Unleashing the Creative Potential of Your Teams
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A talk by Tim Basadur and Ellen Moran PhD Basadur Applied Innovation & Leadership Dialogues Many companies are returning to a changed business context and need to quickly solve a range of new problems or reinvent their products and services. This is an exciting opportunity to innovate. Many fewer recognize that achieving these creative results efficiently requires an effective process, specific skills and tools, and the right blend of thinking styles working in sync with one another. When any of these are lacking, teams may struggle to innovate. To help leaders, business owners and HR professionals engage these challenges, Ellen Moran and Tim Basadur will provide an introduction to the Simplexity Method for Applied Innovation which is designed to enable teams and organizations to achieve innovative results quickly. Session Outcomes: • Discover the necessary elements for innovative results – The Innovative Results Equation • Learn the four creative problem-solving preferences of team members and how their way of interacting can be a facilitator or roadblock for team innovation. • Understand the four-stage innovation process to move teams through problem-finding, problem-defining, problem solving and solution implementation in a way that drives strong team alignment and commitment. • Leave with practical tools and frameworks that can immediately boost creative collaboration where you work. Watch REPLAY here: https://leading-in-crisis.turnkeycoachingsolutions.com/talks/unleashing-the-creative-potential-of-your-teams/ **Leading in a Crisis Free Virtual Summit 40+ Speakers:** https://leading-in-crisis.turnkeycoachingsolutions.com/
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Unleashing the Creative Potential of Your Teams
- 1. Unlock the Creative Potential of Your Teams: An Introduction to the Simplexity Method of Applied Innovation Dr. Ellen Moran & Tim Basadur
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- 7. PhD Psychology Certified PCC Coach--International Coach Foundation Certified in LEGO Serious Play Certified Professional Innovation Advisor Certified Coach for Conversational Intelligence Certified in multiple assessments for leadership, team dynamics and organizational culture Tim Basadur delivers and leads applied creativity projects for corporate clients as part of Basadur Applied Innovation, including Midwest BankCentre, Pfizer, Elsevier, City College New York, Teradata, and the Institute For Thermal Processing Specialists, among others. Tim is also a doctoral candidate at DePaul University and an adjunct professor at Northeastern Illinois University. His research interests include topics that can be said to fall under managerial cognition including individual and organizational creativity, motivated cognition, and conducting effective meetings.
- 8. Times are Changing and Business Too • Covid-19 and evolving business conditions • Urgency around dealing with Bias, Diversity and Inclusion • More pressure on teams to adapt to and solve these challenges 8
- 9. Our Learning Agenda • Characteristics of effective organizations now • Primary innovation skill—separate divergence and convergence • Four critical process phases to solve real problems not symptoms • Practical tools for each phase • Four innovation styles—creating synergy not conflict 9
- 10. React Routine Proactive Characteristics of effective organizations Flexibility Efficiency Adaptability
- 11. Your view of your organization’s response to the pandemic Toyota, Honda 3M, Apple Research on effective organizations Flexibility Efficiency Adaptability
- 12. Your Team + Basadur Process + Process Skills & Tools + Innovation Profile = Innovative Results for you and your organization A Framework for Understanding
- 13. Innovative Results System No Judgment No Logic Relax Quantity Stream of options Radical options Think in pictures Build onto fragments Yes Judgment Yes Logic Clarify meanings Use relevant criteria Focus on a few Consider risky options Modify and refine Move toward action Your Team + Basadur Process + Process Skills & Tools + Innovation Profile = Innovative Results
- 14. Here’s your challenge: How might we increase the digital capabilities of all of our employees? When you have an idea, type it into the chat! Practice Diverging!
- 15. Killer Phrases • The boss won’t go for it. • The old timers won’t use it. • Too hard to administer. • We have been doing it this way for a long time and it works. • Why hasn’t someone else suggested it before if it’s such a good idea? • Ahead of the times. • Let’s discuss it. • Let’s form a committee. • We’ve never done it that way. • Who else has tried it? • That’s not our problem. • A good idea, but…. • Against company policy. • All right in theory. • Be practical. • Costs too much. • Don’t start anything yet. • It needs more study. • It’s not budgeted. • It’s not good enough. • It’s not part of your job. • Let’s make a survey first. • Let’s sit on it for a while. Killer Phrases stop innovative thinking!
- 16. How do we prevent mixing divergent thought from convergent thought?
