The document outlines key principles for creating ideas that stick, including keeping messages simple yet profound, unexpected yet interesting, concrete yet believable. It emphasizes using stories, analogies, visuals, and credibility to help people understand, remember, care about, and act upon new ideas.
Creating innovation engines organizational patterns ver 2.0toriat123
This document discusses creating team-based innovation engines. It proposes that innovation should be grown, not found, through an iterative and incremental process driven by delivering value. Key aspects of the proposed model include:
1) Iterative and incremental work with frequent reviews and adjustments based on delivered value, not rigid project plans.
2) Distributed decision making through establishing shared awareness, clarifying roles and accountability, and allowing any team member to speak up about concerns.
3) Big and visible planning and action through experimentation and focusing each week on actions that can deliver the most value given the current landscape.
Solving Problems: An Agile Organization Approachtoriat123
The document discusses how adopting agile principles and practices can help teams be successful in solving problems and achieving their goals. It argues that what makes one team successful over another is not the people or the initial idea, but the practices they use. These include having daily stand-ups, time-boxed iterations, planning poker, cross-functional work teams, Kanban boards, and value stream mapping. Adopting agile practices grounded in principles like focusing on delivering value helps teams better process tensions that arise and make collaborative decisions.
Creativity involves innovative thinking that inspires new insights through discovering novel connections between ideas. Effective creative problem solving utilizes divergent thinking to generate a large number of potential solutions and convergent thinking to determine the best answer, while techniques like thinking aloud and taking breaks can help overcome fixation and enhance creativity.
Developing Successful Strategies Towards Becoming A Profitable, Self-Sustaini...Charged2020
Mark Mack & Murli Nathan, DestinHaus LLC
• During this workshop, we will look at the key challenges faced by the industries along the energy storage and smart-grid value-chains
• Using the collective power of cross-functional teams from different parts of the value-chain, we will brainstorm to identify the important issues and come up with creative, relevant solutions
• The goal is to make the value-chain profitable and selfsustaining
Management is evolving through three stages: 1) Management 1.0 focused on scientific processes and IQ; 2) Management 2.0 added a focus on social aspects and EQ; 3) Management 3.0 integrates all of this with a focus on sense-making and soul (SQ). True transformation requires addressing challenges at deeper levels - from reacting to problems, to redesigning processes and structures, to reframing beliefs and values, to regenerating commitment and inspiration. Lastly, developing SQ involves cultivating qualities like power, wisdom and love that allow one to serve a higher purpose.
The document outlines key principles for creating ideas that stick, including keeping messages simple yet profound, unexpected yet interesting, concrete yet believable. It emphasizes using stories, analogies, visuals, and credibility to help people understand, remember, care about, and act upon new ideas.
Creating innovation engines organizational patterns ver 2.0toriat123
This document discusses creating team-based innovation engines. It proposes that innovation should be grown, not found, through an iterative and incremental process driven by delivering value. Key aspects of the proposed model include:
1) Iterative and incremental work with frequent reviews and adjustments based on delivered value, not rigid project plans.
2) Distributed decision making through establishing shared awareness, clarifying roles and accountability, and allowing any team member to speak up about concerns.
3) Big and visible planning and action through experimentation and focusing each week on actions that can deliver the most value given the current landscape.
Solving Problems: An Agile Organization Approachtoriat123
The document discusses how adopting agile principles and practices can help teams be successful in solving problems and achieving their goals. It argues that what makes one team successful over another is not the people or the initial idea, but the practices they use. These include having daily stand-ups, time-boxed iterations, planning poker, cross-functional work teams, Kanban boards, and value stream mapping. Adopting agile practices grounded in principles like focusing on delivering value helps teams better process tensions that arise and make collaborative decisions.
Creativity involves innovative thinking that inspires new insights through discovering novel connections between ideas. Effective creative problem solving utilizes divergent thinking to generate a large number of potential solutions and convergent thinking to determine the best answer, while techniques like thinking aloud and taking breaks can help overcome fixation and enhance creativity.
