innovation and creativity [compatibility mode]

8/12/2019 Innovation and Creativity [Compatibility Mode]

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Creativity and

Innovative ThinkingSkills


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1.Creativity and Types of Innovation

2.Conceptual Blocks : Constancy, Compression and Complacency

3.Three Components of Creativity

4.The Paradoxical Characteristics of Creative Groups

5.Tools for Defining Problems and Creating New Ideas

6.Creating a Creative Climate


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Bringing into existence an idea that is new to you

InnovationThe practical application of creative ideas

CreativeThinking


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Creative solutions are more than ideas - they must work in the real world. A creative solution has

three attributes:

It is new(otherwise it would not be creative).

It is useful, in that it solves the problem (otherwise it would not be a solution).

It isfeasible, given the messy real world constraints like money and time.


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Business Model Innovation

involves changing the way business is done in terms of capturing value e.g. HP vs. Dell,hub and spoke airlines vs. Southwest

Process Innovation involves the implementation of a new or significantly improved production or delivery method.

Product Innovation, involves the introduction of a new good or service that is new or substantially improved. This

might include improvements in functional characteristics, technical abilities, ease of use, or any other dimension.

Service Innovation, is similar to product innovation except that the innovation relates to services rather than to

products


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Creating your companys future requires being in the right markets Creating your companys future requires contemplating the future Creating your companys future requires anticipatory and proactive management Creating your companys future requires breakthrough strategies

Creating your companys future requires breakthrough thinking

Creating your companys future requires numerous other capabilities Bifocal management Breakthrough execution Speed and agility

Being a learning organization Not falling prey to the paradox of success It all comes down to people


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Thats an amazing invention, but who would ever want to use one of them? (US President

Rutherford B. Hayes, after participating in a trial telephone conversation between Washington and

Philadelphia in 1876).

Television wont be able to hold onto any market it captures after the first six months. People will

soon get tired of staring into a box every night(Darryl F. Zanuck, Head of 20th Century Fox, 1946)


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The horse is here to stay, but the automobile is only a novelty, a fad (President of Michigan

Savings Bank, 1903, advising Henry Fords lawyer not to invest in the Ford Motor Company

disregarding the advice, he invested $ 5,000 in stock, which he sold several years later for $ 12,5

million).

I think there is a world market for about five computers (Thomas J. Watson Sr., Chairman of IBM,

1943)


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Conceptual

blocks

Mental obstacles that constrain

the way the problem is defined

and limit the number of

alternative solutions thought to

be relevant


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The more formal

education individuals

have

The more experience

they have in a job

The less able they are to

solve problem in

creative ways


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Individuals lose the

ability

to experiment,

improvise, and

take mental detours


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Constancy

One thinking language

Vertical thinking

Compression

Artificial constraint

Distinguishing figure from ground


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Non-thinking

Non-inquisitiveness

Complacency


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Vertical

Thinking

One Thinking

Language

Defining problem in only one way without considering alternative

views

Lateral thinkers, on the other hand, generate alternative ways of

viewing a problem and produce multiple definitions

Using only one language (e.g., words) to define and assess the

problem

Disregarding other language such as nonverbal or symbolic languages

(e.g., mathematics), sensory imagery (smelling), feelings and emotions

(fear, happiness) and visual imagery (mental pictures).


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Non

Inquisitiveness

Non Thinking

Not asking questions

Sometimes the inability to solve problems results from a reticence to

ask questions, to obtain information, or to search for data.

An inclination to avoid doing mental work.


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Expertise is, in a word, knowledge technical, procedural, and

intellectual

Not all motivation is created equal. An inner passion to solve the

problem at hand leads to solutions far more creative than do

external rewards, such as money.


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Creative thinking skills determine how flexible and imaginatively

people approach problems.


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Beginners Mind

Freedom

Play

Improvisation

Experience

Discipline

Professionalism

Planning


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1. The smarter you are, the more creative you are

2. The young are more creative than the old

3. Creativity is reserved for the few the flamboyant risk takers

4. Creativity is a solitary act

5. You cant manage creativity


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Rudyard Kipling used a set of questions (5W + 1H) to help trigger ideas and solve problems

One approach with this is to use the questions in a particular order to help guide you through a

sequence of thought towards a complete answer, such as: What is the problem? Where is it

happening? When is it happening? Why is it happening? How can you overcome this problem?

