Lille 07/03/2011

2

who

making the entreprenerial class more creative

making the creative class

more entrepreneurial

stimulate entrepreneurial

creativity

2005: a new child was born

4

a staged strategy

activate

inspire

create awareness

5

towards different target groups

Policy makers

General Public

Companies

Education

6

what

A creative organisation

Individual

Team - Organisaton

Management

CREATIVE THINKING

PROFESSIONAL CREATIVITY FOR

CREATIVE PROCESSES

FRAMEWORK FOR CREATING A CREATIVE

ENVIRONMENT

State of mind

Logic thinking• We think of terms of solutions

(A → B)• We are satisfied with 1

solution• We learn from the past• We immediately arrive at a

meaning• We choose the paths we know• We use patterns

State of mind

9

"Aoccdrnig to a rseerach at Cmabrigde Uinervtisy, it deosn't mttaer in waht 

oredr the ltteers in a wrod are, the olny iprmoatnt tihng is taht the frist and lsat ltteer be at the rghit pclae. The rset can be a toatl mses and you can sitll raed it wouthit porbelm. Tihs is

bcuseae the huamn mnid deos not raed ervey lteter by istlef, but the wrod as a

wlohe.Amzanig huh?"

Logic-creative duality

• Our brain is a great pattern creator

• A great pattern user

• But a bad pattern breaker

Creativity definition

Creativity is the art of bursting through patterns, habits and certainties

State of mind

Creative thinking• Solve daily problems• Use opportunities• Be different from the

competitor• Improve existing things• Inspire new ideas• Develop projects

State of mind

When you always do what you’ve always done you will always get what you’ve always got !!

A. Einstein

Perception

Postpone judgement

Think in alternatives

Associative thinking

Power of imagination

Perception

Postpone judgement

Associative thinking

Imagination

Think in alternatives

Which of the following letters is different from the others and why?

A E I F U

20

CAMPAIGN

Jij bent Flanders’ Future

www.flandersdc.be/fellows

PROJECT

Training: innovatiecoördinators

Sir Ken RobinsonDo schools today kill

creativity?

EVENT

Innovatie maakt school

Eerste kindercongres in België

1400 12-jarigen in de Brabanthal

www.ikanda2010.be

EVENT

Leonardo da Vinci mobility projects

www.flandersdc.be/i-creative

www.flandersdc.be/ipod

PROJECT

25

EVENT Reverse Mission

Inspiration tours

EVENTS

EVENT

Creativity World Forum

EVENTS

Creative Tools project Last November the Creative Tools project was launched by Flanders DC together with CIDA, Chamber of Commerce of Terrassa and Creative Tampere.

This Leonardo da Vinci transfer of innovation project wants to address two subjects:1.How can you make the entrepreneurial class more creative 2.How can you make the creative class more entrepreneurial

www.thinkkit.eu

PROJECT

www.thinkkit.eu

Goodies for the toolboxExperience-based business development Provide local and regional public sector business consultants with knowledge of and insight into creative business approaches and the dynamics of experience-based business development

Enable business consultants to support and inspire local companies to bringing creative approaches into the company, its marketing and product development processes.

www.exbased.eu

PROJECT

www.exbased.eu

TOOL

www.flandersdc.be test your creativity

TOOL

www.flandersdc.be/creatiefdenken

TOOL

www.flandersdc.be/tools train jezelf online

Creativity ClassPROJECT

SOSideeACTIVAT

E

PlatopeterschapPROJECT

Bar d’officePROJECT

A creative organisation

Team - Organisaton

Management

PROFESSIONAL CREATIVITY FOR

CREATIVE PROCESSES

Individual

CREATIVE THINKING

FRAMEWORK FOR CREATING A CREATIVE

ENVIRONMENT

a creative proces

diverge converge

start

qualityimagination

intuitionwild

diversity

qualityjudgement

logicsystematicconsistence

Prepare the sessionDefine the key problem •The session’s subject should be a clear-cut, open and action oriented question.

•The best thing is to start the question with ‘How can we …? For example: How can we, as ‘X’, respond to trends and developments we see? Think about new products, services, processes, organization, technology, marketing, et cetera.’

•Define the key question together with the client.

•Choose a time horizon: 2020, 2030, etc.

•Collect information (texts, images) with regards to the sector/domain

•Make a mindmap to make some associations for the sector/technology

  

Prepare the session

Choose the participants •Keep in mind that different points of view are more likely to generate refreshing ideas than similar ones. So select the participants from different departments and functions within your organisation.

•You should also invite external participants, like customers, suppliers and knowledge centres. They might bring different perspectives.

•A good ratio is 1/3 external people and 2/3 staff members  

Brainstorming rules

• POSTPONE YOUR JUDGEMENT

• OPENNESS AND ENTHUSIASM

• SHOW INTEREST FOR NAÏVE

IDEAS

• NO STATUS OR ARROGANCE

• PIGGY-BACKING ON IDEAS OF

OTHERS

Selecting ideas

Tips for choosing•Keep an eye on the target•Think always in opportunities•Use your heart as well as your head•Trust you intuition•Choose those ideas that give you energy•Don’t forget the wild card!

Selecting ideas

Step 1: Red & Yellow selection• Give every team 16 voting stickers: 8 red ones and 8 yellow ones. If

there are more then 120 ideas on the board, distribute up to 10 stickers of each colour.

 • The stickers should be used to vote on the ideas the teams really

would like to see realised. The red stickers are to be used for creative ideas realisable in the short term, yellow stickers for creative ideas realisable in the long term.

