The Martial Arts of the Mind
Ten years ago I was invited to teach a course on "Innovation and Business Growth" at GE's Crotonville Management Development Center for 75 high potential, business superstars of the future.
The GE executive who hired me was a very savvy guy with the unenviable task of orienting new adjunct faculty members to GE's high standards and often harsher reality.
My client's intelligence was exceeded only by his candor as he proceeded to tell me, in no uncertain terms, that GE gave "new instructors" two shots at making the grade -- explaining, with a wry smile, that most outside consultants were intimidated the first time they taught at GE and weren't necessarily at the top of their game.
I'm not sure how you say it in Esperanto, but in English what he said translates as "The heat is on, big time."
I knew I would have to raise my game if I expected to be invited back after my two-session audition was over.
And so I went about my business of getting ready, keeping in mind that I was going to be leading a 6-hour session for 75 of GE's "best and brightest" flown half way around the world -- high flying Type A personalities with a high regard for themselves and a very low threshold for anything they judged to be unworthy of their time.
I had five weeks to prepare, five weeks to get my act together, five weeks to dig in and front load my agenda with everything I needed to wow my audience: case studies, statistics, quotes, factoids, and more best practices than you could shake a Blackberry at.
I was ready. Really ready. Like a rookie center fielder on designer steroids, I was ready.
Or so I thought.
The more I spoke, the less they listened. The less they listened, the more I spoke, trotting out "compelling" facts and truckloads of information to make my case as they blankly stared and checked their email under the table.
Psychologists, I believe, would characterize my approach as "compensatory behavior."
I talked faster. I talked louder. I worked harder -- attempting in various pitiful ways to pull imaginary rabbits out of imaginary hats.
Needless to say, GE's best and brightest -- for the entire 45 minutes of my opening act -- were not impressed.
Clearly, I was playing a losing game.
My attempt to out-GE the GE people was a no-win proposition. I didn't need new facts, new statistics, or new quotes. I needed a new approach -- a way to secure the attention of my audience and help them make the shift from left-brained skepticism to right-brained receptivity.
And I needed to do it five minutes, not 45.
The next few days were very uncomfortable for me, replaying in my head -- again and again -- my lame choice of an opening gambit and wondering what, in the world, I could do to get better results in much less time.
And then, like an unexpected IPO from Mars, it hit me. The martial arts!
As a student of Aikido, I knew how amazing the martial arts were and what a great metaphor they were for life.
Fast forward a few weeks...
My second session, at Crotonville, began exactly like the first -- with the Program Director reading my bio to the group in an heroic attempt to impress everyone. They weren't.
Taking my cue, I walked to center stage, scanned the audience and uttered nine words.
"Raise your hand if you're a bold risk taker."
Not a single hand went up. Not one.
I stood my ground and surveyed the room.
"Really?" I said. "You are GE's best and brightest and not one of you is a bold risk taker? I find that hard to believe."
Ten rows back, a hand went up. Slowly. Halfway. Like a kid in a high school math class, not wanting to offend the teacher.
"Great!" I bellowed, pointing to the semi-bold risk taker. "Stand up and join me in the front of the room!"
You could cut the air with a knife.
I welcomed my assistant to the stage and asked him if had any insurance -- explaining that I had called him forth to attack me from behind and was going to demonstrate a martial arts move shown to me by my first aikido instructor, a 110-pound woman who I once saw throw a 220-pound man through a wall.
Pin drop silence.
I asked our bold risk taker to stand behind me and grab both of my wrists and instructed him to hold on tight as I attempted to get away -- an effort that yielded no results.
I casually mentioned how the scenario being played out on stage is what a typical work day has become for most of us -- lots of tension, resistance, and struggle.
With the audience completely focused on the moment, I noted a few simple principles of Aikido -- and how anyone, with the right application of energy and the right amount of practice, could change the game.
As I demonstrated the move, my "attacker" was quickly neutralized and I was no longer victim, but in total control.
In three minutes, things had shifted. Not only for me and my attacker, but for everyone in the room.
That's when I mentioned that force was not the same thing as power -- and that martial artists know how to get maximum results with a minimum of effort -- and that, indeed, INNOVATION was all about the "martial arts of the mind" -- a way to get extraordinary results in an elegant way.
PS: I was invited back 26 times to deliver the course.March 27, 2013
Infusing Your Workplace with Humanity
62% of all Americans are dissatisfied with their work. 85% of the general public don't trust business leaders to tell the truth when confronted with difficult issues. If YOUR organization wants to explore practical ways of raising the quality of the workplace experience and engaging employees in ways that are humane and sustainable, here's your starter kit. You may also be interested in our Humanizing the Workplace keynotes, town meetings, and workshops.March 20, 2013
How to Humanize the Workplace
A recent poll has revealed that 62% of Americans are dissatisified with their work.
While there are a lot of contributing factors, one BIG factor is that most workplace environments are not wired to bring out the best in people. Quite the contrary.
That's what my newly published article in the Huffington Post is all about.
It doesn't just name the problem, however. It also provides a simple "starter kit" for how each and everyone of us can begin to humanize our workplace environments.February 19, 2013
Go Beyond Analysis Paralysis
November 09, 2012
Great, New Kickstarter Project!
I am sure you have heard of Kickstarter, the very cool crowdsourcing site that has enabled so many underfunded creatives launch amazing new projects.
Here's a newly launched Kickstarter project I invite you to consider supporting -- originated by a very good friend of mine, David Nelsen-Epstein, a history and filmmaking teacher at Onteora High School in the Hudson Valley (where my daughter, Mimi, is currently a student).
Simply put, David is trying to raise $7,500 to help aspiring teen film makers follow their film making passion.
The kids are pumped. David is pumped. All they need is a little start up moolah to get their project off the ground. Click here to donate. Will take you less than two minutes. Thanks!October 25, 2012
The Kindness-At-Work Manifesto
This just in! We're here for just a little while. No one gets out of here alive. Not even Donald Trump. So while you're here, remember to be kind and go beyond judgment, blame, and impatience -- especially when things start getting stressed out. Like on-the-job.
Here's my inspired rant on the subject, just published in The Huffington Post.October 18, 2012
REAL ROI: Return on Imagination!
If you are a champion of innovation, chances are good that you've encountered the ROI beast more than a few times -- bottom line-oriented senior leaders looking at you cross-eyed and questioning the value of your efforts. Stop the madness! Change the game! Send them this slide show today!
56 Reasons Why Most Corporate Innovation Initiatives Fail
Innovation is in these days. The word is on the lips of every CEO, CFO, CIO, and anyone else with a three-letter acronym after their name.
As a result, many organizations are launching all kinds of "innovation initiatives" -- hoping to stir the creative soup. This is commendable. But it is also, all too often, a disappointing experience.
Innovation initiatives sound good, but usually don't live up to expectations. The reasons are many. What follows are 56 of the most common -- organizational obstacles we've observed that get in the way of a company truly raising the bar for innovation.
See which ones are familiar to YOU. Then, sit down with your Senior Team... CEO... innovation committee, or best friend and jump start the process of going beyond these obstacles.
56 Reasons Why Most Corporate Innovation Initiatives Fail
1. "Innovation" framed as an initiative, not the normal way of doing business
2. Absence of a clear definition of what "innovation" really means
3. Innovation not linked to company's existing vision or strategy
4. No sense of urgency
5. Workforce is suffering from "initiative fatigue"
6. CEO does not fully embrace the effort
7. No compelling vision or reason to innovate
8. Senior Team not aligned
9. Key players don't have the time to focus on innovation
10.Innovation champions are not empowered
11. Decision making processes are non-existent or fuzzy
12. Lack of trust
13. Risk averse culture
14. Overemphasis on cost cutting or incremental improvement
15. Workforce ruled by past assumptions and old mental models
16. No process in place for funding new projects
17. Not enough pilot programs in motion
18. Senior Team not walking the talk
19. No company-wide process for managing ideas
20. Too many turf wars. Too many silos.
21. Analysis paralysis
22. Reluctance to cannibalize existing products and services
23. NIH (not invented here) syndrome
24. Funky channels of communication
25. No intrinsic motivation to innovate
26. Unclear gates for evaluating progress
27. Mind numbing bureaucracy
28. Unclear idea pitching processes
29. Lack of clearly defined innovation metrics
30. No accountability for results
31. No way to celebrate quick wins
32. Poorly facilitated meetings
33. No training to unleash individual or team creativity
34. Voo doo evaluation of ideas
35. Inadequate sharing of best practices
36. Lack of teamwork and collaboration
37. Unclear strategy for sustaining the effort
38. Innovation Teams meet too infrequently
39. Middle managers not on board
40. Ineffective roll out of the effort to the workforce
41. Lack of tools and techniques to help people generate new ideas
42. Innovation initiative perceived as another "flavor of the month"
43. Individuals don't understand how to be a part of the effort
44. Diverse inputs or conflicting opinions not honored
45. Imbalance of left-brain and right brain thinking
46. Low morale
47. Over-reliance on technology
48. Failure to secure sustained funding
49. Unrealistic time frames
50. Failure to consider issues associated with scaling up
51. Inability to attract talent to risky new ventures
52. Failure to consider commercialization issues
53. No rewards or recognition program in place
54. No processes in place to get fast feedback
55. Inadequate sense of what your customers really want or need
56. Company hiring process screens out potential innovators
Others we may have missed?July 17, 2012
Rethinking The Role of a Manager
The root of the word "manager" comes from the same root as the words "manipulate" and "maneuver", meaning to "adapt or change something to suit one's purpose".
Although these words may carry a pejorative meaning, there is nothing inherently wrong with them. Indeed, into each life a little manipulation and maneuvering must fall.
For example, if the door to your office gets stuck, a handyman might need to manipulate it to get it working again. If there is a log jam at the elevator, you might decide to maneuver around the crowd and take the stairs.
