2. Change Be creative Become innovative leaders Get to know few tools Putting it to practice
3. Be creative “ You can never solve a problem on the level on which it was created. ” Albert Einstein S!OP FѲLLOWIGИ RUL Ξ S : With the exception of gravity almost all the rules are negotiable, someone just made them up. S!OP FѲLLOWIGИ RUL Ξ S : It ’ s no longer about what you can ’ t do. It ’ s about what you can do.
4. Be creative Problem definition Tools to Use Change
5. 1. Five Ws and H Who? Why? What? Where? When? How? Can be used : To generate data-gathering questions To generate idea-provoking questions
6. 2. Chunk Up General perspective “ What ’ s this a part of? ”
9. 1. Tackle any issue with the list of 100 State your issue or question in the top of a blank sheet of paper and come up with a list of one hundred answers or solutions about it . “ 100 Ways to Generate Income ” , “ 100 Ways to be More Creative ” .
10. 2 . BrainWriting Better than Brainstorming? 3 ideas in 3 minutes from each participant Rotation
11. 5 min for each participant to draw one or more sketches of how it might be solved, passing each sketch on to the person on their right to develop further & create the new ones 3. BrainSketching
15. So you ’ re innovating.... Great! But, how do you actually create and manage change ?
16. “ You can never solve a problem on the level on which it was created. ” Albert Einstein
17. What we focus on creates reality (language matters!) Asking questions influences We should be carrying forward the best of the past Embrace diversity Theory
18. Perspective “ Organizations are problems to be solved ” “ Organizations are the solutions & mysteries waiting be uncovered ”
I keep six honest serving-men: (They taught me all I knew) Their names are What and Where and When And How and Why and Who. From "The Elephant's Child" by Rudyard Kipling
Each problem is a small piece of a greater problem. If you feel you ’re overwhelmed with details or looking at a problem too narrowly, look at it from a more general perspective. In order to make your problem more general, ask questions such as: “What’s this a part of?” , “What’s this an example of?” or “What’s the intention behind this?” .
If each problem is part of a greater problem, it also means that each problem is composed of many smaller problems. It turns out that decomposing a problem in many smaller problems — each of them more specific than the original — can also provide greater insights about it. ‘ Chunking the problem down’ (making it more specific) is especially useful if you find the problem overwhelming. Some of the typical questions you can ask to make a problem more specific are: “What are parts of this?” or “What are examples of this?” .
When starting your list you may believe that there ’ s no way to get it done. But then, at some point during the exercise, you will naturally have your subconscious mind naturally engaged in the process. That ’ s when you will uncover many new and surprising answers, and ideas will start flowing again. Making a List of 100 is a beautifully articulated cooperation between the conscious and subconscious minds tackling one single problem. With a List of 100 you tend to get more unexpected ideas, because you catch your subconscious off guard, not giving it any time for its behind-the-scenes editing.
We rotate the ideas to generate the new ones After the idea-gathering phase is completed, the ideas are read, discussed and consolidated just like in traditional brainstorming . So, what does this small change of having the ideas written, instead of spoken accomplish? The amount of ideas generated can be amazing. Since ideas are generated simultaneously, participants never get to block each other. With everyone generating 3 ideas every 3 minutes, a group of 5 people is able to produce 100 ideas in 20 minutes. Participants still get to cross-pollinate and build on each other ’ s ideas. That is, they still get the benefits of brainstorming in a group, while avoiding its main shortcomings. Ideas are recorded the moment you get them: no ideas are lost while you wait for a chance to speak. No one gets overshadowed and everybody contributes equally, regardless of personality type or personal agenda. Ideas are contributed in private. In less mature environments, there ’ s no fear of being openly judged by other participants. The ideas can be kept anonymous and participants have freedom to be truly wild with their ideas. Everyone ’ s given a clear task: to fulfill a specific idea quota in a specific time frame. The quota adds an element of healthy pressure that can help unlock your creativity, as it can be seen as a fun challenge.
It will probably help to display all the sketches and to discuss them in turn for clarification and comment.