- 17. We need the third skill Deferral of Judgment Separate divergent and convergent thinking No Judgment No Logic Relax Quantity Stream of options Radical options Think in pictures Build onto fragments Yes Judgment Yes Logic Clarify meanings Use relevant criteria Focus on a few Consider risky options Modify and refine Move toward action Your Team + Basadur Process + Process Skills & Tools + Innovation Profile = Innovative Results
- 18. Your Team + Basadur Process + Process Skills & Tools + Innovation Profile = Innovative Results for you and your organization Let’s Talk about Process (through Style)
- 19. 19 The innovation process has four stages “Getting things started – finding new problems & opportunities” “Defining problems & putting ideas together” “Getting things done” “Turning abstract ideas into practical solutions & plans”
- 20. 20 Different people prefer different process stages We call these process styles
- 21. 21 A definition of creativity C = f (K x I x E x A) C = Creativity K = Knowledge I = Imagination E = Evaluation A = Action
- 22. 22 Two ways of gaining knowledge • Through direct experience • Using abstract thought Learning by Direct Experience Learning by Detached Abstract Thinking Using Knowledge for Ideation Using Knowledge for Evaluation
- 23. 23 Two ways of using knowledge • To ideate (create options) • To evaluate (judge options) Learning by Direct Experience Learning by Detached Abstract Thinking Using Knowledge for Ideation Using Knowledge for Evaluation
- 25. 25 Strong Generator • Initiator • Comfortable with ambiguity • Very sensitive to the surrounding environment • Likes to get things started
- 26. 1. What do you know, or think you know about this fuzzy situation? 2. What don’t you know, but you’d like to know? 3. Why is this a problem for you? Why can’t you make it go away? 4. What have you thought of or already tried? 5. If this problem were to be resolved, what would you have that you don’t have now? 6. What might you be assuming that you don’t have to assume? A Key Generation Tool: Fact Finding Questions
- 27. 27 • Idea developer • Patient thinker • Able to put pieces together to form the “big picture” • Develops understanding Strong Conceptualizer
- 28. How might we…? A transformational shift in thinking your language of innovation. Make A Key Conceptualization Tool We can’t because… We don’t have any others… The top team will never buy in to it… It would cost too much… It’s not on our list… We don’t do it that way here…
- 29. 29 Strong Optimizer • Testing and experimenting • Practical solutions • Thorough analysis • Confirms ideas and notions • Creating step-by-step plans
- 30. A Key Optimization Tool: The Criteria Grid
- 31. 31 Strong Implementer • Gaining acceptance from others for changes • Making changes work and stick • Will do anything and try anything to make the solution work • Experiments and alters plans to make them work in the “real” world
- 32. Style Tensions
- 33. 33 Implementers view of Conceptualizers • Should not get paid • Never see them do anything • Only see them thinking
- 34. 34 Conceptualizers view of Implementers • Think they are dangerous because they’ll do anything • Don’t appear to think first • Bang their heads against the wall
- 35. 35 Optimizers view of Generators • Think they are unable to focus on the “real” problem • Think they start working on 5 new problems before main one is solved • They are hard to “pin down”
- 36. 36 Generators view of Optimizers • Think they are too narrow minded • Cannot see the big picture • Think they know the right answer but it is for the wrong problem • “Green eyeshade people”
- 37. Style Job Types
- 38. 38
- 40. 40 Not Enough Time Devoted to Conceptualization and Optimization A banking organization attempting to establish new financial products quickly in a very competitive environment but encountering a high percentage of failures.
- 41. 41 A typical group of managers from a large aerospace manufacturing company serving the aircraft, airline, and aerospace industries wanting to expand faster into new products and new markets. Not enough Generators?
- 42. Manufacturing plant’s Top Management Team The Firm is profitable despite: • Many quality defects • Much rework, waste • Duplication of effort • Fire-fighting • Makeshift steps correcting errors cause extra damage • Resource underutilization Not Enough Optimizers?
- 43. 43 An HR strategy development team in a large health insurance company is having difficulty moving forward. They are unable to decide which new strategy to recommend and keep on coming up with new ones. Too Many Conceptualizers?
- 44. 44 Air Traffic Controllers, Aren’t We Glad?
- 46. 46 Is the market research team in for a big surprise? The Market Research team is eager to present 57 pages of great new data to the Sales Team.
- 47. Lessons learned about Basadur Innovation Profile styles • Everyone is a blend of preferences • States not traits • You can be skilled in all four stages regardless of personal style preferences • Heterogeneous Teams perform more innovatively (but have less satisfaction) • Generators are in short supply in corporations • Different jobs/functions favor different quadrants/styles • this can cause much wasted time and frustration in cross-functional environments
- 48. Some Objectives of the Basadur Innovation Profile • Be confident in your own creative and innovation style • Appreciate and value others’ styles • Introduce Cognitive Diversity as a proven competitive edge • Diagnose team problems • Set up successful teams • Understand innovation as a continuous process, not as a discrete event or happening
- 49. Take Home Tools • Diverge -- Defer Judgment -- Converge • Use Fact Finding to get multiple perspectives • Watch out for Killer Phrases • Convert challenges to How Might We… • Consider how to sell your plans before implementing them • Synchronize and leverage the perspectives of all four styles
- 50. Unleashing innovation in your teams means: • Continually finding and defining problems, solving them, and implementing the solutions 1. Knowing what you have to do to be innovative 1. Generation 2. Conceptualization 3. Optimization 4. Implementation 2. Knowing your team’s style preferences 3. Adapting to do all four stages well, not just those stages team members prefer Your Team + Basadur Process + Process Skills & Tools + Innovation Profile = Innovative Results for you and your organization
- 51. Free Offers Use this link to take your free styles profile https://basadurprofile.com/invitation/accept.aspx?key= HYTOWOQV Join our LInkedIn Group https://www.linkedin.com/groups/12422130/ www.basadur.com tbasadur@basadur.com www.leadershipdialogues.com ellen@leadershipdialogues.com