2. OBJECTIVES
• What Innovation,Creativity, and Collaboration are and what these concepts have in common.
• Techniques which encourage and stimulate creativity.
• How to begin a journey to consistent levels of creativity and innovation.
• The art of maintaining a sustainable pace in innovation.
3. DEFINITIONS
• Collaboration: Cooperative arrangement in which two or more parties (which may or
may not have any previous relationship) work jointly towards a common goal.
• Innovation: The process of translating an idea or invention into a good or service that
creates value for which customers will pay.
• Creativity: Mental characteristic that allows a person to
think outside of the box, which results in innovative or
different approaches to a particular task.
4. WHAT COMPANIES DO YOU THINK OF WHEN YOU
HEAR THE WORD INNOVATION?
Fast Company Magazine announced their choices in the March / April 2018 Issue:
Activision
Blizzard
Alfred
Alivecor
Amazon
Apple
Bytedance
Cava
Commonbond
Compass Group
CVS
Darktrace
Diamond Foundry
DJI
Duolingo
Everlane
Ford Foundation
Graduate Hotels
Gucci
Hopper
Instagram
KaKao Bank
Marvel Studios
The Muse
NBA
Netflix
Nintendo
Novartis
Oneome
Patagonia
Patreon
Paytm
Peloton
Pinterest
Reliance JIO
Rover
Sephora
Slack
Social Capital
SpaceX
Spotify
Square
Stitch Fix
Stripe
Sugarfina
Tencent
Thumbtack
VIPKid
WalMart
The Washington Post
Waze
5. TECH INNOVATIONS IN 2018
• Smart Inhalers
• Blood Flow Restriction Training
• Teletherapy
• Precision Medicines for Cancer Treatment
• Artificial Pancreas
• Precision Meds for Rheumatoid Arthritis
https://www.healthline.com/health-news/tech-innovations-healthcare-2018#1
6. FRAMING THE PROBLEM
• Command-and-Control.
• The hat is out of rabbits!
• Immense Pressures (cost, access)
• Think Outside the box!
• Coaching, Mentoring, & Incentives.
• Process Improvement.
• Continuous Innovation.
• We don’t know how.
7. THE PROVERBIAL “BOX”
• Have you ever said to anyone, “Think outside the Box”?
• What does it mean? How do I do it? Is it safe???
• Thinking “outside the box” is uncomfortable, and causes people to hoard
information and ideas.
• Let’s create a visual of thinking outside the box.
8. THE PROBLEM OF THE BOX
The Community
The Board
Executive Leadership
Physician
Nurse Manager
9. WHAT IS INNOVATION ?
• Turning ideas into new products, processes or uses.
• Ideas become Innovations:
• Phone – Cell phone – Apple Watch
• Off label drug uses
• Apollo 13: “Houston we’ve had a problem”
10. A TRUE STORY: APOLLO 13
• “Houston we’ve had a problem”
• Flight Director pulls controllers off regular rotation to focus on managing
consumables like water and power.
• Other mission control teams helped the crew with its daily activities.
• Spacecraft manufacturers worked around the clock to support NASA and the crew.
11. A TRUE STORY: APOLLO 13
WHAT HAPPENED?
• Exigent circumstances occurred
• Teams were formed to use resources available to the crew to solve the
problem.
• Teams collaborated to keep the flight in space, the crew safe, and resolve the problem.
• NASA worked with its business partners (Spacecraft manufacturers)
• Systems were redesigned for Apollo 14.
17. COLLABORATION
• Between individuals, work units, organizations
• Silo Syndrome
• Expert Language
• Tacit vs. Codified Knowledge
• Requires clarity: Technical Terms, jargon, knowledge sharing
18. BARRIERS TO INNOVATION
• Leadership styles
• Failure to manage organizational knowledge.
• Lack of competencies.
• Culture
• Norms
• Desire
19. TECHNIQUESTO ENCOURAGE AND STIMULATE
CREATIVITY
• FLOW
• Play
• FedEx days
• Coloring
• Suits for marker boards
• Turning ideas into new products, processes or uses.
• Ideas become Innovations:
• Phone – Cell phone – Apple Watch
• Off label drug uses
20. THE ART OF MAINTAININGA SUSTAINABLE PACE IN
INNOVATION.
• Creating flow
• Diffusion of Innovation
• Maintaining momentum
21. THINKING DIVERGENTLY
• How tall can the paperclip be? Are there any size constraints?
• Can the paperclip be made of anything? Plastic. Metal, wood, glass?
• Can it be either a conventional paperclip or a binder clip?
• Can I assume money is no object?
You see divergent thinking is more than just getting out of the box!
23. BARRIERS TO INNOVATION
• Leadership styles
• Failure to manage organizational knowledge.
• Lack of competencies.
• Culture
• Norms
• Desire
24. KEY IDEAS
• Hospitals remain under intense pressure to reduce costs, improve
access, and increase quality outcomes.
• Command & Control structures virtually kill Innovation & Creativity.
• Creativity , Collaboration, and Innovation are interconnected.
• ALL workers are capable of Collaboration, Creativity, & Innovation.
• Most workers have not had an opportunity to learn the requisite
competencies.
25. KEY STRATEGIES
• Seek clarity in all communications.
• Provide development programs to enhance / learn competencies.
• Develop a well structured Knowledge Management Strategy (KMS).
• Build trust: Show & encourage vulnerability.