However, there is another kind of manipulation and maneuvering that is a problem -- when managers use their position to bend subordinates to their will.
While short-term gains may result, in the end the heart is taken out of people.
Your staff may become good soldiers, but they will lose something far more important in the process -- their ability to think for themselves.
General George Patton said it best, "Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity."
Unfortunately, ingenuity in many corporations has gone the way of the hula-hoop. "Intellectual capital" is the name of the game these days -- and it is the enlightened manager's duty to learn how to play.
Only those companies will succeed whose people are empowered to think for themselves and respond creatively to the relentless change going on all around them.
Managers must make the shift from manipulators to manifesters.
They must learn how to coach their people into increasingly higher states of creative thinking and creative doing.
They must realize that the root of their organization's problem is not the economy, cycle time, strategy or outsourcing, but their own inability to tap into the power of their workforce's innate creativity.
Where does this empowerment start?
First, by recognizing what power is: "the ability to do or act".
And second, by realizing that power is intimately connected to ideas.
Most managers, unfortunately, perceive new ideas as problems -- especially if the ideas are not their own.
More often than not, managers don't pay enough attention to the ideas of the people around them. They say they want innovation. They say they want "their people" to do something different. But they do precious little to support their subordinates in their efforts to do so. More commonly, they foist their own ideas on others and can't figure out why things aren't happening faster.
That's not how change happens.
If people are only acting out somebody else's ideas, it's only a matter of time before they feel discounted, disempowered and just plain dissed.
People are more than hired hands; they are hired minds and hearts, as well.
Let's start with the basics.
Everything you see around you began as an idea. The computer. The stapler. The paperclip, the microchip and the chocolate chip. All of these began as an idea within someone's fevered imagination.
The originators of these ideas were on fire.
Did they have to be "managed?" No way. In fact, if they had a manager, he or she would have done well to get out of the way.
If you want to empower people, honor their ideas. Give them room to challenge the status quo. Give them room to move -- and, by extension, move mountains.
Why? Because people identify most with their ideas.
"I think therefore, I am" is their motto. People feel good when they're encouraged to originate and develop ideas. It gives their work meaning, makes it their own, and intrinsically motivates.
Who has the power in an organization? The people who are allowed to think for themselves and then act on their ideas! Who doesn't have power? The people who have to continually check-in with others.
Think about it. The arrival of a new idea is typically accompanied by a wonderful feeling of upliftment and excitement -- even intoxication.
It's inspiring to have a new idea, to intuit a new way of getting the job done. Not only does this new idea have the potential to bring value to the company, it temporarily frees the idea originator from their normal habits of thinking. A sixth sense takes over, releasing the individual from the gravity of status quo thinking.
In this mindset, the idea originator is transported to a more expansive realm of possibility. All bets are off. The sky's the limit. All assumptions are seen for what they are -- limited beliefs with a history, but no future.
If you are a manager, you want people in this state of mind. It is not a problem. It is not the shirking of responsibility. It is not a waste of time.
On the contrary, it's the first indicator that you are establishing a company culture that is conducive to innovation.
This is not to say, of course, that you have to fund every idea that comes your way.
On some level, ideas are a dime a dozen -- and only a handful of them are ever going to amount to much. But if you treat all ideas as if they are worthless, you will never find the priceless ones.
Creativity, you see, is often a numbers game. Einstein had plenty of bogus theories. Mozart wrote some crap. But they continued being prolific. And it was precisely this self-generating spirit of creation, which enabled them to access the good stuff.
You, as a manager, want to increase the number of new ideas being pitched to you. You want to create an environment where new ideas are popping all the time. If you do, old problems and ineffective ways of doing things will begin dissolving.
This is the hallmark of an innovative organization -- a place where everyone is encouraged and empowered to think creatively. Within this kind of environment managers become coaches, not gatekeepers.
"Coaching", of course, has been widely written about and there are many fine books on the subject. What hasn't been written about very much is how to become an "innovation coach" -- how to create the kind of environment that elicits the hidden genius of the people around you.
It's one thing to tell people "you want their ideas", it's quite another to create the kind of environment that makes this rhetoric real.
Creativity cannot be legislated. It cannot be sustained by pep talks. What needs to happen is that YOU, as a manager, need to change the way you relate to people. Each encounter you have with another person in the workplace needs to quicken the likelihood that their unexpressed ideas will get a fair hearing -- enabling a far greater percentage of them to eventually take root.
How does a manager do this?
First, by expressing a lot of positive regard. Get interested! Pay attention! Be present to the moment!
This is not so much a technique as it is a state of mind. If your head is always filled with your own thoughts and ideas, there won't be any room left to entertain those of others. It's a law of physics. Two things cannot occupy the same place at the same time.
Here's an example: Let's say someone comes up to you in the middle of the day and says something like, "I have this great idea for a new product that will generate over $200 million for our company."
The first thing you need to do is realize the opportunity you have. An idea is about to be shared, one that may herald a breakthrough or, at the very least, solve a problem, capitalize on an opportunity, or make your life easier.
Your willingness to sit up and take notice needs to be just as strong as if a customer were to call and complain. If possible, drop what you're doing, focus all of your attention on the idea generator, take a deep breath, and begin a series of questions that demonstrate your interest. If you cannot drop what you are doing, schedule some time -- as soon as possible -- for the idea originator to pitch you.
And whether the pitch is now or later, your response -- in the form of exploratory questions -- needs to be as genuine as possible. Consider some of the following openers:
* "That sounds interesting. Can you tell me more?"
* "What excites you the most about this idea?"
* "What is the essence of your idea - the core principle?"
* "How do you imagine your idea will benefit others?"
* "In what ways does your idea fit with our strategic vision?"
* "What information do you still need?"
* "Who are your likely collaborators?"
* "Is there anything similar to your idea on the market?
* "What support do you need from me?"
* "What is your next step?"
Basically, you want the idea originator to talk about their idea as much as possible in this moment of truth. An idea needs to first take form in order to take root, and one of the best ways of doing this is to encourage the idea originator to talk about it -- even if their idea is not yet fully developed.
The telling of the idea, in fact, is not unlike someone telling you their dream. The telling helps the dreamer flesh out the details of what they imagined and the subsequent hearing of it firmly installs it in their memory -- and yours -- so the idea does not fade quite as quickly.
Most of us, however, are so wrapped up in our own ideas that we rarely take the time to listen to others. Your subordinates know this and, consequently, rarely share their ideas with you.
But it doesn't have to be this way. And it won't necessarily require a lot of time on your part. Some time, yes. But not as much as you might think.
Bottom line, the time it takes you to listen to the ideas of others is not only worth it -- the success of your enterprise depends on it.
Choose not to listen and you will end up frantically spending a lot more time down the road asking people for their ideas about how to save your business from imminent collapse.
By that time, however, it will be too late. Your workforce will have already tuned you out.July 05, 2012
Introducing Interdependence Day!
June 01, 2012
One day after
its time to introduce
a new holiday:
Yes, it's true,
we are all
in this together.
do this alone,
no matter how skillful
you may be.
Innovation is a team sport.
10 Ways to Help Left Brainers Tap Into the Best of Their Creativity
If your job requires you to lead meetings, brainstorming sessions, or problem solving gatherings of any kind, chances are good that most of the people you come in contact with are left-brain dominant: analytical, logical, linear folks with a passion for results and a huge fear that the meeting you are about to lead will end with a rousing chorus of kumbaya.
Not exactly the kind of mindset conducive to breakthrough thinking.
Do not lose heart, oh facilitators of the creative process. Even if you find yourself in a room full of 10,000 left brainers, there are tons of ways to work with this mindset in service to bringing out the very best of the group's collective genius:
1. Diffuse the fear of ambiguity by continually clarifying the process
Most left-brain-dominant people hate open-ended processes and anything that smacks of ambiguity. Next time you find yourself leading a creative thinking session, make it a point to give participants, early is the session, a mental map of the process you'll be using. Explain that the session will consist of two key elements: divergent thinking and convergent thinking.
In the divergent segment, you'll be helping people consider non-traditional approaches. In the convergent segment, you'll be helping people analyze, evaluate, and select from the multiplicity of ideas they have generated.
If participants are going to get uneasy, it will happen during the divergent segment. Your task? Periodically remind them of where they are in the process. "Here's our objective," you might say. "Here's where we've been. Here's where we are. And here's we're going. Any questions?"
2. Get people talking about AHAS! they've had in their own lives
No matter how risk averse or analytical people in your sessions may be, it's likely that all of them -- at some time or another -- have had a really great idea. "Creativity" really isn't all that foreign to them (although they may think it is). All you need to do to get them in touch with that part of themselves is help them recall a moment when they were operating at a high level of creativity.
Get them talking about how it felt, what were the conditions, and what preceded the breakthrough. You'll be amazed at the stories you'll hear and how willing everyone will be, after that, to really stretch out.
3. Identify (and transform) limiting assumptions
One of the biggest obstacles to creativity is the assumption-making part of our brain -- the part that is forever drawing lines in the sand -- the part that is ruled by the past. Most people are not aware of the assumptions they have -- in the same way that most drivers are not aware of the blind spot in their mirror.
If you want people to be optimally creative, it is imperative that you find a way to help them identify their limiting assumptions about the challenge they are brainstorming. "Awareness cures," explains psychologist Fritz Perls. But DON'T get caught in a lengthy discussion about the collective limiting assumptions of the group. This is often just another way that left-brain dominant participants will default to analyzing and debating.
Instead, lead a process that will help participants identify and explore their limiting assumptions. Then, time allowing, help them transform each of these limiting assumptions into open-ended "How can we?" questions for brainstorming.
4. Encourage idea fluency
Dr. Linus Pauling, one of the most influential chemists of the 20th century, was once asked, "How do you get a good idea?" His response? "The best way to get a good idea is to get lots of ideas and throw the bad ones away."
