This ppt contains creative approaches to solve problems and finding solutions to the challenges

1. 1

2.  Tune in to everyone
 You never know whether good ideas are going to come form.
 Great leaders value all contributors.
 Preserve creative Energy
 Allow people to play
 There are no silly or stupid ideas.
 The leader’s work is to create trust, so that people can relax and be spontaneous.
 Balance the group
 Act as facilitator. Draw out shyer contributors and control the more dominant ones.
 Seize the subtle
 Creative ideas arise form the subconscious mind, where there is no rulebook.
Your Team in Touch with their Best Hunches
“Conflict of Ideas
and not Conflict of
Personality”

3. Accept everything that is brought to you at face value. Make no
exceptions. “Yes” yields a positive, open environment.
Build directly upon the idea you have just accepted. This does not have
to be complementary. Consider taking the idea apart or approaching it form a
new angle.
3
SAYYES
ANDUse Improv’s “Yes, And” Tool – Forge
Fearlessness

4. 4
Divergent Thinking
Convergent Thinking
Edit Late – Take your critical hat
off
 Create a space for editing after the “Yes, And” environment is well
established
 “Yes, And” allows for the divergent thinking.
 Convergent Thinking occurs during the edit.
“YES, AND” endows people with fearlessness. They can make no mistakes.

5. 5
Iterate your way to the
future
Prototype
and
Thinking
1. Engineering Thinking
Best for solving tame problems that have clear, repeatable solutions.
2. Optimization Thinking
Best for solving business problems, where there is no single right solution
3. Analytic Thinking
Best for solving research problems, using procedural methods to test hypotheses.
4. Design Thinking
Best for solving wicked problems that are inherently human, messy and unpredictable.

6. 6
Pulling Design Thinking from your
Toolbox
Prototype
and
Thinking
“Designers build their way forward,
You can use design thinking to speak up on the future with iterative
prototyping”.
1. Get Curious
2. Ask a question
3. Understand it
4. Try Something
5. Learn Something
6. Do it again, again and again
7. Implement and solve a problem

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Pulling Design Thinking from your
Toolbox
Prototype
and
Thinking
An Engineering Prototype is used to prove the tame solution to a tame problem works correct
 Whereas an engineering prototype starts with a conclusion, a design prototype starts with curiosity.
 It is empirical, embodied experience of going out and trying things.
The Designers’ Mindset
1. What would a designer do?
2. Are we being curious?
3. Can we reframe the problem?
4. Are we biased toward action?

8. 8
The Designer’s Mindset
Prototype
and
Thinking
 Curiosity is the designer’s friend.
 Lean into projects assuming you will uncover something wonderful.
 The design thinking experience will cause you to create the results otherwise would have been impossible.
“Brainstorm like a Designer
Bring Your Ideas into Reality”

9. 9
Create a Framework Framework
Keep Brainstorming groups to fewer than 5 people - more will be complicated.
 After generating ideas move into naming and framing.
 Phrase ideas into thematic buckets or clusters.
 Devote one cluster into Uncategorized “wildcards”.
 Get creative when naming clusters – the funnier the better.
 Arrange the ideas into general categories.
 Then, rank the top ideas in each category. These ideas have prototype potential.
 Finally, evaluate the shortlist: Which ideas ask the most interesting questions?
 The goal is to make your brainstorm actionable so that you can move quickly into prototyping.
 Then you can implement, learn, and iterate until you arrive at your final situation.

10. 10
Get Wild and Crazy
Culture of
reinvention
 Our brains like to structure ideas around familiar core concepts.
 To break out of this pattern, try to generate ideas that make no sense at all.
Growth Boards for vetting
Ideas
 Foster a culture of reinvention. Everyone should feel that they are part of making change.
 Think of your growth board as an in-house venture capital team.
 Give the board a portion of your budget – be it money, time, or access to talent.

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Growth Boards for vetting
Ideas
 When leading a growth board, bring together people from different teams on regular basis.
 Evaluate new ideas against the strategy of the company.
Ask yourselves,
Should we find this idea to the next stage?
Have we tested and measured the idea?
Should we be doing it in a bigger way?
 Decide if and when an idea should move from seed stage, to launch stage, to growth stage.
 Recognize that some people are good at seeding ideas, while other people are good at executing them.
 Allow employees to fill the role that suits them best.
Culture of
reinvention