Who do you need to get involved? When will you know you have solved the problem?


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Any questions work because we are conditioned to answer questions that we are asked. They

challenge us and social rules say it is impolite not to reply.

The Kipling questions work because they are short and direct. They are also largely general, and

'What' can be applied to many different situations, making them a flexible resource.


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When starting to solve a creative problem it is a good idea to define the problem you are trying

to solve.

Start by discussing the overall context and situation in which the creative activity is aimed.

Write down more than one draft of the problem statement. Remember that defining the

problem is almost a complete project in itself and you may benefit from going through iterative

stages of convergence and divergence.

Listen and write down everybody's opinion of what the problem really is. Find the points of

agreement and then discuss the differences.


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Stating the problem may seem obvious, yet many creative efforts fail because the problem is

either unclear or it is focused in the wrong place.

The way you state a problem is half the problem and half the solution. Once you have identified

a good problem statement, sometimes the solution is so obvious that you need little, if any,

creative thought afterwards.


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Use it to force yourself or other people out of a thinking rut.

Use it to test out ideas for validity.

Use it to challenge the problem or situation you are considering when initially defining the problem.

Select all or part of the problem domain that you are going to challenge. Perhaps it is something that

has been particularly difficult to be creative around.

Find something to challenge and question it deeply. You can challenge many things, including:

Concepts - and broad ideas

Assumptions - and beliefs that are not questioned


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Boundaries - across which you do not cross

'Impossible' - things that are assumed cannot happen

'Can't be done' - things that are assumed cannot be done

'Essentials' - things that you assume cannot be disposed of

Sacred cows - that cannot be challenged

One way in which we deal with the complexity of the world is to make assumptions about many things. Our

pattern-matching ability is a great help in allowing us to take short-cuts but it often ends up in us not noticing

many things.

If we do not take deliberate and conscious action, our subconscious will let many assumptions pass by unnoticed.


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Use Attribute Listing when you have a situation that can be decomposed into attributes - which itself can be a

usefully creative activity.

Particularly useful with physical objects. You can use it elsewhere, too.

Highly rational style. Suitable for people who prefer analytic approaches. Good for engineering-type situations.

For the object or thing in question, list as many attributes as you can.

It can also be useful to first break the object down into constituent parts and look at the attributes of each part in

question.


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For each attribute, ask 'what does that give'? Seek the real value of each attribute. It is also possible that attributes

have 'negative value' -- i.e.. they detract from the overall value of the object.

Finally look for ways in which you can modify the attributes in some way. Thus you can increase value, decrease

negative value or create new value.

Attribute Listing works as a decomposition approach, breaking the problem down into smaller parts that can be

examined individually.

All things have attributes which are sometimes overlooked. By deliberately focusing on these, you can find new

ways to be creative.


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Brainstorming is probably the best-known creative tool.

It can be used in most groups, although you will probably have to remind them of the rules.

It is best done using an independent facilitator who manages the process (so the group can focus on the creative

task).

Typically takes around 30 minutes to an hour.


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Brainstorming Rules :

No criticism or debate

Quantity over quality

Freewheel

Combine and improve

Brainstorming works when people use each other's ideas to trigger their own thinking. Our minds are

highly associative, and one thought easily triggers another.

If we use the thoughts of others, then these will stop us getting trapped by our own thinking structures.


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A vision is a 'motivating view of the future'. It creates pull. It gives direction.

Imagine brilliant and innovative future. Think about what you are trying to achieve.

Go out into the future. Look around and see what is there.

Use dynamic and emotive words to paint motivating pictures. Use words like 'sharp', 'now' and 'value'.

Phrase it in the present tense to make it more immediate. Use 'is' rather than 'will'.

Use active verbs that talk about what is happening.

Test it with others to ensure it works for them too.


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Visioning works because we are an imaginative species and are motivated by what we perceive as a

possible or desired future.


