by Sue Whittle and Alison Duffy This talk was part of the ICLCity2013 event at City University London on the 13th May 2013. For more details see: http://www.city.ac.uk/centre-for-creativity-in-professional-practice/services/icl-city-2013

1. Knowing Me, Knowing You (Aha!)
Alison Duffy and Sue Whittle
Graduates of the City University
Masters in Innovation, Creativity & Leadership
Consultants with Perspectiv www.perspectiv.co.uk
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2. Photography by Joe TarrantA
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7. What Alison read..
You must return to the classroom by 16.30 at the latest.
Presentations will begin at 16.45, but you do not have to wait
to 16.30 to begin discussing and planning your presentation.
We do NOT want a powerpoint.
We have allowed up to 5 minutes for the presentation. The
choice of what you present on is entirely up to you; the major
idea is that you generate some insights for those who did
not have your experiences and conversations.
These insights might not just be about innovation, creativity
and leadership but also team working, observation etc. Please
take risks in your presentation.
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8. What Sue read…
Walk through a specific zone between the university and the
City, and to find and document “innovation, creativity and
leadership”. Define these words as you wish.
Do this in the whole team. Objectives:
To experience an area around City University
To use the walk to get insights into innovation, creativity and
leadership
To report to colleagues on your experiences.
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34 questions
15 minutes
Online

10. Problem solving styles
Problem solving styles are consistent
individual differences in the ways people
prefer to generate and focus, in order to gain
clarity, produce ideas, and prepare for action
when solving problems or managing change.
© Selby, Treffinger, Isaksen, 2002.
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11. Influences on behaviour
Behaviour
Task Ability
Situation
Cognitive
Style
Motive
Skills &
Knowledge
Values
Others
© Selby, Treffinger, Isaksen, 2002.
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12. © 2004, E. C. Selby, D. J. Treffinger, & S. G. Isaksen
Managing data,
knowledge,
information
Thinking, in strategy,
when investigating &
exploring, coming up
with options, making
decisions, problem
solving
Working with
others, caring for
others, respecting
others,
teamship
Self management,
self belief,
self reflection,
self discipline,
self responsibility,
your values,
your vision
Taking risks,
openness to new ideas
Communicating
Using a process
Leading or managing
The VIEW has implications when…

13. What does VIEW assess?
Orientation to Change
DeveloperExplorer
Ways of Deciding
Person Task
Manner of Processing
External Internal
© Selby, Treffinger, Isaksen, 2002.
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14. Orientation to Change
Your preference for responding to and
managing structure, novelty, and authority
when dealing with change or solving
problems.
•How do I prefer to deal with boundaries?
•How do I feel about and react to structure?
•How do I prefer to respond to novel challenges?
DeveloperExplorer
© Selby, Treffinger, Isaksen, 2002.
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15. Explorers prefer to:
• Do things differently
• View structure as limiting,
confining
• Challenge the problem
definition
• Challenge authority,
“bend” the rules
• Be seen as ingenious and
unconventional
• Emphasize originality and
uniqueness
• Do things better
• Find benefits and
support in structure
• Accept the problem
definition
• Work within stated rules
• Emphasize
improvement and
usefulness
• Be seen as precise,
thorough, dependable
Developers prefer to:
© Selby, Treffinger, Isaksen, 2002.
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16. © 2004, E. C. Selby, D. J. Treffinger, & S. G. Isaksen
ORIENTATION TO CHANGE

17. © 2004, E. C. Selby, D. J. Treffinger, & S. G. Isaksen
Orientation to Change results – Sue
43
© Selby, Treffinger, Isaksen, 2002.
N = Mean = Range = to
0
1
2
18 24 30 36 42 48 54 60 66 72 78 84 90 96 102 108 114 120 126
Count
Range
EXPLORER DEVELOPER

18. © 2004, E. C. Selby, D. J. Treffinger, & S. G. Isaksen
Orientation to Change results – Alison
87
© Selby, Treffinger, Isaksen, 2002.
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18 24 30 36 42 48 54 60 66 72 78 84 90 96 102 108 114 120 126
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19. © 2004, E. C. Selby, D. J. Treffinger, & S. G. Isaksen
Orientation to Change results
– Alison and Sue
© Selby, Treffinger, Isaksen, 2002.
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18 24 30 36 42 48 54 60 66 72 78 84 90 96 102 108 114 120 126
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20. © 2004, E. C. Selby, D. J. Treffinger, & S. G. Isaksen
Orientation to Change results – group
© Selby, Treffinger, Isaksen, 2002.
N = Mean = Range = to
0
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18 24 30 36 42 48 54 60 66 72 78 84 90 96 102 108 114 120 126
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Range
EXPLORER DEVELOPER

21. © 2004, E. C. Selby, D. J. Treffinger, & S. G. Isaksen
“Everything that irritates us about others can
lead us to an understanding of ourselves.”
Carl Yung

22. © 2004, E. C. Selby, D. J. Treffinger, & S. G. Isaksen
Perceptions activity
If you get a group of Developers in a
room to describe Explorers, what
words might they use?
If you get a group of Explorers in a
room to describe a group of
Developers, what words might they
use?

23. © 2004, E. C. Selby, D. J. Treffinger, & S. G. Isaksen
HOW THEY WILL BE SEEN…..
• Be seen by Developers as unsound,
impractical or abrasive
• Find it difficult to recognize and deal
with current realities
• Need to be challenged to work out
the details
• Challenge authority and tradition
without considering their value
• Overwhelm others with a profusion
of alternatives (many that may not
seem workable)
Explorers are more likely to: Developers are more likely to:
• Be seen by Explorers as timid,
rigid, or inflexible
• Find it difficult to look to the
desired future
• Need to be challenged to search for
worthwhile ideas outside current
practices
• Make structure, authority, and
rules the ends rather than the
means
• Focus too much on workable
alternatives (many that do not seem
new or different)

24. © 2004, E. C. Selby, D. J. Treffinger, & S. G. Isaksen
When 2 worlds collide…
“Lets forget about that, lets do this”
“Here they go again,
keep your head down,
something else will
distract them soon”
Planet Explorer Planet Developer
Be seen by Developers as unsound, impractical or
abrasive
Need to be challenged to work out the details
Overwhelm others with a many alternatives (and many
that may not seem workable)
See Developers as timid, rigid, or inflexible
Find it difficult to look to the desired future
Find it difficult to search for worthwhile ideas
outside current practices
See structure, authority, and rules the ends rather than the
means
Focus too much on workable alternatives (many that do not
seem new or different to Explorers)

25. © 2004, E. C. Selby, D. J. Treffinger, & S. G. Isaksen
In an ideal world, Es see Ds...
Producing well-crafted outcomes
Adding value by being efficient, thorough, persistent and
focused on the details.

26. © 2004, E. C. Selby, D. J. Treffinger, & S. G. Isaksen
In an ideal world, Ds see Es...
Bringing fresh and unique perspectives that lead to important
Insights. Adding value by being spontaneous, ingenious, and
focused on the big picture.

27. Why is looking in the mirror - working with
yourself - so important?
Self awareness through VIEW + reflective practice
= high performance and improved teamworking
Source:Burckle&Boyatzis(1999)
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28. Want to Find out More?
Alison Duffy and Sue Whittle
alison@perspectiv.co.uk
sue@perspectiv.co.uk
www.perspectiv.co.uk
+44 (0) 1844 290700
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