DeEtta Jones Creating a Culture of Innovation_October 4 2013
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Transcript of DeEtta Jones Creating a Culture of Innovation_October 4 2013
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Creating a Culture
of Innovation
@DeEttaMJones
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Creativity v. Innovation • What does it take to
innovate?
• Types of innovation
• Reasons to innovate
Tools for Innovation
Politics of Innovation
Creating a Culture of
Innovation
Session
Outline
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-Teresa Amabile, How to Kill Creativity, HBR
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At the fringe
We know
where it lives…
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All innovation is creative
But not all creativity is innovative
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Imagination, Audacity and Design
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“If you see a stylus or a task manager, ‘they blew it.’”
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Debunking
Myths
-Paul Light, Sustaining Innovation: Creating Non-Profit and
Government Organizations that Innovate Naturally
1. Innovating is the gift of the few.
2. Innovating is the product of
perfection.
3. Innovating is best done under
extreme pressure.
4. Innovating is best done alone.
5. Strong adversaries make for strong
innovations.
6. Innovating always means saying yes.
7. Innovating is a choice between
science and art.
8. Good management is hostile to
good innovation.
9. Innovating organizations are good at
keeping secrets.
10. Innovating is the path to
organizational bliss.
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1. Transformation
2. Problem Solving
Two Types
of Innovation
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“When you discover you are riding a dead horse, the best strategy is to dismount.”
Consider
Dakota Tribal
Wisdom
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INNOVATION MEANS CREATING CHANGE INSTEAD OF JUST REACTING TO IT
http://www.rebelsatwork.com/2013/02/20/50-reasons-not-to-change/
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Brand Erosion: We are a mature business model and sometimes our funders take us for granted or fail to fully understand our value add.
Internal Churn: Our new ideas are stuck in the mud of internal planning and review processes
Competition: Our competitors are moving into our space and we need to do something to defend it
Adjacent markets: We see opportunity in adjacent markets (demographics, formats, medium) but we don’t know where and how to start
Mining IP: We have so much IP but we don’t know how to turn it into products and services our customers want
Time-to-Market: Our need for approval and perfection doesn’t allow for nimbleness and trial and error
Customer insight: Our processes are driven by our values and mission but fail to recognize latent or unarticulated customer need
Sustainability: We’ve gotten lucky one or twice but how do we repeat our successes year after year?
Innovation Why?
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Tools
For Innovation
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1. Creative Insight Session – State the problem
– Brainstorm
– Reframe the question
– Second round
2. Excursion Technique – What can a photograph
tell you about your problem?
3. Prototyping – Observing people in
situations—what are they doing? How can we create solutions to their problems?
Tools
http://www.youtube.com/watch?v=M66ZU2PCIcM
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Prototyping
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The Politics
of Innovation
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And we’re
getting worse at it
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We have a hard time predicting
what will work….
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Driving Forces Restraining Forces
Forces For/Against Change
In Your Organization/Industry
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Q: What is the #1 determinant of success?
A: The number of ideas you come up with and try to make happen.
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MANAGER: STRIVES TO KEEP BAD THINGS FROM HAPPENING
INNOVATOR/DESIGNER: STRIVES TO MAKE GOOD THINGS HAPPEN
The Difference
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Creating a Culture
for Innovation
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“Organizations are, first and foremost, centers
of human relatedness and relationships come
alive where there is an appreciative eye,
when people see the best in one another and
the whole, when they share their dreams and
ultimate concerns in affirming ways, and when
they are connected in full voice to create not
just new worlds, but better worlds. By making it
possible for every voice to be heard, a life
giving process is enacted.”
-The Appreciative Organization by Harlene Anderson,
David Cooperrider, et. al.
A Positive View of Organizations
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Positive Experiences of
Positive Emotions
Broaden Momentary
Thought-Action Repertoires
Build Enduring Personal
Resources
Transform People and Produce
Upward Spirals
Focus
on the
-Barbara Frederickson, Positivity
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Appreciative Inquiry is the study and exploration of what gives life to human systems when they function at their best.
This approach to personal change and organization change is based on the assumption that questions and dialogue about strengths, successes, values, hopes, and dreams are themselves transformational.