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Risk taking is

acceptable to

management

New ideas and

new ways of

doing things are

welcomed

Information is

free flowing

Employees

have access to

knowledge

sources

Good ideas are

supported by

executive

patrons

Innovators are

rewarded


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INDIVIDUAL ELEMENTS

A few committed individuals from diverse sectors and unusual partnerships Individuals who are comfortable living outside of silos and/or systems Individuals with an entrepreneurial and network mind-set Individuals with passion who persevere in the face of resistance


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SYSTEM ELEMENTS

A collaborative and/or networked funding culture that frames failure as learning and an opportunity forthe re-invention of an idea

An awareness of three spaces where the system is connected or fragmented Fostering critical connections An interdisciplinary environment that crosses traditional boundaries Incubators that provide opportunities to create ideas Learning and thinking globally while acting locally


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Make innovation a priority Take an outside-in perspective Create a process for innovation Define the big levers and pull them Drive out fear

Create trust Recognise both successful and unsuccessful innovators


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A motivation or direction Creative thinking / experimenter mentality Ability to convert dead ends into new motivations /directions Desire to challenge (or sometimes ignorance of) the status quo Threshold for risk & comfort with uncertainty

Time + $$$ for work


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A safe space (ability to say potentially dumb things) Start from simple, move to difficult game flow Moving from personal to communal Introducing different perspectives Experimentation

Celebration of risk-taking Transparency and openness Change of environment Fun, laughter & enjoyment of activity

Clear understanding of rewards Encouragement


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LEADERS OF INNOVATION Good knowledge of the area in which they work Mission-definition perspectives Support for followers Skills of resource acquisition and resource distribution

Evaluative feedback Ability to induce structure where it is not well defined

Organizational outreach


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MANAGING INNOVATION Organization models and structure Operational processes Organizational alignment Knowledge management

Management style and leadership Individual employees


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Viewing compliance as opportunity Making value chains sustainable Designing sustainable products and services Developing new business models Creating next-practice platforms

BECOMING MORE SUSTAINABLE

Dont start from the present Ensure that learning precedes investments Stay wedded to the goal while constantly adjusting tactics Build collaborative capacity Use a global presence to experiment


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What is coaching? Encouraging creativity and the introduction of new ideas Honouring and supporting work-life balance Engagement and support of employees through effective employee assistance Creating and maintaining a civil work environment


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Do not think that your domain experts--your operations people, accountants, or

statisticians--cannot contribute innovative ideas to other areas of your business.

Block out time for creative exploration throughout the day. In every meeting, no matter

how tight its schedule, set aside a little time to explore creative ideas.

Tell your people, "Let's think about how many different ways we could solve this

problem." This expands the innovative capacity of your people and may lead to

breakthrough ideas.

Encourage your kids to think. Asking "Why? is a good thing. Encourage your people to

keep asking why. Don't let them be satisfied by the accepted solution.


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Focus on individuals and think short term Keep it simple Start with a proof-of-concept test When the results come in, slice the data Try out-of the-box thinking

Measure everything that matters Look for natural experiments


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Organizations that squelch creativity can no longer compete with organizations thatchampion creativity

Everybody has their own private Mount Everest they were put in this earth to climb The more talented someone is the less they need the props Dont try to stand out from the crowd; avoid crowds full stop

If you accept the pain, it cannot hurt you Never compare your inside with somebody elses outside Dying young is overrated Nobody cares, do it for yourself Write from the heart


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The most important thing a creative person can learn, professionally, is to where todraw the red line that separates what you are willing to do from what you are not

The world is changing Merit can be bought, passion cant Avoid the Water cooler Gang

Sing in your own voice The choice of media is irrelevant Selling out is harder than it looks Dont worry about finding inspiration, it comes eventually You have to find your own shtick


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In established firms, its impossible to start from scratch and hazardous to move tooquickly

Radically-minded management innovators dont have the benefit of a roadmap Were talking about people, not widgets


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creator- high-level thinker, extremely wacky ideas catalyst- a connector who recognizes those ideas and connects them to solutions champion - paves through the nay-Sayers to get the idea to market


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More management layers (hierarchies) Paperwork, reports & reviews Over planning Competition Favouring the go-getters

Risk aversion Skewing to high-level thinking Valuing deadlines over doing it right Demanding consensus


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Drill


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innovation and creativity [compatibility mode]

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