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CREATiViTY & iNNOVATiON
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Puzzle??Anthony and Cleopatra are lying dead on the floor of a villa in Egypt. Nearby is a broken bowl. There is no mark on either of their bodies and they were not poisoned. How did they die?
Anthony and Cleopatra were goldfish whose bowl was knocked over by a clumsy dog.
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OBJECTIVES
Understand the significance of innovation within South Ayrshire Council.
Think about strategies to improve personal creativity and promote a culture of innovation across the council.
Comfortably apply creative techniques and processes in a practical setting.
4Session 2 – Why Creativity is so Important
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Education, Culture & Life Long
Learning
Responsive
Inclusive
Regeneration
Commercial Development
Social Work , Housing & Health
Development, Safety & Regulation
Managing Change
Chief Executive’s Department
Community Planning
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WHOLE BRAIN THINKING
Left
Convergent
Vertical
Chooses
Looks for what is right
Sequential
Predictable
Based on experience
Right
Divergent
Lateral
Changes
Looks for differences
Unpredictable jumps
Welcomes intrusions
Explores least likely
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Stimulus Response
Gather Information
Generate Options
Select “Best” Option
Take Decision
Review Decision
The Decision Taking Process
Make
M
A
K
E
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But in reality what does this mean?
Small incremental changes
Improvements to services, policy, procedure
Listening to customers
Listening to employees at all levels
A “Can do” attitude from everyone
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What does this say?
happinessisnowhere
happiness is now here
Session 3 – Positive v Negative Thinking
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“Everything that can be invented has been invented” – Charles Duell Commissioner US Office of Patents 1899
“640K ought to be enough for anyone” - Bill Gates 1981
“We don’t like their sound, and guitar music is on the way out” - Decca Recording Co rejecting the Beatles 1962
“Heavier than air flying machines are impossible” – Lord Kelvin, president, Royal Society 1895.
“Who the hell wants to hear actors talk?” – H.M.Warner, Warner Brothers 1927
“There is no reason anyone would want a computer for their home” – Ken Olson, president, chairman and founder of Digital Equipment Corp 1977
One View of the World
“If I had thought about it, I wouldn’t have done the experiment. The literature was full of examples that said you can’t do this.” – Spencer Silver on the work that led to the unique adhesives for 3-M Post-It Notepads
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A Different View of the World“When choosing between two evils, I always like to try the one I’ve never tried before” – Mae West
“Instead of pouring knowledge into people’s heads, we need to help them grind a new set of eyeglasses so they can see the world in a new way” – JS Brown
“If you can dream it, you can do it.” – Walt Disney
“An invasion of armies can be resisted, but not an idea whose time has come.” -Victor Hugo
“Discovery consists of looking at the same thing as everyone else and thinking something different” – Albert Szent Gyorgi
“Never forget that only dead fish swim with the stream” – Malcolm Muggeridge
“Curiosity has its own reason for existing” – Albert Einstein
“Problems cannot be solved by thinking within the framework in which the problems were created” – Albert Einstein
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The Alpha – Beta Model
Performance Gap (where the coach
works)
Alpha Performance
Beta Performance
What we fear - redundancy(stick) pay award (carrot)
Targets (Moving) Goal
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Challenging Mind Sets
One correct answer thinking
Negative or ‘yes but’ thinking
Over regard for logical thinking
Over reliance on experience
Over regard for the status quo
These can block us & lead to ‘stuckness’
“If you believe you can or if you believe you can’t – you’re right
Henry Ford (Ford Motor Company)
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Puzzle??
A man went into a café, sat down and ordered a cup of black coffee, a glass of orange juice and a Danish pastry. “Ah,”
said the waitress, “You must be a policeman”. How did she know?
He was wearing a uniform
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Session 4 – Is your view of the world the only one?
What do you see?
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The way an individual perceives, understands and interprets the surrounding world
– a mental map
Paradigms
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“If you want small changes, work on your behaviour. If you want quantum leap changes work on your paradigms”
Stephen R.Covey- The Seven Habits of Highly Effective People
Changing your PARADIGM
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Puzzle??Dave was trying to match 4 different coloured pairs of socks which had come out of the washing machine. There was a blue pair, a red pair, a green pair and a yellow pair. He is completely colour
blind and could not differentiate between them, so he paired them
randomly. What is the probability that exactly 3 pairs matched?