That's why "Go for a quantity of ideas" is the first rule of brainstorming. You want to encourage people, early and often, to go for quantity. This will short circuit participants' perfectionistic, self-censoring tendencies -- two behaviors that are certain death to creativity.
5. Invite humor
The right use of humor is a great way to help people tap into their right brains. Indeed, "haha" and "aha" are closely related. Both are the result of surprise or discontinuity. You laugh when your expectations are confronted in a delightful way.
Please note, however, that your use of humor must not be demeaning to anyone in the room. Freud explained that every "joke" has a victim and is used by the teller to gain advantage over the victim -- a way to affirm power. And when a group finds itself in the realm of power (and the yielding of power), it will undoubtedly end up in left brain territory.
You don't want to feed that beast.
Instead, set the tone by telling a victimless joke or two, or by your own self-deprecating humor. But even more important than "joke telling" is to allow and encourage a free flowing sense of playfulness.
6. Do the right brain/ left brain two-step
Brainstorming for 3, 4 or 5 hours in a row is unusually exhausting, resulting in the "diminishing returns" syndrome. Creative thinking, like life itself, follows natural laws. Day is followed by night, winter by spring, inbreath by outbreath.
That's why the design of your creative thinking session needs to alternate between the cerebral and the kinesthetic -- between brainstorming and some kind of hands-on, experiential activity. By doing this two-step, participants will stay refreshed and engaged.
7. Periodically mention that chaos precedes creative breakthroughs
Left-brained, logical people are rarely comfortable with ambiguity, chaos and the unknown. It seems messy. Disorganized. Downright unprofessional. Indeed, much of the Six Sigma work being done in corporations these days is to reduce variability and increase predictability.
If you want to get really creative, you will need to increase variability and help participants get more "out of control." Picasso said it best, "The act of creation is first of all an act of destruction." Tom Peters said it second best, "Innovation is a messy business."
So, when you sense that your session is filled with ambiguity-phobic people, remember to mention how it's normal for ambiguity to precede a creative breakthrough. You may even want to mention how you will be purposefully infusing the session with moments of ambiguity, just to prime the creative pump.
8. Establish criteria for evaluation
The reason why ideas are usually considered a dime a dozen is because most people are unclear about their process for identifying the priceless ones. That's why a lot of brainstorming sessions are frustrating. Tons of possibilities are generated, but there is no clear path for winnowing and choosing.
Let's assume, for example, that the session you facilitate generates 100 powerful, new ideas. Do you have a process for helping participants pare the 100 down to a manageable few? If not, you need one. Ideally, the criteria for selecting ideas will be clarified before the session and introduced to participants early in the session.
Please note that there is some debate amongst brainstorm mavens as to when to offer the criteria. Some say this should happen at the beginning of the session (to help assuage the left brain need for logic and boundaries). Others suggest delaying the identification of criteria until just before the idea evaluation process. Either way will work. Your call.
9. Be a referee when you have to
No matter how many ground rules you mention about "suspending judgment" or "delaying evaluation," you are going to have some heavy hitters in the room just waiting for a moment to doubt your approach or "the process."
Indeed, one of the favorite (often unconscious) strategies of some left-brainers is to debate and question the facilitator every step of the way. While you want to honor their concerns and right to speak their truth, you also want to hold the bar high for the intention behind the brainstorming session -- and that is to challenge the status quo, entertain the new, and create space for imaginations to roam.
Don't be afraid to be firm with participants who want to control the session. At the very least, ask them to suspend their need for "convergence" (i.e. evaluation, judgment, decision making) to the end of the session when there will be plenty of time to exercise that very important muscle.
10. Consult with the tough people on the breaks
Every once in a while, a really opinionated person shows up in a session -- someone who is probably very smart, competent, experienced, with a big BS detector, and just enough arrogance to make you feel uncomfortable. These people can really affect the group, especially if they hold positions of power in the organization.
In the best of all worlds, these people would always be on your side. They won't be. Be careful about playing to these people in a neurotic attempt to get their approval. You won't get it. But DO seek them out on breaks and engage them. Get them talking. Pay attention. See if you can pick up any useful feedback or clues about revising your agenda or approach.
Even though you wouldn't choose to be trapped on a desert island with them, these folks may turn out to be a huge blessing -- because they are carriers of a particular sensibility that needs to be honored. More than likely, some of the other people in the room are feeling the same thing, but have been too polite to show their true colors. So, don't be afraid of these people. They can be a very valuable resource.May 08, 2012
Creating Time to Innovate
On Thursday May 17th, I will be delivering a live webinar on Fostering a Culture of Innovation. The first 50 people to sign up get half off, so register now!
During the past few years I've noticed a curious paradox heading its ugly rear among business leaders tooting the horn for innovation.
On one hand they want the rank and file to step up to the plate and own the effort to innovate.
On the other hand, they are unwilling to grant the people they are exhorting any more TIME to innovate.
Somehow, magically, they expect aspiring innovators to not only generate game-changing ideas in their spare time, but do all the research, data collection, business case building, piloting, project management, idea development, testing, report generation, and troubleshooting in between their other assignments.
Tooth fairy alert!
This is not the way it happens, folks! Not only is this approach unreasonable, it's unfair, unbalanced, and unworkable.
You cannot shoehorn game-changing innovation projects into the already overcommitted schedules of your overworked workforce.
If you do, it won't be innovation you'll get, only half-finished projects and a whole lot of cranky people complaining to you in between yet another unnecessary meeting.
Oh sure, there are always a few who will find a way, via skunkworks and caffeine, to find the time... but for the most part, organizations are painting their people into a corner.
Aspiring innovators don't need pep talks. They need TIME. Time to think. And time to dream. Time to collaborate. And time to plan. Time to pilot. And time to test. Time to tinker. And time to tinker again.
That's why Google gives its engineers 20% of their time to work on projects not immediately connected to its core business. That's why W.L. Gore gives its workforce a half day a week to follow their fascinations. That's why Corel instituted it's virtual garage program.
"Dig where the oil is," Edward deBono once said. Indeed! And where is the oil? Right beneath the feet of each and every employee who is fascinated by the work they do, aligned with their company's mission, and given enough time to make magic happen.
Need proof? 50% of Google's newly launched features were birthed during this so-called "free time". -- midwived by engineers, programmers, and other assorted wizards happily following their muse.
The fear? If you give people "freedom" they'll end up playing video games and taking 3-hour lunches. Alas, when fear takes over, folks, (the same fear Peter Drucker asked us all many years ago to remove from the workplace), vision is supplanted by supervision and all his micromanaging cousins.
Time to innovate is not time wasted. It is time invested.
Freedom does not necessarily lead to anarchy. It can lead to breakthrough just as easily.
Remember, organizations do not innovate. People do. And people need time to innovate. Time = freedom. Freedom to choose. Freedom to explore. Freedom to express. And yes, even freedom to "fail."
If you've hired the right people, communicated a compelling vision, and established the kind of culture that brings out the best in a human being, you are 80% there.
Now all you need to do is find a way to give your people the time they need to innovate.
For more of our wisdom on innovation, creative thinking, and becoming the best company you can be, check out our newly launched webinars at www.ideachampionsuniversity.com!
Fascination is the DNA of Innovation
I own a huge library of books on innovation. Mostly hardcover. The $27.95 variety with big indexes and forwards by people who make more money than I do.
Some of these books are actually good. Most of them bore me. (I must confess I have a secret desire, whenever I enter a bookstore, to put glue between pages 187 & 188 in all of the new releases just to see if the publishers get any complaints).
The books attempt to describe the origins of innovation. You know, stuff like "the innate human impulse to find a better way" and "the imperative to find a competitive edge." That sort of thing.
Corporate-speak, in other words.
What kids are naturally good at.
Kids and those mavericks at work who make everyone nervous and running for their spreadsheets at the drop of a hat.
A person who is fascinated does not need to be motivated... or managed... or "incentivized."
All that person needs is time, some resources, meaningful collaboration, and periodic reality checks from someone who understands what fascination is all about.
That's why Google gives its workforce 20% of their time to explore projects on their own. That's why 3M and W.L. Gore do something similar. They know that the root of innovation is fascination.
If you, or the people who report to you, are not currently in a state of fascination it's time to turn things around. That is, IF you want to spark some innovation.
How do you do this?
For starters, here's one way, excerpted from Awake at the Wheel.
THE SEED OF FASCINATION
1. On a piece of paper, create three parallel headlines -- "What Fascinates Me," "People I Admire," and "What I Would Do If I Knew I Couldn't Fail."
2. Jot down at least five responses beneath each headline.
3. Look for intriguing, new connections between your responses. Any insights? Ahas?
4. Jot down your new ideas.
5. Circle your favorite idea and brainstorm it with a friend. Then pitch anyone who's influence can help you launch your ideas for how to bring more fascinating projects into your work life.May 03, 2012
The Power of Positive Feedback
Most high level executives do not expect a lot of recognition from others. Neither do they give a lot of recognition to others.
Many managers are like the classic husband who, when his wife complains that he doesn't tell her he loves her any more, responds that he told her he loved her when he married her -- and would have let her know if anything had changed.
Similarly, most managers act as if the act of hiring an employee is recognition enough -- this in spite of the fact that every one of these managers wants to be valued and appreciated by their superiors, and is regularly disappointed by the lack of appreciation coming their way.
In today's workplace, there is a great fear that only the most extraordinary achievements warrant recognition and that all "just good" performance is merely what should be expected and does not require any special recognition.
The fear most manager's have? That "excessive" recognition will dilute the praise they give and reduce future motivation for outstanding performance.
The data, of course, indicates otherwise.
Acknowledgment of good performance increases the probability of more good performance. And specificity of feedback -- telling people exactly what you liked about what they did and why you liked it -- dramatically increases the likelihood of that performance occurring again.
