Посты автора Drew Boyd

Drew Boyd

Teaching Creativity With a Story

Published date: September 14, 2022 в 4:10 pm

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Category: Creativity,Innovation

Lesson From Paul Smith

Creativity is considered by many to be a rare, elusive gift only musicians or bohemian New York artists possess. And to be sure, some people are born with more than an average amount of it. But everyone has the capacity to be creative. Many of us simply don’t call on it very often. When you intentionally call on that capacity inside, really call for it, you’ll realize it can be summoned. That’s a lesson Michael Margolis learned at an early age.

Michael grew up in Lausanne, a city in western Switzerland perched on the north shore of Lake Geneva. He describes his father as “a mad scientist and inventor.” His mother, Leslie, was a teacher, artist, and toy designer. “So I never knew if my day was going to be an art project or a science experiment,” he muses. Importantly, Michael recalls climbing in the family station wagon on many weekends and driving around to rummage sales. “What everyone else was getting rid of, we would buy.” They referred to other people’s trash as “super-junk, because we would build things with it.” As a result, their basement was always well stocked with super-junk.

When Michael was six years old, he remembers his older brother David working on an art project at home with some clever material their mom had given him. And, as can happen between siblings, Michael got jealous. “Why does David always get the cool stuff? That’s not fair!” Most such squabbles were tame enough. But for whatever reason, this time Michael was hysterical over it. “I threw a complete tantrum. I was kicking and screaming and huffing and puffing.”

Mom quickly intervened. “Michael, Michael, take a breath, son. Just wait here. I’ll be right back.” She soon emerged from the basement with something in her hands. Michael was still upset and sniffling, so Mom had to work to get his attention.

“Michael, look here, son. Look at this. I have something for you.” And she handed him an old wooden box.

Michael didn’t know it at the time, but what she handed him was an old sewing box, part of her collection of super-junk. And it was no longer in any shape to serve as a sewing box. One of the covers was missing. It was badly chipped on another side. And the hinges were rusty. But she got him to at least look at it. He quickly noticed that this box didn’t open from the top like most boxes. It opened from the sides, with nested layers of trays that splayed out like a fishing tackle box the further you pulled them. And then she asked Michael the critical question. She said, “Michael, what do you see?”

Still sniffling and cranky, all Michael could come back with was, “I don’t know what you’re talking about, Mom. It’s just a box!”

Undaunted, Mom repeated slowly, “Michael, what do you see?”

So Michael calmed himself and finally took a good look at the box for a moment. And then another moment. And then finally, with a bolt of excitement and discovery, he shouted, “Oh, it’s a pirate ship!”

“Well done, Michael,” Mom said with a smile. “Now let’s go build it.”

And with that the two struck off to the basement for more supplies. They found some old empty shotgun shells that became cannons for the deck. An old wooden centipede toy held together with springs sacrificed its legs, each of which became a crew member on board the ship. Then Leslie dug into a cupboard full of old wedding gifts and mementos and pulled out a set of doily napkins that had never seen use. When she presented them to Michael, he beamed, “Hey, you found sails!”

By the time they were done, it was a beautiful piece of art and a finely functioning pirate ship Michael is still proud of today.

Michael took away two lessons from that day. First, the joy of reinvention and reinterpretation: “How you can take things that are old and discarded and remake them in a new way.” And second, he learned to see possibilities where none readily appear, like seeing a pirate ship in an old sewing box.

For our purposes here, however, what’s important is the brilliant way Michael’s mother taught him to summon that creativity. She did it by asking him the simple question, “Michael, what do you see?” And she didn’t let up until he’d given her an answer. It wasn’t simply a question. It was an invitation to use his imagination.

If you want to summon creativity—in your young person or in yourself— try following Leslie Margolis’s lead. Look at your subject, and ask the question, “What do you see?”

(To our regular readers, you should recognize that last question to be the same as the Principle of Function Follows Form, a part of the SIT innovation method.