Developing Successful Strategies Towards Becoming A Profitable, Self-Sustaini...Charged2020
Mark Mack & Murli Nathan, DestinHaus LLC
• During this workshop, we will look at the key challenges faced by the industries along the energy storage and smart-grid value-chains
• Using the collective power of cross-functional teams from different parts of the value-chain, we will brainstorm to identify the important issues and come up with creative, relevant solutions
• The goal is to make the value-chain profitable and selfsustaining
Management is evolving through three stages: 1) Management 1.0 focused on scientific processes and IQ; 2) Management 2.0 added a focus on social aspects and EQ; 3) Management 3.0 integrates all of this with a focus on sense-making and soul (SQ). True transformation requires addressing challenges at deeper levels - from reacting to problems, to redesigning processes and structures, to reframing beliefs and values, to regenerating commitment and inspiration. Lastly, developing SQ involves cultivating qualities like power, wisdom and love that allow one to serve a higher purpose.
A story engineering model for change-makers, innovators and intentional / social entrepreneurs. Its Work-In-Progress but coming along nicely. Given to a band of wonderful ethical entrepreneurs at Amherst College in August 2011 in partnership with Sansori.
The document discusses definitions of critical and creative thinking. It defines thinking as the ability to form concepts, reconstruct experiences, and organize information to make decisions and solve problems. Critical thinking involves evaluating ideas and information, while creative thinking involves generating new ideas and being innovative. The document also discusses the importance of developing critical and creative thinking skills to solve problems, make decisions, consider different perspectives, and generate new ideas and solutions.
Human Thinking Applied To Software Testing DisciplineLalatendu Rath
This document discusses applying human thinking to software testing. It presents a thinking framework with a structure and sequence for problem solving. The framework includes thinking variations that can be applied at different stages. The document also discusses how the thinking framework can help address common software testing problems like limited test time by expanding testing activities throughout the development cycle.
Science for Change Agents, Innovators & Entrepreneurs. Day 4
Research vs. Action Research
Experiential Learning, Action Learning
Appreciative Inquiry
Qualitative Research
Quantitative Research
Ethnographic Methods / Participant Observation
MASTERCLASS FOR KAOS PILOTS, DENMARK
This document provides an overview of a presentation by Nick Jankel on teaching creativity. It discusses how creativity is more than just a talent, but a way of operating. It also discusses how fear can stop creativity and how having more expertise can limit possibilities. The presentation encourages participants to embrace chaos, break through barriers, and switch their mindset to see problems as opportunities. It emphasizes opening the hand, head and heart to fuel creativity. The overall message is that creativity can be learned and unlocked through challenging assumptions and taking risks.
slides from a daylong leadership retreat facilitated by joe gerstandt focused on cognitive diversity, innovation and decision making
joegerstandt.com
@joegerstandt
This document provides an overview of corporate culture, change management, and emotionally intelligent leadership. It discusses how culture impacts an organization's ability to manage change. Effective change management can increase productivity while poor change management decreases productivity. Emotionally intelligent leadership is important for navigating change in a way that reduces anxiety and stress for employees. The document uses examples and models to illustrate these concepts and their interrelationships.
This document discusses the importance of cognitive diversity for effective decision making and problem solving. It notes that teams with greater diversity of training, experience, and perspectives tend to be more innovative. The document also discusses cognitive styles, heuristics, perspectives, and maintaining an openness to different ways of thinking through concepts like equifinality. Maintaining interaction and differences in a constructive manner can lead to learning while too much difference can cause stress.
How do we come up with new ideas? What does it mean for something to be new? My talk at Swiss StartUp Camp 2009 in Basel focused on the way in which we come up with new ideas, and how to organize those ideas before implementing projects.
This document provides a manifesto and overview of Group Partners' approach to delivering strategic transformation and achieving lasting impact. It emphasizes the need for an inspired vision, decision quality, a shared roadmap, and optimal platforms delivered through collective effort and strong leadership. Lasting change requires commitment, expertise, and understanding what it takes for change to stick across all dimensions. Any transformation requires conscious will, a clear direction, focused commitment from the workforce, and the capabilities and resources to implement changes. The future belongs to leaders who challenge conventions and continually explore new contexts with curiosity to manage increasing complexity.
