If you want to clarify or explore a task, find root causes of a problem or develop your strategic thinking skills you may want to consider the queen of exploration tools: WEBBING.…
If you wish to engage in a fruitful workshop that leads to innovative ideas, you may wish to clarify some basic ground rules for creativity sessions. These ground rules have been adopted from the Creative Problem Solving toolbox by the International Center for Studies in Creativity (Buffalo State University of New York). And, they have been proven essential through many creativity sessions:…
You may have heard and read much in the last few years regarding creativity and innovation. Or you may even have attended a creativity workshop that you found interesting and fun that has helped you come up with some new ideas. Now your current employer may be requiring innovative input. However, you find that your suggestions are mostly ignored or frowned upon. This is mainly because nobody has told you the „The Secret of Contextual Thinking”.
You may have heard and read much in the last few years regarding creativity and innovation. Or you may even have attended a creativity workshop that you found interesting, fun and helped you come up with some new ideas. Now your current employer may be requiring innovative input. However, you find that your suggestions are mostly ignored or frowned upon.
This is mainly because nobody has told you „The Secret of Contextual Thinking‟.
In the case of creativity and innovation, not only do managers have different ideas of what they mean, but they find it difficult to express them in a consistent manner. This results in resorting to clichés such as out-of-the-box thinking, or ideas producing bottom-line results. If there is such a variety in opinion, what can you do as a potential or current employee to provide the required creative and innovation input?
Your innovative idea has flaws that your managers and colleagues see a mile away. However, they seem to be blinded to the financially rewarding innovative insights that you find obvious.
This comes with the territory. Instead you can deflect negative criticism by asking for constructive input: How would you improve this idea? How can we overcome this hurdle? (people usually do not give much feedback, but if they do, it can help you improve your idea and keep them quiet for a while).
Your aim is to know what your managers understand by creativity and innovation. What is their “box” when they use the “out-of-the-box” expression? How do they see the development of the products and processes and the technologies supporting them? This step is essential in discovering “the secret”.
What is the market or technological trend that you can use to back your future innovation? Which innovations from other players in the industry or similar industries in your country or abroad come to mind? What are your customers looking for? How can you meet their current challenges?
Stretch your mind to go beyond the 2nd best to the best option. Once you have generated many options you will get a better understanding on the different innovative possibilities facing you. Nobel Prize winner Linus Pauling said “The way to get good ideas is to get lots of ideas and throw the bad ones away”.
How does your perfect solution look like? You will start building a series of criteria that will guide your selection and future building up of a valuable solution. (This is crucial to find “the secret”).
You can proceed by identifying potential flaws (your colleagues will volunteer to help you do this) and refining your idea to remove those flaws or turn them into leverage points. The weakness of an idea can become its strength in a different context. For instance, the product Post-It™ was the result of a failed attempt to create stronger glue for paper.
Some basic guidelines to adopt when giving creative and innovative input are as follows:
Finally, use “the secret of contextual thinking” from the first to the last moment of the process. This is simply stated “the ability to perceive, understand and value creative and innovative input from the other’s (your manager) perspective”. You may even get to the point where the ideas that you produce resonate so much on your managers that they will themselves carry them out. This ability builds up through insightful questioning and deep listening but it all starts with the intention (desire) to discover and understand deeply the cultivated (reasoned) viewpoints of others (try practicing with friends or relatives).
The leverage to “the secret of contextual thinking” is that the more you build trust in the existing managerial paradigm on creativity and innovation, the more you will be able to stretch that paradigm to enable the company to see beyond to the possibilities of new business models, markets or even redefining one’s industry. Are we not after all in a “City of Possibilities”?
Some time ago, I was facilitating a Six Sigma project group involved in solving a process challenge. This group had been working on defining the parameters regarding recruitment policies. This included the allocation of cubicle, phone number, password, printing of name cards, email, pass card, etc for the new hires. The process involved seven people, taking about five months to complete. The team had dutifully performed all the analysis required, used the necessary tools and come up with detailed process delays corresponding to different positions to be delivered to the new hires. It all pointed out to be a ‘people problem’. “If Mr X and Mrs Y did their job properly we would not have any delays” was the assumed concluded answer to all the problems.