Adapted from PARENTING WITH A STORY: Real-Life Lessons in Character for Parents and Children to Share by Paul Smith

Paul Smith is a bestselling author who’s newest book, Parenting with a Story, documents 101 inspiring lessons like this one to help you, and your kids, build the kind of character anyone would be proud of. He’s a former director of consumer research and 20-year-veteran of The Procter & Gamble Company. Today he is a corporate trainer on leadership through storytelling based on his bestselling book Lead with a Story: A Guide to Crafting Business Narratives that Captivate, Convince, and Inspire. You can find Paul at www.leadwithastory.com and on Twitter as @LeadWithAStory.

Can Creativity Be Taught?

Published date: September 8, 2022 в 10:04 am

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Category: Innovation,Methodology

Insights from Jacob Goldenberg and Others

Can creativity be taught? Here are insights from Professors Jacob Goldenberg, Rom Shrift and others on this seemingly elusive topic (from Knowledge@Wharton, August 27, 2014):

“I think there are individual differences in our propensity to be creative,” says Wharton marketing professor Rom Schrift, “but having said that, it’s like a muscle. If you train yourself, and there are different methods for doing this, you can become more creative. There are individual differences in people, but I would argue that it is also something that can be developed, and therefore, taught.”

Wharton marketing professor Jerry (Yoram) Wind has in fact taught a course in creativity at Wharton for years, and says that “in any population, basically the distribution of creativity follows the normal curve. At the absolute extreme you have Einstein and Picasso, and you don’t have to teach them — they are the geniuses. Nearly everyone else in the distribution, and the type of people you would deal with at leading universities and companies, can learn creativity.”

Does creativity need the right conditions to flourish? Jennifer Mueller, a management professor at the University of San Diego and former Wharton professor who has researched creativity, sees evidence that it does. “Every theorist that exists today on the planet will tell you creativity is an ability that ranges in the population, and I think in a given context, creativity can be shut off — or turned on, if the environment supports creativity.”

In whatever the sector or discipline — product development, exploitation of networks, music or education — creativity shares certain traits, experts say. Jacob Goldenberg, professor of marketing at the Arison School of Business at the IDC Herzliya in Israel, says creativity has more than 200 definitions in the literature. “However, if you ask people to grade ideas, the agreement is very high,” he notes. “This means that even if it is difficult to define creativity, it is easy to identify it. One of the reasons why it is difficult to define is the fact that creativity exists in many different domains.” Still, he says: “Most creative ideas share a common structure of being highly original and at the same time highly useful.”

In Inside the Box: A Proven System of Creativity for Breakthrough Results, Goldenberg and co-author Drew Boyd make the case that all inventive solutions share certain common patterns. Working within parameters, rather than through free-associative brainstorming, leads to greater creativity, the book says. This method, called Systematic Inventive Thinking, has found application at Procter & Gamble and SAP, among others. “We shouldn’t confuse innovation and creativity,” Goldenberg says. “Creativity refers to the idea, not to the system [product, service, process, etc.] that was built around it. For example, online banking is a great innovation, but the idea [of using the Internet to replace the branch] was not creative. It was expected years before it was implemented.”

Similarly, he adds, “cell phone technology is one of the most innovative developments, but the need was defined years before, and we just waited for the technology. In my view, a creative idea that is still changing our lives is the concept of letting users develop the software they need on a platform [that a particular] firm sells: the apps concept. This means that consumers develop and determine the value of the smartphone and tablets.”

This example, Goldenberg says, fits one of the templates for creativity described in Inside the Box: “Where you subtract one of the resources” — such as engineers and marketers — “and replace them with a resource that exists inside a closure (box), in this case your consumers.”

Schrift has used a different template from Inside the Box in his classes: The idea of building a matrix of characteristics of two unrelated products, and creating new dependencies. Such examples, he says, include an air freshener that changes scent every 10 minutes (remixing the concepts of time and fragrance), or a gym with a fee that is structured to increase if you don’t work out enough (fitness and incentive). “A lot of the time, looking for a new dependency gives you a creative idea,” Schrift notes.

 Creativity on demand

Schrift’s class isn’t exactly Wharton’s version of “Rocks for Jocks.” During the semester, students learn different methods for approaching creativity with head scratching titles such as “The Attribute Dependency Template” and the “Task Unification and Closure Principle.” There’s a hefty reading list, as well as a major group project where students take on a real-world problem in partnership with a major company.