How Design Triggers Transformation presented by Tjeerd Hoekfrog
This document summarizes the perspective of a design innovation firm. It discusses how the firm helps clients transform their businesses through design-driven innovation. The firm focuses on deep customer insights, concept development using emerging technologies, and inspiring organizations through visual designs. The firm aims to create meaningful products and experiences for clients that have lasting brand equity and business impact.
The document discusses research methods for design, including context mapping which involves gathering stories about users to understand their needs, experiences, and goals within their environment. It also discusses the analysis-synthesis bridge model for moving from research to concept generation by analyzing the current situation and synthesizing a preferred future state. The document suggests designers seek to understand users and contexts when researching to inform the creation of novel and purposeful solutions.
Flevy.com - Structured Problem Solving & Hypothesis GenerationDavid Tracy
The document discusses structured problem solving and hypothesis generation. It explains that structured problem solving is a formal approach to organizing thinking. The key aspects are defining the problem, developing hypotheses to prove or disprove potential causes, and structuring the analysis using logical frameworks. Hypothesis generation aims to identify the root cause of an issue by stating what the issue is, what causes it, and what the impact is. Developing good hypotheses involves asking questions, validating initial hypotheses, thinking outside the box, and using abduction, which is a variation of deductive and inductive reasoning.
The document summarizes Mintzberg's analysis of the Positioning School of strategic management. It presents the school's view that strategy formation is an analytical process of selecting from generic strategies recommended by consultants. The school sees strategic knowledge as oxymoronic, with everything assumed or implicit rather than actively generated. It relies on predictability and consultants outside the industry rather than internal opinions. The network of knowledge it presents has no circulation or development of knowledge over time, relying on consultants to keep it alive. The school's view presents a remarkable poverty of understanding about strategic management.
This document provides an introduction to Appreciative Inquiry (AI), a strengths-based approach to organizational change. It outlines the genesis of AI and its key founders. The core of AI involves a 4 or 5 stage process: Discovery, Dream, Design, and Destiny/Delivery. In the Discovery stage, interviews focus on identifying what works best in the organization. The Dream stage envisions positive possibilities and develops provocative propositions. The Design stage addresses how to align systems to fulfill the dreams. Destiny focuses on sustaining momentum through innovation and building AI competencies in the organization. AI is grounded in 5 principles and can be effectively used for coaching by focusing on strengths and small positive actions.
Design the future of the Australian Web Industry with Design ThinkingWilliam Donovan
The document discusses using design thinking methods and rapid prototyping as an innovation strategy. It outlines a workshop aimed at understanding design thinking and how this approach can provide strategic advantages for projects. The workshop will cover activities like imagining project opportunities, experiencing rapid prototyping, and defining how to best showcase the skills of web professionals.
Dr Amantha Imber's BRW Most Innovative Companies keynoteDr Amantha Imber
This document discusses how to improve organizational innovation through Dr. Amantha Imber's innovation framework. The framework has nine elements: measurement, communication, positioning, resources, strategy, roles, process, climate, and capability. It emphasizes building a strong foundation for innovation by establishing the proper structures, leadership, and processes to move ideas from concept to market. It also recommends avoiding decision fatigue by not making major decisions after lunch and benchmarking yourself against other innovative organizations.
A story engineering model for change-makers, innovators and intentional / social entrepreneurs. Its Work-In-Progress but coming along nicely. Given to a band of wonderful ethical entrepreneurs at Amherst College in August 2011 in partnership with Sansori.
The document discusses definitions of critical and creative thinking. It defines thinking as the ability to form concepts, reconstruct experiences, and organize information to make decisions and solve problems. Critical thinking involves evaluating ideas and information, while creative thinking involves generating new ideas and being innovative. The document also discusses the importance of developing critical and creative thinking skills to solve problems, make decisions, consider different perspectives, and generate new ideas and solutions.
Human Thinking Applied To Software Testing DisciplineLalatendu Rath
This document discusses applying human thinking to software testing. It presents a thinking framework with a structure and sequence for problem solving. The framework includes thinking variations that can be applied at different stages. The document also discusses how the thinking framework can help address common software testing problems like limited test time by expanding testing activities throughout the development cycle.