The bottom line?
If we can get to a place where we are more generous and specific in the expression of our positive feedback, we will notice, in time, a dramatic increase in the quality of employees' performance and their overall satisfaction with work.
-- Barry GruenbergApril 01, 2012
Our World Wide Webinatrix Speaks!
The writers of this blog are excited, thrilled, and tickled to announce the launching of a entirely new service to the known universe: Webinars powered by Idea Champions University.
Having spent the past 25 years delivering a wide variety of innovation-sparking workshops, trainings, meetings, conferences, and consulting interventions to forward thinking organizations everywhere, we've decided to let go of our addiction to Frequent Flyer miles and go virtual.
Our new venture began with a simple question: "How can we have the biggest impact on the most amount of people in a cost-effective, highly engaging, low carbon footprint way?"
The answer? Build a webinar curriculum and deliver our services online.
Which is exactly what we've done and will continue to do as long as the need in the marketplace exists.
Bottom line, if you're looking for a better way to build the core competency of innovation, you've come to the right place.
No airfare required. No cabs. No sending your people to overpriced hotels and wondering whose gonna cover for them while they're eating muffins and collecting one more three-ring binder they will never read.
Operators are not standing by. But our website is. And so is our integrity -- the collective mojo we've built for the past 25 years with some of the finest organizations in the world.
So visit us online to learn more about what we're offering. And while you're at it, feel free to register for one of our upcoming open-enrollment webinars -- a great way to kick our virtual tires.
If you'd rather schedule a group webinar (for up to 100 people), contact Sarah Jacob, our World Wide Webinatrix.
She means business.March 30, 2012
The 10 Personas of a Good Brainstorm Facilitator
Allow me to make a wild guess. You have participated in more than a few brainstorm sessions in your life. Yes?
And allow me to make another wild guess. Many of those sessions left you feeling underwhelmed, over-caffeinated, disappointed, disengaged, and doubtful that much of ANYTHING was ever going to happen as a result of your participation.
Yes, again? I thought so.
There's a ton of reasons why most brainstorming sessions under-deliver, but the main reason -- the Mount Olympus of reasons (drum roll, please....) is the brainstorm facilitator.
Armed with a short list of ground rules, a flipchart marker, and a muffin, most brainstorm facilitators miss the mark completely.
The reason has less to do with their process, tools, and techniques than it does with their inability to adapt to what's happening, real-time, in the room.
In an all-too-professional attempt to be one-pointed, they end up being one-dimensional, missing out on a host of in-the-moment opportunities to spark the ever-mutating, collective genius of the group.
If only our well-intentioned brainstorm facilitators could abide by the words of Walt Whitman, when he confessed that he "contained multitudes."
Translation? If you or anyone you know is going to lead a diverse group of time-crunched, opinionated, multi-tracking, people through a process of originating breakthrough ideas, DON'T BE A ONE TRICK PONY! Be a multitude -- or, at the very least, be multi-faceted. Let it rip. Hang ten. Pull out the stops.
Use your right brain and your left. Let all the cats out of the proverbial bag -- and by so doing, exponentially increase your chances of sparking brainpower, brilliance, and beyond-the-obvious ideas.
OK. Enough bloggy pep talk. Let's get down to business.
Take a few minutes now to rate yourself, on a scale of 1-10, for how skillful you are at embodying the following personas of a high flying brainstorm facilitator
Then tune into your biggest strength and ask yourself how you can amplify that quality. Then identify your biggest weakness and figure out how you can improve in that arena.
A skilled brainstorm facilitator knows how to orchestrate powerfully creative output from a seemingly dissonant group of people. In the conductor mode, the facilitator includes everyone, evokes even the subtlest contributions from the least experienced participant, and demonstrates their commitment to the whole by offering timely feedback to anyone who "gets lost in their own song."
A good brainstorm facilitator is able to transmute lead into gold -- or in modern terms -- knows how to help people "get the lead out." This talent requires an element of wizardry -- the ability to see without looking, feel without touching, and intuitively know that within each brainstormer lives a hidden genius just waiting to get out.
Light on their feet, brainstorm facilitators move gracefully through the process of sparking new ideas. Able to go from the cha-cha to the polka to the whirling dervish spinning of a brainstorm group on fire, savvy facilitators take bold steps when necessary, even when there is no visible ground underfoot. "The path is made by walking on it," is their motto.
4. MAD SCIENTIST
Skillful brainstorm facilitators are bold experimenters, often taking on the crazed (but grandfatherly) look of an Einstein in heat. While respecting the realm of logic and the rational (the ground upon which most scientists build their homes), the enlightened facilitator is willing to throw it all out the window in the hope of triggering a "happy accident" or a quantum leap of thought. Indeed, it is often these discontinuous non-linear moments that produce the kind of breakthroughs that logic can only describe, never elicit itself.
Fully recognizing the precious gem of the human imagination (as well as the delicacy required to set it free), the high octave brainstorm facilitator is a craftsman (or craftswoman) par excellence -- focused, precise, and dedicated. Able to get to the heart of the matter in a single stroke without leaving anything or anyone damaged in the process.
Brainstorm facilitators are "on stage" whether they like it or not. All eyes are upon them, as well as all the potential critical reviews humanly possible. More often than not, the facilitator's "audience" will only be moved to act (perchance to dream) if they believe the facilitator is completely into his or her role. If the audience does not suspend this kind of disbelief, the play will close early and everyone will be praying for a fire drill or wishing they were back home eating a grilled cheese sandwich.
Brainstorm facilitators are the original recyclers. In their relentless pursuit of possibility, they look for value in places other people see as useless. To the facilitator in full mojo mode, "bad ideas" aren't always bad, only curious indicators that something of untapped value is lurking nearby.
8. OFFICER OF THE LAW
One of the brainstorm facilitator's most important jobs is to enforce "law and order" once the group gets roaring down the open highway of the imagination. This is a fine art -- for in this territory speeding is encouraged, as is running red lights, jaywalking, and occasionally breaking and entering. Just as thieves have their code of honor, however, so too should brainstormers. Indeed, it is the facilitator's task to keep this code intact -- a task made infinitely easier by the ritual declaration of ground rules at the start of a session.''
Some brainstorm facilitators, intoxicated by the group energy and their own newly stimulated imagination, use their position as a way to foist their ideas on others -- or worse, manipulate the group into their way of thinking. Oops! Ouch! Aargh! Brainstorm facilitating is a service, not a personal platform. It is supposed to be a selfless act that enables others to arrive at their own solutions -- no matter how different they may be from the facilitator's.
10. STAND-UP COMIC
Humor is one of the brainstorm facilitator's most important tools. It dissolves boundaries, activates the right brain, helps participants get unstuck, and shifts perspective just enough to help everyone open their eyes to new ways of seeing. Trained facilitators are always on the lookout for humorous responses. They know that humor often signals some of the most promising ideas, and that giggles, guffaws, and laughable side-talk frequently indicate a rich vein of possibility to explore. Humor also makes the facilitator much more "likable" which makes the group they are facilitating more amenable to their direction. Ever wonder why the words "Aha!" and "Ha-Ha" are so similar?
Want to learn how to facilitate breakthrough brainstorming sessions? Click here.March 29, 2012
What Lens Are You Looking Through?
Holmes and Watson are on a camping trip. In the middle of the night Holmes wakes up and gives Dr. Watson a nudge. "Watson," he says, "look up in the sky and tell me what you see."
"I see millions of stars, Holmes," says Watson.
"And what do you conclude from that, Watson?"
Watson thinks for a moment, "Well," he says, "astronomically, it tells me that there are millions of galaxies and potentially billions of planets. Astrologically, I observe that Saturn is in Leo. Horologically, I deduce that the time is approximately a quarter past three. Meteorologically, I suspect that we will have a beautiful day tomorrow. Theologically, I can see that God is all powerful, and we are small and insignificant. Uh, what does that tell you, Holmes?"
"Watson, you idiot! Someone has stolen our tent!"
Right on, Holmes!
For those of you trying to figure out why your business isn't more innovative, consider the above joke. The answer is in the punchline.
Your CEO looks up and sees the Board. Your CFO looks up and sees Wall Street. Your CIO looks up and sees Blackberries. Your HR Director looks up and sees diversity. And your workforce? They don't look up -- overwhelmed as they are with the tasks they've been given to deliver on next quarter's results.
The beauty of the Holmes/Watson joke (excerpted from Thomas Cathcart's and Daniel Klein's delightful book, Plato and a Platypus Walk Into a Bar...) is that it cuts to the core of the issue in very few words.
Humor does that. Which is why the Court Jester was the one who had the King's ear.
HAHA and AHA are two sides of the same coin. The same thing that triggers laughter triggers insight.
It's all about a momentary shock to the system -- the unexpected...a surprise... delightful discontinuity. And when that happens -- when we are momentarily boggled by an input that does not fit with our logical expectations, VOILA! Breakthrough! And along with it, a jolly good time.
Unfortunately, the sound of laughter in the workplace is often interpreted by managers as proof of a slacker workforce -- as if laughing and working were mutually exclusive.
Nothing could be further from the truth. "If you lose the power to laugh, you lose the power to think" explained Clarence Darrow.
Or how about this from Carl Jung? "The creation of something new is not accomplished by the intellect, but by the play instinct arising from inner necessity. The creative mind plays with the object it loves."
Or this from Isaac Asimov: "The most exciting phrase to hear in science, the one that heralds new discoveries, is not 'Eureka!', but 'That's funny.'"
OK. These two innovation consultants walk into a bar...March 20, 2012
Why Good Leaders Pause
It's often the case that people expect their leaders to be decisive -- able to make difficult decisions quickly. Indeed, this kind of behavior is interpreted as one of the hallmarks of good leadership.
The reality is different, however.