“I think I’m definitely more creative than I was before because I just can just think about it in a different way,” says Nicole Granet, a senior majoring in management. “I don’t feel like I need to just close my eyes, listen to some relaxing music, maybe something will come to me. I feel like I’m much more in control of being able to produce these ideas that can really make a big change…sort of be ‘creative on demand.’” Granet is starting a job in consulting after she graduates, where, ideally, she’ll help companies be more productive, and creativity ‘on demand’ will definitely be an asset.

Gerard Puccio hears from employers all the time about how much they value that type of skillset. Puccio directs Buffalo State’s International Center for Studies in Creativity, which, in the late 1960s, became the first school in the country to offer classes on the subject.

He says the discipline has evolved over the years as the challenges we face have become more complex. “Life has become much more complicated, and as a result, we need to enhance the level of complexity of our own thinking, to be able to deal better with complex problems…problems that don’t have easy answers,” says Puccio. He adds that many of these creative skills are actually innate, and perhaps just need a little coaxing.

“It is a human characteristic. It is the reason why we’ve survived through the millennia. It is because…our competitive advantage is creative thinking. We are not the fastest, we can’t fly, we don’t naturally camouflage ourselves, we can only exist in certain climates. So, the human species has evolved to be creative, and in fact, that’s what has helped us to sustain ourselves over time,” says Puccio.

Design it out

Some of us, of course, are still going to be more creative than others.

Example #1: David Ludwig.

He’s a celebrated classical composer and a member of the composition faculty at Philadelphia’s Curtis Institute of Music, one of the nation’s top schools. He’s the type of guy who gets inspiration for melodies walking around the grocery store. But even with all of his innate ability, Ludwig is completely on board with the idea that creativity can be thought of as a skill to hone, and that understanding constraints and attributes is crucial to creating something new and useful.

“We start out very often with a commission,” he says, “and what I do is, I start making my own constraints. What is the piece about? What motivates it? Why is it meaningful? Then we go from there. We start with the biggest questions first, and go to the smallest.”

Ludwig says he often gets his students thinking about how best to approach creation of a new work by using a simple exercise.

“If I gave you an assignment and said draw a house…on a piece of paper. The first thing you would do, the first thing anyone has ever done when I’ve asked them to do that, is they start with the box and the roof. The frame. Always the frame. No one starts with the window and the TV in the living room in the background. No one starts with the little chimney with the smoke coming out of it. “That is [an] unhindered, creative act. An unconscious creative act and we naturally put limitations on ourselves.” Or, put another way, “We can’t order everything on the menu when we really create something. We have to really design it out.”

But what about just letting your mind wonder? Everyone can point to those random Eureka! moments, either in their work or personal life, when greatness strikes without any effort.

Professor Schrift says he does occasionally get pushback from people who argue the best ideas come when they aren’t pressing for one.

“If for some people, jumping on the trampoline and listening to strange music works? Keep doing that,” he says with a laugh. “But having said that, we offer another tool. We can’t always take a passive approach and wait for us to get this ‘aha moment’ in the shower.”

(This interview first aired on WHYY’S The Pulse.)

When to Innovate

Published date: August 31, 2022 в 1:39 pm

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Category: Innovation,Organizational Innovation,Strategy

People often ask when is the best time to innovate: early in the pipeline process, middle, or late. Teams tend to resist innovation late in the process when they are busy launching a new product. Teams tend to resist innovating in the middle of the NPD process because they are too busy developing the next generation product. Teams tend to resist innovating early in the process because they are too busy developing franchise strategy.

So when is the best time to innovate? Anytime.

Early in the process, you need innovation to develop a large stock of potential novel product ideas. Tie these early ideas to your franchise marketing strategy. This makes your strategy more robust and believable.

Early in the process, you need innovation to trigger modifications or enhancements to the product now in development. This gives you potential differentiating features that you can still build into the new product.

Late in the process, you need new concepts just when launching a new product to show your company and your customers that you have a sustainable pipeline of ideas behind you. This gives you credibility. Innovating is like putting in golf. Never leave yourself short.

Fixedness

Published date: August 18, 2022 в 1:36 pm

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Category: Innovation,Methodology

“We shape our tools and thereafter our tools shape us.”