Te
ch
niq
ue:
Appreciative
Inquiry
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If we look for what is
best and learn from it,
we can magnify and
multiply our success
If we continue to search
for problems,
we will continue to find
problems Appreciative Inquiry-
Simply Put…
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Starting with 2 very different questions:
• What works well in this organization?
vs.
• What problems do we need to fix to
make this organization better?
Imagine the difference…
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4-D Cycle of Appreciative Inquiry
-The Power of Appreciative Inquiry
Positive Core
Design “Determine
what should be”
Affirmative
Topic Choice
Dream “Imagine
what might be”
Discovery
“Appreciate
what is”
Destiny “Create what
will be”
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• Identify problems
• Conduct Root Cause Analysis
• Brainstorm Solutions & Analyze
• Develop Action Plans
• Metaphor: Organizations are problems to be solved
• Appreciate “What is”
(What gives life?)
• Imagine “What might be”
• Determine “What Should
Be”
• Create “What Will Be”
• Metaphor:
Organizations are a
solution/mystery to be
embraced
Problem Solving Appreciative Inquiry vs.
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Create a list of "banned" negative expressions
• "We've tried that before"
• "It will never work"
• "We don't do it that way"
Post the list so everyone can see it.
Review the list and note that other negative expressions can be added at any time.
Exorcise
the Negativity
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Reflect: How might you incorporate more positive exploration of ideas and minimize negativity in your organization?
Be specific. Write down specific questions you might ask.
With one other person: Share your ideas with a colleague.
Exercise
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The Future is…
Diverse and
Unexpected -Frans Johannson,
Medici Effect
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1. The more ideas
the better
2. Go for zany!
3. Hand your
problem off to
someone else
4. No bad ideas!
5. Use your whole
mind
6. Open it up
7. Measure
performance
8. Celebrate success
9. Have fun
10.Build mission
into systems not
vice versa
Ten Strategies
for Leading Innovation
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CREATIVITY
HARD WORK
+
Willingness to Make Some Mistakes
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In your: • Environment
• Structures
• Leadership
• Management
systems
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Release
Creativity
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Traditional failure
• Try to get your product 95% right • Release it
• Learn what is wrong with it from consumers
• Lament the fact that it took you years to make junk
Perfect is the enemy of innovation
‘Pretty Good’
…Ain’t All Bad
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– Try to get your service, program or product 50% right
– Release it
– Learn what is wrong with it from customers
– Fix it up a bit and release a new version
*better yet, get customers involved from the outset—invite them to describe their problems and how you can help solve it.
Successful
Failure
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Reward Use of the Whole
Self
Reward Use of the
Whole Self
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• Look for groundbreaking ideas in unpredictable places
• The predictable path to success does not exist
• Diversity drives innovation—we come up with more ideas at the intersection
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A Few Things
to Think About
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% of Decision-Making Responsibilities
80%
20%
20%
80%
Leader
Team
CONTROLLING FACILITATING
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CONTROLLING FACILITATING
• Tell
• Sell
• Decide
• Solve Problems
• Listen
• Ask Questions
• Coach
• Teach
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Diversity
and Teams
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Reference: Adler, N. J. International Dimensions of Organizational Behavior.
4th ed. Cincinnati, OH: South-Western, 2002.
Effectiveness in creative tasks
Monocultural Teams
Multicultural Teams
Multicultural Teams
Less More
+ + +
+
+
+ +
+
c. Milton J.Bennett, 2008
Impact of Diversity on Team Performance
Leader acknowledges & supports cultural difference
Cultural difference an asset to performance
Leader ignores or suppresses cultural difference
Cultural difference an obstacle to performance
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Leaders’ Role
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1. What are the implications
of this for you and your
organization?
2. What are the leadership
qualities that you want to
see in yourself and others in
your organization to
increase the propensity for
innovation success?
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Leaders’
Role
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1. Why should I care?
2. Organize for innovation
3. Staff teams with those who are committed and passionate about new ideas
4. Keep teams small
5. Encourage dissent
6. Give teams permission to break old rules
7. Support innovation • Unwavering support from top management is essential
• If you’re organization can’t innovate, get out of the way
Leadership
Take-Aways