Zero – If 3 matched the 4th must also match
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Session 5 – Building a Creative Environment
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OPEN BLIND
HIDDEN UNKNOWNNot Known to Others
Known to Others
Known to Self Not Known to Self
JOHARI WINDOW
Interviewer
Bull in a china shopIdeal window
Turtle
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A Foundation Model – For you to follow
Character Competence
A person with high
character exhibits integrity,
maturity and an Abundance
Mentality
A person with high
competence has
knowledge and
ability in a given area
Trustworthiness
Trust
Being Truly
Effective
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Where do you spend most of your time?
REACTIVEPROACTIVE
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“We who lived in concentration camps can remember the men who walked throughout the huts comforting others, giving away their last
piece of bread. They may have been few in number, but they offer sufficient proof that
everything can be taken away from a man but one thing : the last of the human freedoms – to choose ones’ attitude in any given set of circumstances, to
choose ones own way”
Viktor Frankl – Man’s Search for Meaning
Attitude is everything – Who chooses yours?
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Puzzle??
‘Two’s company and three’s a crowd’.
What are four and five?
4 + 5 = Nine
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Session 6 - Tell us what to do we are used to it!
“When I was a little boy, my parents told me what to do and scolded me if I didn’t. When I went to school, my teachers told me what to do, and punished me if if I didn’t. When I joined the army, the sergeant told me what to do, and God help me if I didn’t, so I did! When I got my first job, my boss told me what to do too. So when I reached a position of authority, what did I do? I told people what to do, because that is all my role models had done.
That is true for the majority of us, we have been brought up on telling and we are very good at it.”
PREDOMINANT STYLE IN HOUSING?
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How we Learn
Having an Experience
Reviewing the Experience
Concluding from the Experience
Planning the Next Stage
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Concrete Experience“Not my Problem”
Observation & Reflection“I wonder what’s causing it”
Finding Themes & Concepts“I think I know what’s causing it”
Plan Activity & Experience“Lets fix it”
Stagnant Organisation
MAYBE
MAYBE
NEVER
NEVER
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Concrete Experience“This is my problem”
Observation & Reflection“I wonder what’s causing it”
Finding Themes & Concepts“I think I know what’s causing it”
Plan Activity & Experience“Lets fix it”
Continuous Improvement
ALWAYS
ALWAYS
ALWAYS
ALWAYS
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Session 7 - Creative Problem Solving Techniques
www.mycoted.com
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Stimulus Response
Gather Information
Generate Options
Select “Best” Option
Take Decision
Review Decision
The Decision Taking Process
Make
M
A
K
E
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DEVELOPING HIGH PERFORMANCE TEAMSPROBLEM SOLVING PROCESS – KEY POINTS
IDENTIFYING THE PROBLEM
PROBLEM STATEMENT OCCAMS RAZOR WHAT/WHY/WHEN/
HOW/WHERE/WHO
ANALYSING THE PROBLEM FISHBONE DIAGRAM
(CAUSE & EFFECT ANALYSIS)
CAUSE ANALYSIS
(WHY/WHY/WHY)
SELECT PROBABLE CAUSES
DATA COLLECTION FROM PROBABLE CAUSE CHECKSHEETS
BAR CHARTS LINE GRAPHS
INTERPRETING THE DATA PARETO CHARTS
FINDING POSSIBLE SOLUTIONS
FORCE FIELD ANALYSIS
COST BENEFIT ANALYSIS ASSESS COSTS
IDENTIFY ALL BENEFITS
(BRAINSTORM)
COMPARE COSTS TO BENEFITS
PRESENTING SOLUTIONS INTRODUCTION
MAIN BODY
CONCLUSION/RECOMMENDATION
FOLLOW UP DISCUSS ISSUES INFLUENCING EFFECTIVENESS OF SOLUTION
WHO IS RESPONSIBLE FOR ACTION?