Marshall McLuhan

The most challenging aspect about innovating is rooted in a concept called fixedness. Fixedness is the inability to realize that something known to have a particular use may also be used to perform other functions. When one is faced with a new problem, fixedness blocks one’s ability to use old tools in novel ways. Psychologist Karl Duncker coined the term functional fixedness for describing the difficulties in visual perception and problem solving that arise when one element of a whole situation has a (fixed) function which has to be changed for making the correct perception or for finding solutions. In his famous “candle problem” the situation was defined by the objects: a box of candles, a box of thumb-tacks and a book of matches. The task was to fix the candles on the wall without any additional elements. The difficulty of this problem arises from the functional fixedness of the candle box. It is a container in the problem situation but must be used as a shelf in the solution situation.

Roni Horiwitz of S.I.T. puts it this way:  “It’s almost impossible for the human brain to produce a really fresh and unique thought. Every thought, opinion or idea is somehow connected to previous concepts stored in the brain.”  Because of this, we are often unable to see the solution to a problem although it stares us in the face. We are too connected to what we knew previously. We not only can’t let it go, but we try very hard to anchor around it to explain what is going on.

Fixedness is insidious. It affects how we think about and see virtually every part of our lives. At work, we have fixedness about our products and services, out customers and competitors, and our future opportunities. The most damaging form of fixedness is when we are stuck on our current business model. We cannot see past what is working today. We stop challenging our assumptions. We continue to believe what was once true is still true. In the end, it is this perpetual blind spot that is most dangerous to our innovation potential.

Customers have fixedness, too. Customers have a limited view of the future, they have well-entrenched notions of how the world works, and they suffer from the same blind spot we do. Yet we continue to seek the “Voice of the Customer” as though a divine intervention will break through this fixedness so they can offer new ideas.

Fortunately, there is a way to address it. The way to break fixedness is to use structured innovation tools and principles that make you see problems and opportunities in new ways. Remember the classic Will Rogers quote:

It’s not what you don’t know that will get you. It’s what you know that ain’t so.”

Or was it Mark Twain?

Innovation vs. Leadership

Published date: August 11, 2022 в 1:32 pm

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Category: Innovation,Organizational Innovation

Which is easier to learn: innovation or leadership?  That is one of my favorite questions to ask during keynotes and workshops, especially to groups of accomplished leaders. What amazes me is the answer I get back: overwhelmingly, groups of executives say that leadership is easier to learn than innovation.

I could not disagree more. I’ve experienced some of the best leadership training in the world starting with the U.S. Air Force Academy and all the way through to Johnson & Johnson’s many leadership training programs. These programs were complex, psychologically-based, and multi-dimensional. Leadership training is big business. The demand is high, and the task is tall. Executives flood to these programs to learn new insights and nuances of this highly people-based activity. It is tough to learn leadership.

I learned innovation in a matter of minutes. The process is clear, rules-based, and rigorous.  Anyone can do it. When facilitated appropriately, you cannot NOT innovate. The process forces original, novel, and highly creative ideas to come out of your head.

So why do executives feel that leadership is easier to learn than innovation? My sense is that many have not been exposed to a bona fide innovation method. These executives want organic innovation more than anything to drive growth. Yet many are missing a simple insight what it takes…to invest themselves in learning innovation. Once executives feel what it’s like to innovate on demand, they get it. They start thinking about execution, scalability, culture aspects, resources needs, measurement, accountability, strategy, alignment….all the traditional things leaders think about…to move an initiative forward.

GE is perhaps the best example of a company that invests in innovation as much as it does leadership with its Imagination at Work program. For GE, the question of which is easier to train…innovation or leadership…is moot. They avoid the “leadership bias,” and they invest appropriately in core innovation skills to drive growth.

Can you make me be more creative

Published date: August 3, 2022 в 11:46 pm

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Category: Innovation

Katie Konrath has the right idea when she tackles this question, “Can you make me be more creative?”

Yesterday, I was talking with a couple friends when one asked two of my favorite questions. “What happens when someone can’t think of any ideas? You can’t force them to be more creative, right?”  I rubbed my hands together, thrilled at the challenge that was coming. Actually, I can.