• Tell the teams to stick a maximum of 2 stickers on 1 idea. Spread the votes over different ideas as much as possible. All stickers should be used!

• Ask the pairs to stand up and walk around the table. While choosing they should pay close attention to:

• Make courageous choices • Trust your intuition • Choose ideas that give you energy

Selecting ideas

Step1: Red & Yellow selectionEach pair selects 5-8 red ideas: good ideas you can work on in short term

Each pair selects 5-8 yellow ideas: good ideas for the future

Selecting ideas

Step 1: Red & Yellow selection

• Ask someone to read out loud the voted ideas. Start with the most popular ideas.

• Write them down on the flipchart: use one side for red ideas and the other one for yellow ideas. Write down at least 12 and at most 20 ideas.

• Quickly ask whether anyone wants to use a wildcard: an idea that definitely should have been chosen but was not.

Selecting ideas

Step 2: Syntegrate• Join some of the ideas together on the flipchart in consultation with the

participants. Use a different colour of marker.  

+ + =

+ =

Selecting ideas

Step 3: Select• Number all ideas.  • All participants get one

minute to draw up their top 3 ideas. At the end ask everyone to share their top ideas and make a general top 3/4/5…

Elaborating ideasProject plan• Divide the top 3/4/… ideas

among the group (3 to 4 groups depending on the number). Obviously, if there are several ideas that have received a lot of votes, more then 3 ideas can be worked up.

• Every group gets a template of the project filing card and a flipchart paper to prepare the presentation.

• The teams fill in the project plan and think of a way to sell the idea to the group.

• Every team gets 2 minutes to present its ideas.

GPS for Enterprises is a simple but effective brainstorming method to generate ideas. In a group, you can explore ways in which your company, school or association can react to future trends and developments.

TOOL www.gpsvoorondernemingen.be

TOOL

Brainstormwaaier

1. Refining

Refining is a quick and easy technique if you want to change something about a product or service. Use it alone or in a group.

• Substitute: Can we replace our product or a part of it? • Combine: Can we make new combinations? • Adapt: Can we change the shape of our product, give it a different

colour or change the time slot? • Maximise/Minimise: Can we enlarge the product? Make it lighter? Offer

it more often? • Put to other use: Can we give our product a new purpose or can we

create a new target group? • Eliminate: Can we leave out certain parts or functions? • Rearrange: Can we give the product a different composition, turn it

upside down or rearrange the order?

2. Quick storm• Choose two key words from your problem formulation. • Make a list of 10 specific characteristics for each word. • Combine associations from one list with the other. • Think up new ideas from here.

3. Negative brainstormA negative technique with positive results: this

‘upside-down brainstorm’ is easy to do either alone or in a group.

• Work on an issue until you utterly and truly run out of ideas.

• Then come up with as many reasons as possible why the problem can’t be solved.

• Keep on going. Use your imagination and exaggerate.

• Turn each reason around. Ask yourself how it could be possible. Create opportunities instead of obstacles.

4. Flower associationFlower association is a slightly

more difficult yet extremely useful brainstorming technique. It allows you to distance yourself from the problem, providing room for creativity.• In the middle of a large sheet of paper,

write down the most important word concerning the issue at hand.

• Begin associating and arrange the new ideas around the word like flower petals.

• Use the new words as a second starting point for more associations. Continue as long as you want.

• Choose one word as inspiration to find new solutions to your problem.

• Repeat this with the other words.

5. Inspired by natureThis brainstorming technique is slightly

more difficult, but it is quite a good one. It’s also an excellent technique to encourage out-of-the-box thinking. Best in a group.

• On a big piece of paper, write the name of an animal -- any animal.

• Jot down 8 to 10 words that you associate with that animal.

• Choose one of the words. Use this word as inspiration to find new solutions to your problem.

TOOL

Inspiradar

TOOL

www.flandersdc.be/checklist

59

www.debedenkers.be

A creative organisation

Individual

Team - Organisaton

Management

CREATIVE THINKING

PROFESSIONAL CREATIVITY FOR

CREATIVE PROCESSES

FRAMEWORK FOR CREATING A CREATIVE

ENVIRONMENT

Creativity should be imbedded in organisation

Str

ateg

y

People & Organisation

Processes

Infrastructure

Structural②

Specific creative paths

①

What do w

e want t

o get out

of our in

novation?

How do we find and develop ideas?

Which budgets,

systems, machines,

spaces,… hdo we

need to innovate?

What should we do to use the creative

potential of our people?

TOOL

Innovix

TOOL Product leadership tool

It is a benchmarking instrument that compares how well a company scores in relation to others in the same industry.

It also shows how processes are set in the company in order to encourage innovation.

TOOL

HR Tools

TOOL

www.flandersdc.be/teamscan

Competentietest tells you if you have the right competences jn your team.

Tevredenheidstest tells you how satisfied you are about atmosphere, leadership and results of a team.

Artisists, wild goose

Companies from other sectors

Clients

Supplers

Knowledge institutions

Colleagues

Extern③

Structureel②

Creativity should be imbedded in organisation

Str

ateg

y

People & Organisation

Processes

Infrastructure

Structural②

Specific creative paths

①

TOOL

www.flandersdc.be/web2.0

68

how

Lessons learned

1. Good, Balanced Team

2. Support Of The Government

3. Taking Creativity Seriously

4. Make The Business Community See The Benefit

5. Target also Education & Public at large

6. Partners

7. Communicate, Communicate, Communicate