The "rush to judgment" mindset creates undue pressure on leaders -- the kind of pressure that causes them to prematurely choose a path forward even when confronting a complex problem.
To be truly effective, leaders need to balance the need to quickly converge on a single solution with the conflicting requirement that multiple perspectives be considered.
Yes, spending time to gain an understanding of the thought processes behind conflicting perspectives slows down the decision-making process. But it also creates a rich opportunity for much more robust solutions.
Slowing down is not necessarily a sign of procrastination or indecision. More accurately, it is a sign of impending wisdom about to be applied.
Tolerating this period of pause requires leaders to exhibit two qualities that seem to be in short supply these days:
1. Self-confidence (not bravado).
2. Patience (not procrastination).
Unfortunately, as external pressures from above and below increase, leaders experience an increasing tendency to internalize these pressures, causing self-doubt, stress, and a relentless need to prove their worth.
The result? Leaders end up adopting pre-existing solutions not well-suited to the challenges at hand. They decide fast, but the decisions they make are all too often fatally flawed.
Being able to resist mounting pressures to act quickly requires great intestinal fortitude. It requires leaders to keep themselves and others passionately engaged in the process of finding a way through the uncertainty instead of grasping at known "solutions" which only make the problem worse.
This phenomenon is similar to the classic story of the drunkard looking for his car keys under a streetlight even though he knows it's not where he dropped them.
"I know my keys aren't there," he confesses, "but that's where the light is."
It's not easy searching in the dark. Nor is it easy convincing others to join you in the search.
Which is precisely why being an authentic leader is so difficult these days.
- Barry Gruenberg
Here's another one of Barry's fine articles.
Innovation from the Inside Out
Some, I'm happy to report, are actually doing something about it. Hallelujah! They are taking bold steps forward to turn theory into action.
The challenge for them is the same as it's always been -- to find a simple, authentic way to address the challenge from the inside out -- to water the root of the tree, not just the branches.
External systems and protocols, no matter how seductive they are to create, are simply not sufficient to guarantee real innovation. In the words of Oliver Wendell Holmes, "Systems die. Instinct remains."
This is not to say that organizations should ignore systems and structures in their effort to establish a culture of innovation. They shouldn't.
Unfortunately, when the addiction to systems and structures rules the day, an organization's quest for a culture of innovation degenerates into nothing much more than a cult of innovation.
Organizations do not innovate. People innovate. Inspired people. Fascinated people. Creative people. Committed people. That's where innovation originates -- from deep within the inspired individual who understands that his/her sustained effort is what's required to go beyond the status quo.
The organization's role -- just like the individual manager's role -- is to get out of the way. And while this "getting out of the way" will undoubtedly include the effort to formulate supportive systems, processes, and protocols, it is important to remember that systems, processes, and protocols are never the answer.
They are the context, not the content. They are the husk, not kernel. They are the menu, not the meal.
Ultimately, organizations are faced with the same challenge that religions are faced with. Religious leaders may speak passionately about the virtues their congregation needs to abide by, but sermons only name the challenge and remind people to experience something -- they don't necessarily change behavior.
Change comes from within the heart and mind of each individual. It cannot be legislated or evangelized into reality.
What's needed in organizations who aspire to a culture of innovation, is an inner change. People need to experience something within themselves that will spark and sustain their effort to innovate -- and when they experience this "something," they will be self-sustaining.
They will think about their projects in the shower, in their car, and in their dreams. They will need very little "management" from the outside. Inside out will rule the day -- not outside in. Intrinsic motivation will flourish.
People will innovate not because they are told to, but because they want to. Open Space Technology is a good metaphor for this. When people are inspired, share a common, compelling goal and have the time and space to collaborate, the results become self-organizing.
You can create all the reward systems you want. You can reinvent your workspace until you're blue in the face. You can license the latest and greatest idea management tool, but unless each person in your organization OWNS the need to innovate and finds a way to tap into their own innate brilliance, all you'll end up with is a mixed bag of systems, processes, and protocols -- the husk, not the kernel -- the innovation flotsam and jetsam that the next administration or next CEO or next key stakeholder will mock, reject or change at the drop of a hat if the ROI doesn't show up in the next 20 minutes.
You want culture change? You want a culture of innovation?
Great. Then find a way to help each and every person in your organization come from the inside out. Deeply consider how you can awaken, nurture, and develop the primal need all people have to create something extraordinary.January 31, 2012
26 Reasons Why Most Brainstorming Sessions Are a Big Disappointment
Whenever I ask my clients to tell me about the quality of the brainstorming sessions in their company, they usually roll their eyes and grumble.
Simply put, most brainstorming sessions don't work.
Not because brainstorming, as a process, doesn't work -- but because they're usually done poorly.
What follows are 26 of the most common reasons WHY -- and after that, a list of what you can do differently to turn things around. Ready?
1. Lame facilitation
2. Wrong (or poorly articulated) topic
3. Unmotivated participants
4. No transition from "business as usual"
5. Insufficient diversity of participants
6. Addiction to the status quo
7. Lack of clear ground rules
8. Sterile meeting space
9. Hidden (or competing) agendas
10. Lack of robust participation
11. The boss is in the room
12. Habitual idea killing behavior
13. Attachment to pet ideas
14. Discomfort with ambiguity
15. Hyper-seriousness (not enough fun)
16. Endless interruptions
17. PDA addiction (Crackberries)
18. Premature adoption of the first "right idea"
19. Group think
20. Hierarchy, turfs, and competing sub-groups
21. Imbalance of divergent and convergent thinking
22. No tools or techniques to spark creativity
23. Inadequate idea capture
24. Meaningless speed. No time for reflection
25. Pre-mature evaluation
26. No real closure or next steps
WHAT CAN YOU DO TO TURN THINGS AROUND?
1. Find, train (or hire) a skillful facilitator
2. Make sure you're focusing on the right challenge.
3. Invite people who care about the topic.
4. Invite people with diverse points of view.
5. Spend time clarifying the "current reality".
6. Start with a fun icebreaker to help change mindset.
7. Ask participants to establish clear meeting ground rules.
8. Design (or find) a more inspiring meeting space.
9. Establish alignment re: session goals.
10. Find ways to engage the least verbal participants.
11. Establish "deep listening" as a ground rule. Model it.
12. Invite participants to name classic idea killing statements.
13. Elicit the group's pet ideas in the first 30 minutes.
14. Explain how ambiguity is part of the ideation process.
15. Tell stories, play music, invite humor.
16. Go off site. Put a "meeting in progress" sign on the door.
17. Collect all PDAs/cell phones. Establish "no email" ground rule.
18. Go for a quantity of ideas. Let go of perfectionism.
19. Encourage individuality, risk taking, and wild ideas.
20. Ask people to leave their titles at the door.
21. Start with divergent thinking. End with convergent thinking.
23. Enroll scribes, use post-its, have an idea capture process.
24. Create time for individuals to reflect on new ideas.
25. Explain that evaluation will happen at the end of the session.
26. Identify and enroll "champions". Explain the follow up process.January 30, 2012
The Art and Science of Losing Count
"Not everything that can be counted counts, and not everything that counts can be counted."
-- Albert Einstein
If you have even the slightest respect for the wild-haired father of modern physics, consider this: Your organization's fascination with metrics is often nothing more than a thinly veiled attempt to quantify the unquantifiable -- a compulsive effort to validate that which you and everyone else already know to be true.
I'm not suggesting you abandon metrics (I track, daily, how may unique visitors make it to my website) -- all I'm saying is not everything needs to be measured, at least not all of the time.
The core of your company's "innovation process" is actually less about mind, and more about heart. (And if you're about to ask me how I know that, please read the Einstein quote one more time).January 11, 2012
The Professor and the Jar
A college professor stood before his philosophy class at the start of a new semester. Silently, he picked up a very large jar and filled it with golf balls. Then he asked the students if the jar was full. They agreed that it was.
The professor then picked up a box of pebbles and poured them into the jar. He shook the jar lightly, pebbles settling into the open areas between the golf balls. He then asked the students again if the jar was full.
They agreed that it was.
The professor next picked up a box of sand and poured it into the jar. He asked once more if the jar was full. The students again responded with a resounding "yes."
The professor then produced two beers from under the table and poured them into the jar, filling the empty spaces between the sand. The students laughed.
"Now," said the professor. "I want you to understand that this jar represents your life. The golf balls are the important things -- your family, health, friends, and feeling of well-being. If everything else was lost and only they remained, your life would still be full."
"The pebbles are the other things that matter -- your job, your house, your accomplishments etc. The sand is everything else -- the small stuff."
"If you put the sand into the jar first," he continued, "there's no room left for the golf balls or pebbles. The same holds true for life. If you spend all your time and energy on the small stuff, you'll never have room for the things that are really important to you."
"Pay attention to the things that are essential to your happiness. Spend time with your children. Spend time with your parents. Take your spouse out to dinner. Smell the flowers. Enjoy the beauty of existence. There will always be time to clean the house and fix the disposal. Take care of the golf balls first -- the things that really matter. The rest is just sand."
One of the students then raised her hand and asked what the beer represented.
The professor smiled, "I'm glad you asked."
"The beer shows you that, no matter how full your life may seem, there's always room for a couple of beers with a friend."January 07, 2012
Big Blues From the Viagra People
The concept was a simple one: help organizations increase teamwork and decrease complaint by getting employees to write and perform original blues songs.
The concept resonated with a lot of industries, especially Big Pharma.
Oh yeah, they had the blues, lots of blues, like the "Now We Gotta Compete with Generic Drugs from Canada Blues," and the "No One Trusts the Drug Companies Anymore Blues," and the always popular, "Our Pipeline Is Empty, But Our Inbox is Full Blues."
So we weren't all that surprised when Pfizer came calling...
They had a big conference coming up and wanted to do "something different" to engage participants -- all of whom were high ranking business leaders.
