Types? • Indicators, motivations, relationship • What counts as waste? Lifecycle? • Who defines and cares about outcomes? • How is X our competitor? What do we do?
  14. 14. 22 “Darcy worked at Nike, Inc. for over 20 years holding numerous senior management positions within the business and the Nike Foundation, including creating the Sustainable Business Strategies division in 1999, Senior Advisor to the Nike Foundation and as General Manager for Nike’s Global Women’s Footwear, Apparel and Equipment business.” Chapter 16
  15. 15. Activity 2.3: Wicked framings Mode: Think, Pair, Share
  16. 16. Framing hard problems as wicked problems • No definite initial state: framings • No definite end state: open ended • Problems and solutions co-evolve • No definite set of operators, no algorithms • High complexity, high ambiguity, high unpredictability, high uncertainty • Variable constraints, externalities • Tip: always brainstorm problems, not solutions • “Design thinking” and other problem-solving methods hide the framing of wicked problems • Always work on temporary framings, continuously re- assess problems • Ask powerful questions
  17. 17. 25 https://www.youtube.com/watch?v=5ALlGU2GYbk
  18. 18. Activity 2.4: Powerful questions Duration: 15 minutes Mode: Think, Pair, Share
  19. 19. Lunch 1 hour 28
  20. 20. A Powerful Question • generates curiosity in the listener • stimulates reflective conversation • is thought-provoking • surfaces underlying assumptions • invites creativity and new possibilities • generates energy and forward movement • channels attention and focuses inquiry • stays with participants • touches a deep meaning • evokes more questions
  21. 21. Creative people • Do not fit into a single profile • Are not ‘special’ at birth • They become ‘special’ through hard work • They don’t have mental disorders (at least not before being creative, perhaps society ‘drives them crazy’ by rejecting their ideas) • “Creative people” are those individuals who exercise their creative capacities and build confidence • “Not creative people” are those who oversee, neglect, or restrain their creativity • Not so useful to focus on “creative people” as much as “creative interactions” between people
  22. 22. Creative teams Art & Science of creative collaborations
  23. 23. http://www.innovationmanagement.se/imtool-articles/10-rules-for-creative-teams/
  24. 24. Activity 2.6: Creative teams What type of creativity may fit your team and organisation? What needs to change? Duration: 15 minutes
  25. 25. http://www.debonogroup.com/six_thinking_hats.php
  26. 26. • The White Hat calls for information known or needed. "The facts, just the facts." • The Yellow Hat symbolizes brightness and optimism. Under this hat you explore the positives and probe for value and benefit. • The Black Hat is judgment - the devil's advocate or why something may not work. Spot the difficulties and dangers; where things might go wrong. Probably the most powerful and useful of the Hats but a problem if overused. • The Red Hat signifies feelings, hunches and intuition. When using this hat you can express emotions and feelings and share fears, likes, dislikes, loves, and hates. • The Green Hat focuses on creativity; the possibilities, alternatives, and new ideas. It's an opportunity to express new concepts and new perceptions. • The Blue Hat is used to manage the thinking process. It's the control mechanism that ensures the Six Thinking Hats® guidelines are observed.
  27. 27. Activity 2.7: Six hats Duration: 15 minutes
  28. 28. https://rework.withgoogle.com/guides/understanding-team-effectiveness/steps/foster-psychological-safety/
  29. 29. Key factors to consider… • Diversity • Autonomy • Knowledge • Culture change • Breadth-depth trade-off • Strength of weak ties • Hierarchies • Synergies in collaboration • Sharing: giving and taking • Exploration-exploitation modes • Physical space • Internal, not external motivation • Walk the talk • Playful sandbox attitude • Document success & failure as learning opportunities • Stimulate reflection
  30. 30. Afternoon tea 15 minutes 43
  31. 31. Creative spaces Principles to design spaces and organisations that promote creativity
  32. 32. Premises and definition Creative spaces are those that support appropriate individual, group and cultural processes to create a multi-level system or environment where creativity can originate, develop and lead to innovation (implementation of novel, valuable and surprising ideas)
  33. 33. http://www.inc.com/ss/jessica-stillman/10-office-design-tips-foster-creativity#10 http://blogs.hbr.org/2012/03/five-ways-to-make-corporate-sp/
  34. 34. Menlo Park lab Ray Eames Dan Ariely
  35. 35. Moultrie, J., Nilsson, M., Dissel, M., Haner, U. E., Janssen, S., & Van der Lugt, R. (2007). Innovation spaces: towards a framework for understanding the role of the physical environment in innovation. Creativity and Innovation Management,16(1), 53-65.
  36. 36. Activities that creative spaces should support: 1. Small-group short sessions 2. Individual privacy corners 3. Casual encounters and impromptu interactions 4. Visual walls of early ideas and ongoing work 5. Boards for exchange and feedback 6. Showcase of results 7. Playful making and inspiration areas 7+1. Ad-hoc reconfigurable spaces
  37. 37. Activity 2.8: Creative spaces How would you start reconfiguring your spaces? Duration: 15 minutes
  38. 38. Prepare a DIY Activity… Duration: 15 + 15 minutes 51
  39. 39. Alt Activity 2.9: CMV about creativity & design in my organisation, and who are involved (roles, responsibilities) Duration: 15 minutes
  40. 40. DIY Activity Day 2 Duration: 15 to 30 minutes 53
  41. 41. Creativity & Design. End of Day 2 • Individual mode • Write down ONE key concept that you learned today • Write an action item that you can put into practice derived from that key concept or idea • Write down your most pressing question today 54

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