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Force Field Analysis
Resisting Forces Resisting Forces
The Change/Proposed Solution The Change/Proposed Solution
Driving ForcesDriving Forces
Working to Diminish/Reduce
Working to Enhance/Increase
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SIX THINKING HATS (PARALLEL THINKING)
Making Meetings Effective
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Making Meetings Effective
Stimulus Response
Gather information
Generate Options
Select “Best” Option
Take Decision
Review Decision
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SIX THINKING HATS (PARALLEL THINKING)
Separate thinking into six distinct styles, change your hat, change your way of thinking
Explore each situation, and generate alternatives
Promote the use of several different ways of thinking
Replaces adversarial thinking (“This proposal won’t work – Yes it will”) with Parallel Thinking (Thinking along the same lines at the same time)
Making Meetings Effective
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Making Meetings Effective
Focuses on data available to you.
Intuition, gut reaction, and emotion.
Consider the bad points
Positive thinking
Creativity
Controlling the process
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Making Meetings Effective
Key benefits of the 6 Thinking Hats Process
Works – You see immediate results
Simple to learn, use and implement
Not dependent on others (you can use it by yourself)
Modifies behaviour without attacking it
Empowers
Improves cross-cultural interaction
Reduces conflict
Encourages cooperation
Enhances quality of thinking
Supports other change initiatives
Can be used at all levels
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De Bono’s 6 Thinking Hats -
The hat is concerned directly with data and information
The Questions
What information is available?
What information would we like to have?
What information do we need?
How are we going to get the missing information?
The Hat Key Points
Notes both views when information conflict
Assesses the relevance and accuracy of the information
Separates fact from speculation
Pinpoints action needed to fill gaps
Reports on someone else’s feelings
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De Bono’s 6 Thinking Hats -
The hat is concerned with feelings, emotions and intuition
The Questions
What are my feelings right now?
What does my intuition tell me?
What is my gut reaction?
The Hat Key Points
Should be limited to 30 seconds or less
Gives us “full permission” to express feelings, hunches & intuitions
Does not require us to justify or explain the reasons for our feelings
Can be used as part of the thinking that leads to a decision
Can be used after a decision has been made
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De Bono’s 6 Thinking Hats -
The hat points out the weaknesses in our thinking
The Questions
What could be the possible problems?
What could some of the difficulties be?
What are the points for caution?
What are the risks?
The Hat Key Points
Helps us make good decisions
Points out difficulties
Explores why something may not work
Must give logical reasons for concerns
May sometimes offer information that also appears under white hat
Is a powerful assessment tool when used after yellow hat
Supplies a road map for improvement and problem solving when used after a green hat
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De Bono’s 6 Thinking Hats -
The hat looks for benefit and value. It also looks for feasibility.
The Questions
What are the benefits?
What are the positives?
What are the values?
Is there a concept in this idea that looks attractive?
Can this be made to work?
The Hat Key Points
Requires a deliberate effort
Is less natural than a black hat
Complements the black hat
Reinforces creative ideas and new directions
Must give reasons why an idea is valuable or might work
Is a powerful assessment tool when used with the black hat
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De Bono’s 6 Thinking Hats -
The hat looks for benefit and value. It also looks for feasibility.
The Questions
Are there other ways to do this?
What else could we do here?
What are the possibilities?
What will overcome our difficulties
The Hat Key Points
Encourages a search for new ideas and alternatives
Seeks to modify and remove faults in existing ideas
Sets up a micro culture for creativity
Makes time and space for a creative “effort”
Allows us to balance the natural dominancy of the black hat
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De Bono’s 6 Thinking Hats -
The hat is concerned with managing the process
The Questions
What is our agenda?
What is our next step?
What hat are we using now?
How can we summarise the discussion so far?
What is our decision?
The Hat
Is usually the role of the facilitator
Can be worn by any member of the group
Focuses and refocuses thinking
Handles requests for certain types of thinking
Points out inappropriate comments
Asks for a summary of the thinking
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Making Meetings Effective
Focuses on data available to you.
Intuition, gut reaction, and emotion.
Consider the bad points
Positive thinking
Creativity
Controlling the process
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Do you see gray areas in between the squares? Now where did they come from?
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