And so they did.
Unlike most bands -- or business simulations, for that matter -- our service began long before we took the stage.
For each client wanting the complete experience, we'd write a custom blues song weeks before -- a kind of musical caricature of their company that we'd perform to kick off our performance -- a modern day Greek Chorus routine that loosened up audiences while modeling the message of the evening -- to speak (or in our case, sing) the truth.
And though we always shared our lyrics with clients long before an event, rarely were we asked us to modify what we wrote.
Pfizer was a different story.
From their perspective, our lyrics were "incendiary, politically incorrect, and might be taken the wrong way."
Customer-focused as we were (and not wanting to blow a good pay day), we revised our lyrics overnight and submitted version 2.0 the first thing in the morning.
Pfizer didn't like our new version, either. Or version 3.0, 4.0, or 5.0.
After five failed attempts, we decided to drop the custom song and focus on the classic blues songs that made up the bulk of our play list.
But doubt had crept into our client's mind. He was now officially nervous and wanted to see the lyrics to all our songs.
"Piece of cake," we reasoned to ourselves. The lyrics we'd be sending him had been performed for more than a hundred years all over America and were a huge part of the DNA of the nation.
True. But they weren't part of Pfizer's DNA. Our client had major issues with every song we sent them.
So we emailed him the lyrics to another ten classic blues songs. He rejected those, too.
Now, we had the blues. Like the legendary Robert Johnson, we stood at the crossroads, Blackberries and guitars in hand.
"Gentlemen," I began the damage-control conference call in the most corporate voice I could muster, "with all due respect, you have just rejected the lyrics of the most popular 20 American blues songs from the past hundred years. Remember, you are engaging the services of a blues band, not a polka band. You've got to have more trust in us."
Ooooh... the "T" word!
They hemmed. They hawed. Them hemmed again. And then with a semi-shrug of their collective shoulders and the growing recognition that their event was just a few days away, they chose the seven tamest songs and gave us a tepid thumbs up.
"But remember!" they warned, "the show must end no later than 9:30 sharp. Not a minute more."
When we got to the venue, I could tell we were in for an interesting night.
Though our client greeted us pleasantly enough, something was off. Outwardly, he was fine. Inwardly, he was anxious, uptight, constricted, nervous, sweating, and silently obsessing about how he was going to cover his ass should his worst nightmares about the evening come true.
The band picked up on his mood and immediately tightened up.
Knowing that good music doesn't issue forth from tight musicians, I sent the band backstage for a glass of wine and some small talk while I filibustered with the client -- the theater now rapidly filling with hundreds of people who made a lot more money than we did.
"Remember," the client reminded me again before the lights went down, "the show must end at 9:30 sharp!"
The band's first two songs that night were lame. Very lame. Channeling the tension of our neck-on-the-line client, the band was playing it safe -- not exactly a formula for foot stomping blues.
By the third song, thank God, the band found its groove. The audience relaxed and the songs they wrote and performed were some of the funniest we'd heard in a while.
I looked at my watch. It was 9:27. Quickly, I signaled the band to wrap things up when, out of the corner of my eye, I noticed the client making his way to the stage.
Actually, "making his way" wasn't the right phrase to describe his approach. "Storming the stage" was more like it.
I looked at my watch again. Now it was 9:28 and the client was getting closer by the nanosecond. I spoke faster, much faster, doing my best to finish before the bewitching hour.
Two sentences from closure, the man bounds up the stairs and lunges towards me.
"Keep playing!" he blurts. "Tell the band to keep playing! This is really going well! Forget the 9:30 deadline. Keep playing!"
I signal the band and they segue into BB King"s "Let the Good Times Roll" -- the 12-minute version. South Side Denny takes off on a blistering guitar solo. South Side Slim is wailing at the top of his lungs. Screaming Sweet Pea Fradon is bringing down the house. Blind Lemon Pledge is on top of his game.
Everyone in the audience is singing and dancing and clapping and laughing.
The pharmaceutical blues? Gone. At least for the moment.
NOTE: This blog posting is excerpted from Mitch Ditkoff's forthcoming WISDOM AT WORK: The Inside Story of What's Really Happening On the Job
If you're a publisher interested in publishing this book, click here.December 12, 2011
Shining Eyes and Open Hearts
Ben Zander is the most extraordinary speaker/presenter/catalyst I've ever had the good fortune to experience other than my teacher, Prem Rawat. I first heard Ben at HSM's World Business Forum, in NYC. He entranced 4,000 business people for two hours and ended his enchantment by getting everyone to sing Ode to Joy in German. Ben is a masterful conductor, not just of orchestras, but of the human spirit of what's possible every single minute of the day.September 26, 2011
The Six Sigma Blues
One of my favorite clients of all time was a key manager in a prominent Fortune 500 company.
She was smart. She was funny. She was creative. And she was kind.
Then her company adopted Six Sigma.
I couldn't help but notice that soon after this she started becoming very cranky, not unlike the way an artist gets upon filling out a tax form.
When I asked her how the Six Sigma initiative was going, she rolled her eyes and mumbled something about "going through the motions."
In a lucid online Business Week posting, Brian Hindo deconstructs some of the flawed assumptions of the Six Sigma approach.
"The very factors that make Six Sigma effective in one context," explains Hindo, "can make it ineffective in another. Traditionally, it uses rigorous statistical analysis to produce unambiguous data that help produce better quality, lower costs, and more efficiency. That all sounds great when you know what outcomes you'd like to control. But what about when there are few facts to go on -- or you don't even know the nature of the problem you're trying to define?
"New things look very bad on this scale," says MIT Sloan School of Management professor Eric von Hippel, who has worked with 3M on innovation projects that he says 'took a backseat' once Six Sigma settled in.
"The more you hardwire a company on total quality management, the more it is going to hurt breakthrough innovation," adds Vijay Govindarajan, a management professor at Dartmouth's Tuck School of Business. "The mindset that is needed, the capabilities that are needed, the metrics that are needed, the whole culture that is needed for discontinuous innovation, are fundamentally different."
And so, dear Heart of Innovation readers, in honor of all people who have ever questioned the long-term value of Six Sigma... in honor of all the people who have understood that increasing -- not decreasing -- variability is often the key to success, it is my utmost pleasure to make my graceful exit from this latest blog posting with the immortal, finger-snapping, toe-tapping, knee-slapping, put-on-your-blues-hat-and-sunglasses lyrics to....
I woke up this morning,
put both feet on the floor,
but I didn't have a process
to find the bathroom door,
so all I did was shuffle,
first the left foot, then the right,
forgot to count the tiles,
(hey boss, I ain't too bright.)
We got green belts, black belts,
and soon we'll need a process
for going to the potty.
Lord, I need a chart and graph to help me choose
just what to name this song about the Six Sigma blues.
Back when we were kids
the only processed thing was cheese,
now we need a process
every single time we sneeze,
I say "achoo," I blow my nose,
I try to get it right,
my Black Belt says my charts don't flow,
not once a gesundheit.
I make no mistakes,
I do everything right --
to make sure nothing breaks,
I stay up all night,
I'm a Six Sigma cowboy
cutting cycle time in half,
I measure every joke
and the way it makes me laugh.
We got green belts, black belts,
and soon we'll need a process
for going to the potty,
a fishbone diagram would be so cool to help me choose
just what to name this song about the Six Sigma blues.
I barely make a boo boo, I rarely blow a deal,
you might call it voo doo, but that's just how I feel,
I'm one in a million
though my defects number three,
I log on while I'm sleeping
and I've changed my name to "E."
We got green belts, black belts,
and soon we'll need a process
for going to the potty.
-- Blind Willy Nilly (aka "Mitch Ditkoff")May 23, 2011
Reinventing the Technology of Human Accomplishment
Here is an impassioned, inspired, lucid, refreshing 15-minute presentation by Gary Hamel on the need for organizations to radically reinvent the way they manage their people. Hamel not only builds a compelling case for something you've always felt (but never quite had the words to express), he uses motion graphics in a way that adds major mojo to his presentation.April 09, 2011
Go Beyond the Impostor Syndrome
In a rapidly changing, highly complex and unpredictable world, leadership has little to do with being the smartest person in the room.
It is often the case that those holding positions of authority believe they must justify their position by providing the best solutions to the problems they face.
They see their authority as grounded in their knowledge and expertise and feel obliged to demonstrate their acumen whenever consequential problems are addressed.
Often this need to demonstrate that one "has the answer" is grounded in a deeply rooted fear that one, in fact, does not truly know what to do and that revealing one's uncertainty will lead to an erosion of confidence in one's superiors and subordinates.
This phenomenon invariably leads to compensatory behavior in which one's inner doubts and uncertainty about how to address complex and ambiguous issues leads to unjustified rigidity of positions and an inability to see the value of alternative points of view.
If we must constantly prove to everyone that we deserve the position we have attained, we can never allow ourselves to be seen as needing to learn anything or to rely on anyone else.
This dilemma -- often referred to as the "impostor syndrome", -- systematically undermines one's ability to learn, to benefit from the perspectives of others, and to appreciate the value of others' strengths and points of view.
It also often leads to behaviors in which we diminish others in order to reassure ourselves of our importance and our value.
Lastly, it virtually guarantees that the decisions that get made are not the best ones because they are not informed by the experience, insight, and creativity of the people around us.
- Barry Gruenberg
Wake Up the Passion to Innovate
Innovation is a big fat generic concept in most corporations -- like life on other planets or ending the war in Iraq.
Unless the individuals within an organization have a genuine sense of urgency, personal ownership, and an authentic passion for innovation, nothing much will happen.
innovation from the inside out within the mind of each person. Corporate initiatives that fail to awaken the human instinct to innovate are doomed, no matter how many pep talks, tote bags, or t-shirts proliferate.
