Creativity in the Scottish Government
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An introduction to creativity in the Scottish Government.
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Creativity in the Scottish Government
- 1. The Scottish Government Business Strategy imperative…
- 3. The Scottish Government Have a chat with your neighbour about ‘creativity’
- 4. The Scottish Government Have a chat with your neighbour about ‘creativity in the workplace’
- 5. The Scottish Government So, what is creativity? •Generating new ideas •Using ways that lead you to think differently, that take you to new ideas •Deliberately trying to escape your tried and tested pattern of thinking
- 6. The Scottish Government What’s the difference between creativity and innovation? ‘Creativity’ is the generation of new ideas – either new ways of looking at existing problems, or of seeing new opportunities. ‘Innovation’ is the successful exploitation of new ideas. It is the process that carries them through to new products, new services, new ways of running the business or even new ways of doing business. Cox Review of Creativity in Business, HM Treasury, 2005
- 7. The Scottish Government Come up with three things you could do to stop your colleagues being creative
- 8. The Scottish Government What’s your experience of our ability to be creative?
- 9. The Scottish Government What do successful creative organisations do? Curious for ideas Motivated people Open channels of communicationStrategic leadership Fresh insights emerge in new places, informed by a deep understanding of the issues, at a human level. Leaders and managers at all levels welcome new ideas and support their development. Shared understanding of goals, with clear direction and discretion across hierarchies to innovate in working towards them. Leaders regularly remove barriers. Broad networks, with simple forms of communication and a culture of consulting colleagues, sharing work and ideas. Work is challenging and fulfilling. Corporate policies support flexible operation. We celebrate and reward creative work – and support the development of creative skills. Worthwhile public sector work 3 4 1 2
- 10. The Scottish Government Who or what is the Scottish Government Creativity Team?
- 11. The Scottish Government What is it that we do? •Fostering a belief that we are creative and that this has a real part to play in people’s work. •Exploring, testing out and implementing widely new ways of working that help us achieve our desired outcomes.
- 12. The Scottish Government Spreading the word
- 15. The Scottish Government Testing out new ways of working in policy Deliberately taking risks Creating cultures of innovation Post 16 learner journey
- 16. The Scottish Government Design thinking process
- 17. The Scottish Government Learner Journey
- 18. The Scottish Government Learner Journey
- 19. The Scottish Government Getting active project – the story so far Why get involved? Need for radical rethink Reduced public purse Public expect better in terms of answers What did it entail? •Going back to the drawing board •Seeing through lots of pairs of eyes •From the consumers point of view – making it meaningful
- 20. The Scottish Government Discover – defining the question How can we radically increase the number of people in Scotland who are physically active?
- 22. The Scottish Government Define – developing insights and describing unmet needs ‘Habits are powerful - it's not easy for everyone. How to get into habits of making healthy choices within constraints people live in.’ ‘Mountain biking is big here – tracks everywhere. Community want to raise money to create tracks here….it’s best when the kids do it themselves, they build their own tracks in the woods, good to leave it as a guerrilla activity!’ ‘Teenagers – need to be on-trend, current. Kids don’t like getting sweaty.’ #normal #motivation #fun#affirming experience
- 23. The Scottish Government Using a design approach Useful when: •No obvious answers •Stuck! •There is space to try a new approach •Want to challenge the status quo Challenges are: •Giving permission, committing resources to a whole process without knowing what the end result will be •Reactive vs planned work – where do our resources go? •What do we see as risk and when do we take it?
- 24. The Scottish Government Is this really different to how we work now?
- 25. The Scottish Government Will you accept the creativity challenge?! What will you do differently? #iamcreative
- 26. The Scottish Government Some suggestions…
Editor's Notes
- You will know this off by heart! Business Strategy progress report: We feel a more creative organisation - open and networked, empowering, innovative and ready to challenge orthodoxies.
- Warm up… http://www.goodmorningcreativity.com/2010/9-dot-puzzle-solution/ (other solutions) http://lateralaction.com/articles/thinking-outside-the-box/
- Get feedback from discussions.
- How was that? Was it more productive with constraints? http://lateralaction.com/articles/thinking-inside-the-box/ the biggest secret of productive creative people is that they embrace obstacles, they don’t run from them. In their minds every setback is an opportunity, every limitation is a chance. Where others see a wall, they see a doorway.
- This is a distillation of a piece of social research that was undertaken to understand what other creative organisations do. We’ve divided this insight into 4 themes that we think contribute to us achieving the undertaking of worthwhile public sector work.
- Only a snapshot today – more on our Saltire pages/sign up for newsletter/network
- First bullet – big part is about networks
- Only one project – design thinking
- This is the design approach in a nutshell. Discover- explore the question you are asking. This involves using desk research, and also places a real emphasis on understanding people’s experience to lead you to understanding the problem better. Define – bringing back all your findings and reframing, dissecting the problem until you have identified a variety of issues and decided on which part of the problem you wish to act. This is articulated as needs that need to be met in order to solve the issues. Develop - develop as many ideas as possible in response to the unmet needs. These have to be tested back with people and prototyped, refined – this is exploring what might work. Deliver – turning your developed idea into a reality. The emphasis of the approach lies in: staying with the question – talking to people about not having an answer Human experience is at the centre of understanding and solving issues Be prepared for the issue to be redefined Iteration on a small scale. It’s definitely not a linear process! The framework is a starting place, a guide, not a restrictive set of rules.
- Why? – A need to explore how to radically increase the number of people in Scotland who are active. The perspective of how to do this started out being one of some kind of communication initiative but clearly is not what is required. Also in the context of a restricted resources climate as well as a more discerning public who ask we are not solving this? Design thinking is seeking new processes that will make things both more efficient and more user-friendly – need to do this in PA policy Going back and thinking about fit for purpose – what we have designed and delivered – is it fit for purpose? Getting a bit of outside help!
- We spent time at the beginning developing a shared understanding of what we meant by getting people active. This took us into: Assumptions we all had about what activity is Assumptions about how government interventions can (or can’t!) make a difference What we think the route causes of not being active are Hearing stories from friends and family that opened us up to using experience as a vehicle for understanding how to get something to happen.
- Discover – going out and truly exploring the problems, issues, success with no answer in mind – our mission was to listen! Felt very different to us – much more collaborative.
- We themed what came out of the field work, pulling out useful quotes and assigning them at least one #theme. We then analysed all the information within each #theme to start to articulate all the unmet needs. We identified around 25 different unmet needs based on our expert knowledge and our field work. These overlapped with each other and are just our starting point for working out where to concentrate.
- Yes and no. Actually it’s about adding something extra to what we already do. In particular: Listening to and becoming immersed in understanding the user experience and need. Seeing this as valuable and valid evidence. Seeing a problem from lots of perspectives and not narrowing down to find a solution quickly. Connecting any issue to the totality of a person’s life rather than just focussing on that particular aspect of their life. Lots of synergies here to public sector reform. Deliberate attention to widening and narrowing the thinking process. Taking time to do the beginning bit! Being informal in ways of working together – you don’t need a steering group, formal agenda, project plan from day 1.
- Work or at home