• Create a Knowledge Management Strategy (KMS).
26. KEY STRATEGIES
• Create an ideation process which uses Divergent & Convergent
Thinking.
• Set aside time for creative efforts, individually & collaboratively.
• Use Fed-Ex Days.
• Seek stretch exercises to increase knowledge.
27. THE CHURCHILL PRINCIPLE
“On the night of 10th May, 1941, with one of the last bombs of the last
serious raid, our House of Commons was destroted by the violence of the
enemy, and we have now to consider, whether we should build it up again,
and how, and when. We shape our buildings, and afterwards our buildings
shape us”.
Real American Ethics: Taking Responsibility for our Country by Albert Borgmann
29. RESOURCES
Bradberry, T., & Greaves, J. (2012). Leadership 2.0. San Diego, CA: TalentSmart.
Brown, S. (2010). Play is more than just fun[Video file]. Retrieved from
http://www.ted.com/talks/stuart_brown_says_play_is_more_than_fun_it_s_vital.html
Csikszentmihalyi, M. (2004). Flow, the secret to happiness [Video file]. Retrieved from
http://www.ted.com/talks/mihaly_csikszentmihalyi_on_flow.html
Fullan, M. (2011). Change leader: Learning to do what matters most (1st ed.). San Francisco, CA:
John Wiley & Sons.
Hallowell, E. M. (2011). Shine: Using brain science to get the best from your people. Boston, MA:
Harvard Business Review Press.
30. RESOURCES
Katzenbach, J. R., & Smith, D. K. (1993). The wisdom of teams: Creating the high-performance
organization. Boston, MA: Harvard Business Review Press.
Rosen, E. (2013). The bounty effect: Seven steps to the culture of collaboration. San Francisco,
CA: Red Ape Publishing.
Seligman, M. (2004). The new era of positive psychology [Video file]. Retrieved from
http://www.ted.com/talks/martin_seligman_on_the_state_of_psychology.html
Hinweis der Redaktion
to stay ahead of whatever exigent circumstances will arise.
Let’s give these some working definitions
The editor, Robert Safian used words like “Inspiring”, Examples of Creativity”, and ”Positive Change.
I have included the top 10 in Green text
What he did not do is define innovation.
You may recognize several of these organizations and others may be completely foreign to you. The closest thing to an innovative health provider in this list is CVS or WalMart!
Our education system trains us to follow commands, think within certain norms. The system does not teach us to think independently or divergently, rather it teaches to specific norms. However, adults learn best when they are able to suspend their own assumptions and have a discourse where they search for new meaning. This is how new norms are formed. Rosen (2013 THE BOUNTY EFFECT suggests we create a path to lead command-and control people to be more trusting, vulnerable, and collaborative.
This is an ineffective cliché which we use frequently. Why? Let's create a visual
The Problem of the Proverbial Box
Here is a box
A different box
And so on, and so on, and so on.
Lets say I am a Nurse Manager, Physician, Executive, Board Member, a Community (Houston Population )
Here is what happens when you ask ,e to "Think out of the Box"
I go to the next logical box. Which box do you want me to think outside of?
The boxes get larger, more complex, an d more foreign as I move away from "my box" . The norms change. The Command-and Control Structure takes hold.
I MAY NOT UNDERSTAND THE NORMS OR BE COMFORTABLE BEING VULNERABLE IN THE NEXT BOX!
Apollo 13 Story : ”Houston we’ve had a problem”
Gene Kranz pulled all engineers off the flight line and innovated.
Apollo 13 Story : ”Houston we’ve had a problem”
Gene Kranz pulled all engineers off the flight line and innovated.
Apollo 13 Story : ”Houston we’ve had a problem”
Gene Kranz pulled all engineers off the flight line and innovated.
Me Hi Cheek sent Me Hi
Convergent: Inside the proverbial box
Divergent: No box at all!
Let’s do a quick exercise. In the next 45 seconds to 1 minute write down all the uses you can think of for a paper clip.
Get some answers. Any body have an ”out there”.
Now let’s do the same exercise with divergent thinking. 45 sec to one minute.
Get Answers:
http://www.xrysostom.com/paperclip.html
Mihály Csíkszentmihályi Me-high Cheek-sent-me-high
Innovation dies if not nurtured.
Mihály Csíkszentmihályi Me-high Cheek-sent-me-high
Process and cost improvement programs have reached most large saving opportunities.
Move away form Command & Control wherever possible. Let the decision be made at the lowest level possible.
Some of the best ideas and simplest solutions will come from the housekeeper,; Don’t leave them out of the creative process!
College and Trade schools do not teach these competencies. It will be up to your organization.
Use commonly understood language.
Do Not place CIO in charge of KMS. IT typically hoards information. Instead make codified knowledge easily accessible to those who need it.
Learn to realize when and under what circumstances you experience FLOW.
FedEx days. Time away to create : require a deliverable.
Use commonly understood language.
Do Not place CIO in charge of KMS. IT typically hoards information. Instead make codified knowledge easily accessible to those who need it.
Learn to realize when and under what circumstances you experience FLOW.
FedEx days. Time away to create : require a deliverable.
Use commonly understood language.
Do Not place CIO in charge of KMS. IT typically hoards information. Instead make codified knowledge easily accessible to those who need it.
Learn to realize when and under what circumstances you experience FLOW.
FedEx days. Time away to create : require a deliverable.