For me, as an innovation consultant, it is clear that the short amount of time I have with my clients needs to be devoted to awakening the passion to innovate.
Tools, techniques, theory, data, models, bibliographies, business cases, best practices, and the fabulous muffins served on breaks are all fine, but it is the passion to innovate that is the real driver of success.
No passion, no innovation. Plain and simple.
Unfortunately, most organizations squash passion. This is why start-ups have a much easier time innovating than Fortune 500 companies. And that's why savvy Fortune 500 companies recreate the feeling of start-uppiness whenever they can.
The best thing any consultant can do when working with an organization is to hold up a mirror and ask their clients what they see.
Are they modeling what it means to be innovative? Or are they asking other people to do what they themselves have not done?August 10, 2010
Getting Down to the Business of Creativity
Here's a terrific article on creativity, based on the work of three Harvard researchers/professors.
According to Teresa Amabile's research, "inner work life" is one of the biggest determinants of creative output. In other words, a positive mood is a pre-condition for creativity in the workplace.
If you are attempting to establish a sustainable culture of innovation in your organization, you (and everyone else) would be well-served to do everything humanly possible to positively impact the mood (i.e. tone, feeling, atmosphere, vibe, spirit) of the environment in which you work.
And that begins, of course, with the individual.
When you treat people with respect, acknowledgment, and genuine positive reinforcement, you significantly increase the odds of creativity -- and by extension, innovation -- flourishing in your organization.
Common sense? For sure. But common sense is all too uncommon in most organizations these days. In our rush to produce, get an edge, and accomplish, we forget the most important thing -- and that is the quality of our interactions with others.February 21, 2010
The Rise of the Innovation Ninjas
Every once in a while I come across a quote or excerpt from an article that I want to immediately post on the windshield of every client of mine. It cuts to the chase and lucidly states what I've been trying to say, in various Neanderthalic ways, all these many years.
Take Einstein for example: "Not everything that counts can be counted; and not everything that can be counted counts." Bingo! Bullseye! What a perfect way of explaining to a left-brained addicted world that metrics and analysis is not the only game in town.
And then there's Gary Hamel. He takes a bit more time than Albert to make his point, but hey, it's all relative isn't it? Check this out from the man behind one of my favorite business books of all time:
"Today, innovation is the buzzword du jour in virtually every company, but how many CEOs have put every employee through an intensive training program aimed at boosting the innovation skills of the rank and file? Sure companies have electronic suggestion boxes, slush funds for new ideas, elaborate pipeline management tools, and innovation awards -- but in the absence of a cadre of extensively trained and highly skilled innovators, much of the investment in these innovation enablers will simply be wasted."
"Imagine that you coaxed a keen, but woefully inexperienced golfer onto the first tee at Pebble Beach. After arming the tyro with the latest titanium driver, you challenge him to split the fairway with a monster drive. You promise the neophyte a $100 bonus every time he hits a long bomb that stays out of the rough, and another $100 for every hole where he manages to break par.
But what you don't do is this: You don't give him any instruction -- no books, no tips from Golf Digest, no Dave Pelz and Butch Harmon, no video feedback, and no time off to perfect his swing on the practice range. Given this scenario, how many 200-yard drives is our beginner likely to land in the fairway?
How long is he likely to stay avidly devoted to the task at hand? And what kind of return are you likely to get on the $2,000 you spent on a bag full of high tech clubs and the 450 bucks you shelled out for a tee time? The answers are: Not many, not long, and not much. And no one who knows anything about golf would ever set up such a half-assed contest.
"That's why I'm dumbfounded by the fact that so few executives have invested in the innovation skills of their frontline employees. The least charitable explanation for this mind-boggling oversight: senior managers subscribe to a sort of innovation apartheid.
They believe that a few blessed souls are genetically equipped to be creative, while everyone else is a dullard, unable to come up with anything more exciting than spiritless suggestions for Six Sigma improvements.
A more charitable reading: CEOs and corporate HR leaders simply don't know how to turn on the innovation genes that are found in every human being.
"Obviously, you can't teach someone to be an innovator unless you know where game-changing ideas come from. In other words, you need a theory of innovation -- like Ben Hogan's theory of the golf swing.
This is why, a few years back, I and several colleagues analyzed more than a hundred cases of business innovation. Our goal: to understand why some individuals, at certain points in time, are able to see opportunities that are invisible to everyone else. Here, in a pistachio-sized shell, is what we learned:
Successful innovators have ways of seeing the world that throw new opportunities into sharp relief. They have developed, usually by accident, a set of perceptual "lenses" that allow them to pierce the fog of "what is" in order to see the promise of "what could be." How? By paying close attention to four things that usually go unnoticed:"
1. Unchallenged orthodoxies -- the widely held industry beliefs that blind incumbents to new opportunities.
2. Under-leveraged competencies -- the "invisible" assets and competencies, locked up in moribund businesses, that can be repurposed as new growth platforms.
3. Under-appreciated trends -- the nascent discontinunities that can be harnessed to reinvigorate old business models and create new ones."
4. Unarticulated needs -- the frustrations and inconveniences that customers take for granted, and industry stalwarts have thus far failed to address."
Clearly, what's needed these days are organizations full of Innovation Ninjas. Skillful, agile, perceptive, courageous, and highly trained individuals who know how to find their way through the seeming obstacles in the way in order to get a result.
These obstacles might be "internal" -- as in the outdated assumptions, paradigms, and habits of people with three letter acronyms after their name. OR the obstacles might be "external" -- as in an organization's funkadelic infrastructure, protocols, and processes.
But whatever the obstacles encountered (not counted!), our nimble ninjas of necessity manage to find their way to the goal. Imagine if you had hundreds of these people working in your company. Imagine you had thousands.November 05, 2008
Baking the Change and Innovation Cake
Last night, my 11-year old daughter, Mimi, and her good friend, Zoe, stayed up late to watch the election results. After Obama was declared the winner, they baked a cake in his honor and, in the morning, frosted it.
As they left the house this morning, Mimi stopped, cake in hand, and shouted out Obama's name at the top of her lungs. Something deep within her rose to the surface and begged to be expressed. Which, being 11 and free of the politically correct constraints that rule the lives of too many adults, she accomplished with great flair.
That same intrinsic motivation that moved Mimi and Zoe to bake their cake, needs to be alive and well in your company if you are truly serious about raising the bar for innovation and change. Mimi and Zoe didn't need to be TOLD to bake the cake. They wanted to. Even more than that, they HAD to.
FOOD FOR THOUGHT: In what ways can you create the kind of culture in your organization that will encourage everyone to bake their cake for change and innovation?August 30, 2008
Innovation Slush Funds
Nortel, the fiber optics giant, allocates pools of money (or "innovation slush funds") at different organizational levels for any idea a manager thinks has great potential, but doesn't want to be accountable for the bottom-line result. Very cool.
A client of mine, at Michelin, does a similar thing. He is authorized to distribute as much as $10,000 to aspiring innovators who have done their homework and are able to convince him that their high potential projects need a bit funding to get untracked. Also very cool.
What I like about this approach is that it sidesteps the bureaucratic hokey pokey, run-it-up-the-flagpole, command and control, funky chicken shuffle that all too often scuttles powerful new ideas in need of a timely infusion of capital to get them rolling.
Of course, these "innovation slush fund" scenarios require some trust and clearly defined evaluation criteria to keep things on the up and up -- but that is simply done. No Six Sigma required. It's such a simple thing to do and can radically reduce the time it takes for breakthrough ideas and aspiring innovators to make magic happen in your organization.
In what ways can YOU establish some kind of innovation slush fund this month? And if you have already done so, click "comments" below and let us know how it's working out.
And remember, as one wise pundit put it, "It's not the money that starts the idea, it's the idea that starts the money."June 10, 2008
Getting All Googley
Interesting summary of Google CEO's speech to the Economic Club of Washington this Monday.
Among other things, Schmidt talked about his company's attempts to innovate, including allowing engineers to use 20 percent of their time to work on projects of their own choosing. Schmidt acknowledged that trusting the workforce to follow their fascination has resulted in many successes for the enterprise. "Part of Google's success is creating more luck," he said.
Success also needs a positive environment and encouragement for employees to be more creative and innovative, Schmidt said.
"It is possible to build a culture around innovation, it is possible to build a culture around leadership, and it is possible to build a culture around optimism," added the googley Mr. Schmidt
AWAKE AT THE WHEEL: Getting Your Great Ideas Rolling (in an uphill world)
Ta da! After seven years, 22 rejections, multiple rewrites, 2 agents, and a whole lot of looking at myself in the mirror, here it is: the publication of my new book, AWAKE AT THE WHEEL: Getting Your Great Ideas Rolling (in an Uphill World). Part fable, part creative thinking toolbox, the book is a wake up call for all aspiring innovators -- a simple way to help people "get out of the cave" and manifest BIG ideas in a world not always ready for the new and the different.
If you have an inspired idea that is lingering in your mind and needs a fresh jolt to see the light of day, this book is for you.
To order from Amazon, click here.
Tim Gallwey: "A superb catalyst for anyone with the urge to bring their best ideas into reality."
Donna Fenn: "Og may have invented the wheel, but Mitch Ditkoff has created a GPS for the innovation process. Awake at the Wheel is a witty and inspiring roadmap for the journey from ideas to invention."
Jay Conrad Levinson: "Nothing is as powerful as an idea whose time has come. The time has come for this book and Mitchell Lewis Ditkoff has put it into words. He has done a masterful job."
Jack Mitchell: "Go ahead and 'hug' your employees by giving them Awake at the Wheel and creating a company culture that fosters, develops, and celebrates the best of their ideas."
Joyce Wycoff: "A highly accessible alchemist's stone for aspiring innovators."