Science for Change Agents, Innovators & Entrepreneurs. Day 4
Research vs. Action Research
Experiential Learning, Action Learning
Appreciative Inquiry
Qualitative Research
Quantitative Research
Ethnographic Methods / Participant Observation
MASTERCLASS FOR KAOS PILOTS, DENMARK
This document provides an overview of a presentation by Nick Jankel on teaching creativity. It discusses how creativity is more than just a talent, but a way of operating. It also discusses how fear can stop creativity and how having more expertise can limit possibilities. The presentation encourages participants to embrace chaos, break through barriers, and switch their mindset to see problems as opportunities. It emphasizes opening the hand, head and heart to fuel creativity. The overall message is that creativity can be learned and unlocked through challenging assumptions and taking risks.
slides from a daylong leadership retreat facilitated by joe gerstandt focused on cognitive diversity, innovation and decision making
joegerstandt.com
@joegerstandt
This document provides an overview of corporate culture, change management, and emotionally intelligent leadership. It discusses how culture impacts an organization's ability to manage change. Effective change management can increase productivity while poor change management decreases productivity. Emotionally intelligent leadership is important for navigating change in a way that reduces anxiety and stress for employees. The document uses examples and models to illustrate these concepts and their interrelationships.
This document discusses the importance of cognitive diversity for effective decision making and problem solving. It notes that teams with greater diversity of training, experience, and perspectives tend to be more innovative. The document also discusses cognitive styles, heuristics, perspectives, and maintaining an openness to different ways of thinking through concepts like equifinality. Maintaining interaction and differences in a constructive manner can lead to learning while too much difference can cause stress.
How do we come up with new ideas? What does it mean for something to be new? My talk at Swiss StartUp Camp 2009 in Basel focused on the way in which we come up with new ideas, and how to organize those ideas before implementing projects.
This document provides a manifesto and overview of Group Partners' approach to delivering strategic transformation and achieving lasting impact. It emphasizes the need for an inspired vision, decision quality, a shared roadmap, and optimal platforms delivered through collective effort and strong leadership. Lasting change requires commitment, expertise, and understanding what it takes for change to stick across all dimensions. Any transformation requires conscious will, a clear direction, focused commitment from the workforce, and the capabilities and resources to implement changes. The future belongs to leaders who challenge conventions and continually explore new contexts with curiosity to manage increasing complexity.
How Design Triggers Transformation presented by Tjeerd Hoekfrog
This document summarizes the perspective of a design innovation firm. It discusses how the firm helps clients transform their businesses through design-driven innovation. The firm focuses on deep customer insights, concept development using emerging technologies, and inspiring organizations through visual designs. The firm aims to create meaningful products and experiences for clients that have lasting brand equity and business impact.
The document discusses research methods for design, including context mapping which involves gathering stories about users to understand their needs, experiences, and goals within their environment. It also discusses the analysis-synthesis bridge model for moving from research to concept generation by analyzing the current situation and synthesizing a preferred future state. The document suggests designers seek to understand users and contexts when researching to inform the creation of novel and purposeful solutions.
Flevy.com - Structured Problem Solving & Hypothesis GenerationDavid Tracy
The document discusses structured problem solving and hypothesis generation. It explains that structured problem solving is a formal approach to organizing thinking. The key aspects are defining the problem, developing hypotheses to prove or disprove potential causes, and structuring the analysis using logical frameworks. Hypothesis generation aims to identify the root cause of an issue by stating what the issue is, what causes it, and what the impact is. Developing good hypotheses involves asking questions, validating initial hypotheses, thinking outside the box, and using abduction, which is a variation of deductive and inductive reasoning.
The document summarizes Mintzberg's analysis of the Positioning School of strategic management. It presents the school's view that strategy formation is an analytical process of selecting from generic strategies recommended by consultants. The school sees strategic knowledge as oxymoronic, with everything assumed or implicit rather than actively generated. It relies on predictability and consultants outside the industry rather than internal opinions. The network of knowledge it presents has no circulation or development of knowledge over time, relying on consultants to keep it alive. The school's view presents a remarkable poverty of understanding about strategic management.