Her approach is to combine ideas and concepts that seem pretty silly at first, but then she mentally forces these constructs to have some sort of value or purpose.  This, in essence, is a systematic approach to innovating that can be trained and repeated.

The key to becoming extremely effective at innovation is to learn all the tools and templates that help create an initial, undefined construct, or what innovation researchers call “the pre-inventive form.”  This ability to apply a template, then find a useful purpose for the for what comes out of that template is what allows one to innovate on demand.  Templates “make” people innovate.

Katie’s also recognizes the value of involving many people in the use of innovation templates.  Innovation is a team sport.  Diverse, cross-functional teams using a facilitated process can overcome the inherent challenges people face when when innovating.

 

Innovation is a Skill, Not a Gift

Published date: July 28, 2022 в 12:39 pm

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Category: Innovation,Methodology,Strategy

Companies want innovation more than anything as a way to drive true organic growth. Yet leaders often feel frustrated in their ability to bring successful innovation to their organizations. When I speak to executives, I hear this frustration, and I hear a list of reasons or excuses why innovation is so difficult. That list includes: lack of resources, lack of time, company culture, and lack of process of innovation. Many executives feel innovation is unpredictable and therefore too risky to invest in, even if they had the resources.

Innovation does not have to be unpredictable. A method called Systematic Inventive Thinking is a set of tools used in a facilitated environment to generate predictable, progressive ideas. This innovation process uses templates to help regulate individual thinking and channel the ideation process in a structured way that overcomes the randomness of brainstorming. Briefly, the method works by taking a product, concept, situation, service, process, or other construct, and breaking it into its component parts or attributes. The templates manipulate the components or variables to create new to the world constructs that the inventor of less than find a valuable use. This notion of taking the solution and finding a problem that can solve is called function follows form, and it is at the heart of the systematic inventive thinking method. This method of innovation can be used across a wide range of business issues. For example, it can be used to create new products, new services, or new processes. It can also be used to create new strategy including both corporate and marketing strategy. It can be used to create new organizational designs. You can also be used to create new marketing communications or launch tactics.

Innovation should be viewed as a skill, not as a gift reserved only for special or uniquely-talented people. Innovation can be learned as with any other business skill such as finance, process excellence, or leadership. By embracing a method like systematic inventive thinking, companies have a clear pathway to bring innovation to their firms to drive growth.

Diversity: A Driver of Innovation

Published date: July 21, 2022 в 12:26 pm

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Category: Organizational Innovation,Strategy

Take a look at the people around you at work. What do you notice? Well, we all differ from one another. But appearances aren’t the only way we differ, it’s the unique views and backgrounds that we bring that can help you boost your creativity at work. Diversity is a driver of creativity. When you invite a group of colleagues to an ideation session, it’s important that you have diversity in your team. And you want diversity in these three ways. First, you want functional diversity. Next, you want gender diversity. And finally, cultural diversity.

When you invite people to a team ideation session, try to get people from at least these three departments. First, you need commercial marketing people. The marketers are the ones that it can help you figure out if an idea has commercial potential. They’ll filter out any idea that won’t make it into the marketplace. You also need technical people. They’re the ones that understand how your products and services work. And they’re going to help you identify those ideas that just aren’t viable. They may be great ideas but technically they can’t be made. And finally, you need people who are customer centric. These are the people that deal with your customers every day. People like your sales people or people in your call center. They’re the ones that advocate for your customers, and they’re the ones that, that will help you identify those ideas that will resonate the most with them. Taken together, these three perspectives help you answer the questions, will our customers want it? Can we make it? And how do we commercialize it?

You also want gender diversity on your team. Research suggests that men tend to generate ideas that are more risky, while women tend to create ideas that are more practical. When they work together, these biases tend to average out and you end up with ideas that are both interesting and practical.

You also want to make sure your team has good cultural diversity. People with different backgrounds will help you create ideas that are applicable in many different global regions. Without cultural diversity, you end up creating ideas that are perhaps only appropriate for a certain region of the world.

Diversity is a driver of creativity. Diverse teams see new possibilities, they hold each other accountable to bring their best thinking. And it helps you boost your creativity at work.

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