Melinda McLaughlin: Awake at the Wheel illuminates! It's the perfect book for those of us who have felt the excitement of the 'aha' moment only to experience the frustration that comes when no one sees the brilliant lightbulb above our head. Mitch Ditkoff takes us on an engaging journey that re-imagines how to turn an idea into great success and makes it suddenly seem easy.?
Chuck Frey: "Entertaining and inspiring."
The Sweat that Eureka demands
Serious about doing something innovative? Be prepared to spend many long, focused hours working on it (and working and working and reworking...)
"We want to believe that creativity and innovation come in flashes of pure brilliance," Janet Rae-Dupree writes in the New York Times. But, "Innovation is a slow process of accretion, building small insight upon interesting fact upon tried-and-true process. Just as an oyster wraps layer upon layer of nacre atop an offending piece of sand, ultimately yielding a pearl, innovation percolates within hard work over time."The article also quotes Jim Marggraff, creator of an interactive world globe called the Odyssey Atlasphere, and the LeapPad reading platform for children, among others. "The 'aha' moments grow out of hours of thought and study," he says. "If you look at my innovations, there's a common theme. I take something familiar, intuitive and ubiquitous, and recast it in a manner that will redefine its use to drive profound change."
"'The most useful way to think of epiphany is as an occasional bonus of working on tough problems,' explains Scott Berkun in his 2007 book, The Myths of Innovation. 'The goal isn't the magic moment: it's the end result of a useful innovation.'"
Of course, which famous inventor explained this to us early in the 20th century? Who else but Thomas Edison. A bit of quick research gives us his famous quote in an expanded context:
(From a 1929 press conference, quoted by James D. Newton in Uncommon Friends; Newton knew Edison personally.)
"None of my inventions came by accident. I see a worthwhile need to be met and I make trial after trial until it comes. What it boils down to is one per cent inspiration and ninety-nine per cent perspiration."
In an interview in Harpers magazine, February 1890 (stay tuned here at Heart Of Innovation as we present the latest, greatest breakthroughs! ; ) , Edison explained his method:
"I would construct a theory and work on its lines until I found it was untenable. ... I speak without exaggeration when I say that I have constructed 3,000 different theories in connection with the electric light, each one of them reasonable and apparently likely to be true. Yet only in two cases did my experiments prove the truth of my theory."
"Eureka! It Really Takes Years of Hard Work" (NYT, 2/3/08)
"Innovation: It's About Time!"
Re-Open For Comments
Btw, the Heart of Innovation is once again set up to accept comments. We were getting so much "comment spam" that we were forced to put in a registration step to ensure that only people could leave remarks, but a technical misstep meant that temporarily no one could.
Fortunately a friend relayed this news, so we thought we'd announce that, dialog-wise, the Heart of Innovation is once again open for comments... and, as ever, we'd enjoy hearing from you anytime.
Owning Your Own Knowledge
One of the guiding principles of Idea Champions is that any large enough group of people who work in any organization already has the requisite knowledge to deal with the majority of the issues and challenges facing them. There may be issues where they need additional information from outside experts but, in general, they know their business, industry, and market and what they have to do to grow their bottom line.
Why they can't easily access this knowledge on a regular basis and act upon it is another story, however, and why, I imagine, we are in the business we're in.
The issue of not being able to act on the knowledge one already has does not exist because of organizations, of course. It exists because this phenomenon is a major issue for many human beings, and has been, it seems, for as long as there have been human beings. I have a psychologist friend who once confided that when he came across a patient who embraced this syndrome, he recommended other therapists to them as quickly as possible because he found their denial of their own knowledge, and subsequent lack of corrective action, totally exasperating.
Books have been written about the phenomenon of the tragic characters of Shakespeare "disowning knowledge" leading directly to their inevitable demise. Hamlet knows what he needs to know in order to act very early on in that play, but does not, requiring ever greater "burdens of proof" which delay action until it is too late. King Lear knows that he will create a power vacuum if he abdicates his crown that will lead to strife and confusion among his daughters and discord in his kingdom, yet he does so anyway, etc.
Speaking of vacuums... a simple example of this phenomenon occurred to me only recently.
Fourteen years ago, I purchased a fine, expensive vacuum cleaner. This machine cost over a thousand dollars back then and it's been worth every penny, as it is so well made that it probably will outlast me on this planet. During those years, I've often come across a warning in manuals and brochures that if one persisted in dragging the machine around by its hose, or lifting it by same, one would eventually loosen the electronic connections that give signals from the body of the vacuum to its end attachments and it would cease to function properly. The result: $300 to replace the hose and attachments.
Well, after 14 years of dragging the machine around by its hose and lifting it by same, the inevitable has occurred. I need to replace the hose and attachments.
Why didn't I simply use the knowledge I had instead of ignoring it? Well, for the first 14 years everything seemed fine, reminding me of the joke about the guy who wanted to see what it was like to jump off a tall building and thinking to himself during his descent, "so far, so good."
The very same goes for organizations and the people within it.
What knowledge of our organization, its processes, its people, its products and services, our customers, our markets, and our society are we choosing to ignore because, "so far, so good?"
One good way to check this collective syndrome of disowning our own knowledge in organizations is to conduct regular brainstorm sessions that use a SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis or Environmental Scan as a starting off point. This tactic forces us to see what's going on in and around our organization, assess the level of threat or opportunity, and to consciously go about doing something about it.
Look around you. Check all your mirrors. Exercise your peripheral vision. What's sneaking up on you in your environment that you hadn't noticed before? What is the market telling you about your products and services? What are your customers telling you every single day in their words and actions, and even more importantly, in what they don't say and don't do? What threats or opportunities right there in front of you have you not taken the time and effort to act upon?
What do you already know to be true that you haven't shared with others or acted upon yourself?
Don't end up in your own self-made tragedy like Hamlet or Lear, or be like that poor guy falling from the skyscraper thinking everything is going to work out just fine, or that dolt in upstate New York staring at a sea of dust bunnies armed only with an expensive vacuum cleaner which no longer works.
Act now on what you know to be true. It's why you're alive.
In Your Dreams
Well, there it is again.
I've discovered an amazing, arts-centered television channel, Ovation TV. They screen an impressive array of high quality programming on music, film, dance, painting, etc., the artists and their processes (quite a lot of it being BBC productions from the late 90's, interestingly enough).
It was specifically a trio of programs on music hosted by the legendary producer of the Beatles, George Martin, that gave me the jolt to write this. Together they're titled, "The Rhythm of Life," one lengthy show each on Rhythm, Melody, and Harmony. For those who love music, these programs are an unparalleled feast, with Martin listening to friends from Stevie Wonder to Michael Tilson Thomas playing and talking about the marvels and mystery of music.
In the one on melody, he talks with Paul McCartney about "Yesterday," Paul's greatest hit and what I remember reading is the most recorded song of all time. (That sounds more impressive than it really is, though, since the ability to record sounds and music is only around 100 years old. It's not even close to nominating the greatest books, or ships, or bridges, for instance.)
Martin asked his old partner McCartney how he came up with that famous melody; and Paul simply said, "I dreamed it." He explained that he woke up from a dream, with that melody playing itself in his imagination.
One of the projects I've been working on here this year, and among the most inspiring and energizing, has been editing the updated version of the workbook for one of Idea Champions' most fundamental courses, the Creative Thinking Training, "Banking on Innovation" (in the process of rebirth as "Freeing The Genie").
One segment (adapted into this article, "AHA! Great Moments in Creativity,") dealt all of the breakthroughs in art, science and technology that came as unexpected gifts to the practitioner, who would later be credited with their discovery. It turns out that the ideas for many great inventions came to the "inventors" in their dreams.
My favorite, easily the most amazing of all, was how Rene Descartes came up with The Scientific Method: that's right, he dreamt of it. And, fundamentally via that moment of insight, he would become known as "the father of modern science." (Ah, sweet paradox.)
We have a level of awareness that we walk around in all day, thinking about and trying to juggle all the conflicting thoughts and needs that living presents us with. But we all possess an entirely other level of awareness, far deeper and more connected.
All the techniques of creative thinking, on an individual level, are about learning different ways to trick yourself out of that everyday, crazybusy mode of thought... so that you can connect with your own inner resources.
The summary: if you're looking for a better way to accomplish what you need to do -- a plain language translation of "innovation" -- leave a line open so you can hear from your own subconscious mind, when it has something it would like to share with you.
Of course, we are not suggesting that you immediately get busy dreaming your day away! As the article takes great pains to point out, "Great creative breakthroughs usually happen only after intense periods of struggle. It is sustained and focused effort towards a specific goal - not luck, not wishing, not caffeine - that ultimately prepares the ground for great creative insights." Once you get the big idea, now it's up to you to put it into action.
These paired principles are an essential part of "the heart of innovation."
This in turn directly relates to our current poll (open through October): How and where do you get your best ideas? September 11, 2007
The Best Ideas Poll: 2007
Einstein got his best ideas while shaving. Mozart used to exercise before composing. Rene Descartes came up with the Scientific Method in a dream. Three geniuses. Three totally different catalysts for breakthrough thinking.
How about you? Where and when do you get your best ideas? In the shower? Late at night? On vacation? Brainstorming?
Three years ago, I polled 200 people on this very same topic -- a poll that consisted of 34 items and one other category. What astounded me was how many other responses I received -- a veritable Jerry Lewis Telethon of times and places I never once considered as having anything to do with the act of creative thinking.
Which is why our 2007 BEST IDEAS POLL is way more comprehensive. (Notice I did not use the word robust to describe our poll. The word robust is hereby banned from this blog for all eternity). Where was I? Oh, yes -- this year's Best Ideas poll. Interested in taking it? Of course you are. All you need to do is click here. The whole thing will take you less than seven minutes. Its simple. Its fun. And it will likely spark at least a few insights into where and when YOU get your best ideas.
NOTE: The results of our research will be posted here sometime in November, so be sure to check back.