This document provides an introduction to Appreciative Inquiry (AI), a strengths-based approach to organizational change. It outlines the genesis of AI and its key founders. The core of AI involves a 4 or 5 stage process: Discovery, Dream, Design, and Destiny/Delivery. In the Discovery stage, interviews focus on identifying what works best in the organization. The Dream stage envisions positive possibilities and develops provocative propositions. The Design stage addresses how to align systems to fulfill the dreams. Destiny focuses on sustaining momentum through innovation and building AI competencies in the organization. AI is grounded in 5 principles and can be effectively used for coaching by focusing on strengths and small positive actions.
Design the future of the Australian Web Industry with Design ThinkingWilliam Donovan
The document discusses using design thinking methods and rapid prototyping as an innovation strategy. It outlines a workshop aimed at understanding design thinking and how this approach can provide strategic advantages for projects. The workshop will cover activities like imagining project opportunities, experiencing rapid prototyping, and defining how to best showcase the skills of web professionals.
Dr Amantha Imber's BRW Most Innovative Companies keynoteDr Amantha Imber
This document discusses how to improve organizational innovation through Dr. Amantha Imber's innovation framework. The framework has nine elements: measurement, communication, positioning, resources, strategy, roles, process, climate, and capability. It emphasizes building a strong foundation for innovation by establishing the proper structures, leadership, and processes to move ideas from concept to market. It also recommends avoiding decision fatigue by not making major decisions after lunch and benchmarking yourself against other innovative organizations.
What is the biggest question for anyone looking to dramatically increase their success...
How do I harness my knowledge, experience and networks to drive important decisions or solve problems?
What if you could gain the productive and telling insights to drive better, faster, more relevant decisions and solve problems in a simple, visually engaging way?
The Foundations of a Design-based Theory of the FirmAndy Dong
This is the presentation I gave to BayCHI on April 11, 2017. The presentation discusses the foundations on a design-based theory of the firm, covering the existence of firms, their structure (scale and scope), and capabilities.
Watch the video here: https://www.youtube.com/watch?v=Zl4QTr8YkhE
This talk takes you on a journey to understand what a 'discovery' period in your design and tech project currently looks like, through to what it could be.
Spoiler: It can be so much more, but you need to be prescriptive in the way you put together your team, and let go when you're going through the process. Oh and make specific time for non-specific things to happen.
1. The document discusses the importance of design thinking in managing information and business communication. It emphasizes generating alternatives rather than just choosing between them.
2. Designing is about shaping contexts rather than taking them as given. Successful companies exploit design thinking in all their decisions by choosing design as their fundamental strategy.
3. The document provides lessons learned from experts in design, including the importance of empathy, inspiration from analogous situations, and engaging stakeholders in experimentation and storytelling.
This document discusses when and how companies should use teams, task forces, and committees to accomplish important work. While these groups can help bypass bureaucracy, the author cautions that their use may also indicate underlying issues within the core organization. Before launching a special group, leaders should consider whether it will work around capability or performance gaps that have not been directly addressed. If so, the leader needs to model addressing such issues constructively to build a respected organization and develop their people. Special groups should not perpetuate mediocrity, and their recommendations still require proper implementation.
Cultivating an imaginative culture that behaves creativelyHumanCentered
This document discusses cultivating an imaginative culture that behaves creatively. It argues that organizations need to create conditions that foster organic growth, social innovation, integrative thinking and creative behavior. Design thinking and human-centered approaches can help organizations change how they think about risk, opportunity and defining the future in adaptive ways. Social innovation is a human phenomenon that requires understanding people more than technology or business models.
The document describes the journey of an agile consultant who struggled with the failure of his previous startup company. He became interested in lean startup principles and customer development practices. This led him to validate his business ideas through frequent experiments and customer feedback, rather than relying on untested assumptions. He now documents his business models explicitly and uses metrics and hypotheses to test solutions with MVPs before fully rolling products out. This new approach allows him to learn quickly and improve the likelihood of sustainable business success.
This document appears to be promoting a keynote speaking offer from Thinque, a strategic foresight and creativity consulting firm. The summary is:
1. Thinque is offering a keynote speaking engagement at a conference in Australia or New Zealand in 2009/10, excluding travel and accommodation costs, valued at $6000 plus GST.
2. Contact information is provided for Thinque, located in Surry Hills, NSW, for inquiries about speaking, training, or coaching.
3. The document seems aimed at marketing Thinque's services in strategic foresight, creativity, and business thinking strategies.
The document discusses the Define stage of the design thinking process. It emphasizes unpacking and synthesizing research findings to identify user needs and insights. The goals of Define are to explicitly express the problem, identify unknown associations, generate inspiring insights, and develop a deep understanding of users with the team. It is important because it ensures designers are solving the right problem rather than just finding clever solutions. The document provides guidance on how to Define, including sharing stories from research, capturing information, and clustering themes to build the foundation for defining the problem.
This document provides an overview of talent management. It defines talent management as focusing on ensuring the availability of talented people to fill key roles, both currently and in the future. It discusses identifying key roles and assessing individuals' talent and potential. It also outlines the clusters of policies and practices that make up a talent management framework, including identifying, developing, and retaining internal talent as well as attracting external talent. The framework aims to have a pipeline of people for leadership and other critical roles.
Similar to HR DAY 2012 - Workshop Change Management (20)
El Puerto de Algeciras continúa un año más como el más eficiente del continente europeo y vuelve a situarse en el “top ten” mundial, según el informe The Container Port Performance Index 2023 (CPPI), elaborado por el Banco Mundial y la consultora S&P Global.
El informe CPPI utiliza dos enfoques metodológicos diferentes para calcular la clasificación del índice: uno administrativo o técnico y otro estadístico, basado en análisis factorial (FA). Según los autores, esta dualidad pretende asegurar una clasificación que refleje con precisión el rendimiento real del puerto, a la vez que sea estadísticamente sólida. En esta edición del informe CPPI 2023, se han empleado los mismos enfoques metodológicos y se ha aplicado un método de agregación de clasificaciones para combinar los resultados de ambos enfoques y obtener una clasificación agregada.
Essential Tools for Modern PR Business .pptxPragencyuk
Discover the essential tools and strategies for modern PR business success. Learn how to craft compelling news releases, leverage press release sites and news wires, stay updated with PR news, and integrate effective PR practices to enhance your brand's visibility and credibility. Elevate your PR efforts with our comprehensive guide.
04062024_First India Newspaper Jaipur.pdfFIRST INDIA
Find Latest India News and Breaking News these days from India on Politics, Business, Entertainment, Technology, Sports, Lifestyle and Coronavirus News in India and the world over that you can't miss. For real time update Visit our social media handle. Read First India NewsPaper in your morning replace. Visit First India.
CLICK:- https://firstindia.co.in/
#First_India_NewsPaper
An astonishing, first-of-its-kind, report by the NYT assessing damage in Ukraine. Even if the war ends tomorrow, in many places there will be nothing to go back to.
Acolyte Episodes review (TV series) The Acolyte. Learn about the influence of the program on the Star Wars world, as well as new characters and story twists.
Here is Gabe Whitley's response to my defamation lawsuit for him calling me a rapist and perjurer in court documents.
You have to read it to believe it, but after you read it, you won't believe it. And I included eight examples of defamatory statements/
8. PROBLEM ANALYTIC CHANGE VS.
APPRECIATIVE INQUIRY
Basic beliefs
Problem solving Appreciative inquiry
(deficit based change) (strength based innovation)
What we focus on
becomes our reality
“Valuing the best of what is”
“Felt Need” Appreciate Reality is created in the
moment, and there are
Identify problem
multiple realities
Imagine (What might be) In every ongoing
Conduct root cause analysis team/group/
organisation . . . Some-
thing(s) work
Dialogue and design
Analyze Possible Solutions (What should be)
People have
more confidence and comfort
to journey to the future (the
unknown) when they carry
Develop action plan (Treatment) Create (What will be) forward parts of the past (the
known)
Basic assumption: “mystery”
organization is a web of strengths
Basic assumption:
linked to infinite capacity, infinite The mode and
“problem-to-be solved”
imagination… alive language of inquiry
effects the org. being
observed
8
8