Friday, August 19

Innovation you could drive a bus through ...














You've heard about Open Innovation.  It's a very fashionable concept which is probably somewhere around the "peak of inflated expectations" on the Gartner Hype Cycle.  It's a concept with bags of potential, relying mainly on the premise that your business can get better ideas if it opens its doors to selected outside organisations, and GlaxoSmithKline's consumer healthcare division is one of its leading proponents.

My employer is pretty advanced in its Open Innovation thinking too, but I'll leave colleagues to spread that message.

So let's consider for a moment a form of innovation so wide-open that it's gaping, and probably couldn't close-up if its life depended on it?

That's the model for Quirky.com, the brainchild of a rather precocious US youngster who'll could probably have retired at 19!   Here's a brief video featuring Ben Kaufman where he explains the evolution of Quirky in his own words:  http://www.youtube.com/watch?v=GqYeWg7igkU

So in five years, Ben has changed his focus as follows:
1. Passion for product #1
2. Using collaborative invention for product #2
3. Using collaborative invention as product #3

i.e. Ben's product is the process of using the whole world to shrink the time to market down to 3 days.  And doing so repeatedly.

Unless there's a whole back-story we're missing, we could all take some inspiration from this story.  It appears to me that Ben hasn't resorted to over-sophisticated methods; he's just worked out what it takes to launch a product, then called on the forces of social media to inject some of the thinking.

What can each of our organisations learn from this?   All comments gratefully received!

Friday, August 12

Listening










  
As mentioned in an earlier posting, the qualities of the input we receive are critical to creativity.

Those of you in the creative sector might find you can survive predominantly on your imaginations.  (Or is my view of art, advertising and architecture far too romantic?)

But over here in industries which are traditionally more analytical, at least some of our input must be directly relevant to the situation where we seek inspiration.

So we have to listen.  This is a hugely underrated and largely neglected skill.

You may think you're a good listener, but do you exhibit any of these behaviours? 
  • You start talking before your interlocuter has finished what sounds like his last word?
  • You wish she would stop repeating herself in paraphrase, when the point is already made.
  • You're thinking about the next point you need to make, and how you're going to crowbar it in?
  • You're pattern matching:  You've heard this tale of woe before, and have already mapped it onto a story you heard three years ago.
  • You're nodding emphatically, but not bothering to understand what appears to be deep detail.

(Score minus one mark for each hit!   On a typical day my score is minus two.)

In each of these cases something has gone wrong.  I believe these problems can be overcome with four measures:
  1. Only enter those interviews and meetings which you expect will be valuable enough to justify the time taken.  Once you've made a rational decision to be in the room, you're likely to engage better.
  2. If there's a clear agenda for the meeting, then consciously choose to listen to everything that's said.  It's probably being said for a reason.
  3. Actually listen.  This is an act of will, not an unconscious behaviour.  Turning-off distracting phones and laptops helps, but there's more to it than that.  You need single input, but you also need to be single-minded.
  4. Show that you're listening.  Behaviours like nodding, maintaining eye contact, and saying "yeah ... uh-huh ... yep ..." are called Active Listening.  They tell the speaker that you're listening, and guard against very some very disciplined speakers repeating themselves time and again until they get a signal that they've been heard.

I actually think I'm rather good at active listening, but that alone doesn't make me a good listener.  People often tell me I am one, when in fact I know different.  Maintaining eye contact and nodding are no guarantee that I'm paying proper attention, they just strongly suggest it.   I'm trying my hardest to change this, and that became much easier in the last couple of years when my job became much more interesting.

Nancy Kline covers some of this in her book "Time to Think".  I've had other books recommended to me, which I'll cite once I've had "Time to Read"!  

Until then, please comment with any suggestions in this area.

Thursday, August 4

Too Busy to Think












You know perfectly well what I'm going to say, don't you?   You've clocked the title of this posting, and you've already worked out the next 600 words!  

I fear you'll be right in your guess, but that doesn't mean it isn't worth reinforcing.  So here goes ...

If you're reading this, then you're probably a "Knowledge Worker".   But wait ... does that epithet really cover it?   No, you're actually an "Intelligent Worker".  You shouldn't just be relying on knowledge (i.e. resting on your laurels) but also using your intelligence to develop new knowledge, and to overcome knowledge where it's simply insufficient to the cause.

Much of modern management is about learning what constitutes "best practice", or what is the approved process, and applying it doggedly to every situation, however dissimilar from the last.  If it doesn't work, you'll just conclude that there's an even better process out there somewhere, and you just need someone to show it to you.  People make very good careers in middle management this way.

But in 25 years, my brain's microscopic co-processor implant will be able to apply best practice to modern management dilemmas while I'm watching my favourite "Britain's Got Robot Talent" repeat on ITV17.  I won't even need to turn the volume down.

So shouldn't we use our uniquely human faculties (like creativity) to solve problems?   Even if we're no brighter than the next person, we can really differentiate ourselves this way precisely because there's such scarcity in the actual application of intelligence.

So ...
You ...
MUST ...
Make ...
Time ...
To ...
Think!

If you always feel too busy to think, you don't need me to tell you that this is because you're doing the wrong things (and possibly in the wrong order too).

Either that, or your busy diary is just your displacement activity, because you're afraid of the consequences of thinking.

Which is it?  

(Do I get my coaching certificate now?  Or just my bullying medal?)

Thursday, July 28

Oh! The audacity!


In this week's post I'd like to use one of the best tools in an innovator's armoury: plagiarism!

To give you flavour of the kinds of ideas that entrepreneurs can arrive at with a pinch of creative thinking, here are my top 5 from the recent archives of Springwise.

In a loose attempt to add some value (and at the risk of trumpet-blowing) I've also outlined the reasons why I think they're extremely good ideas.

1. In retail ...
When a bookstore fails, rent the vacant space and open ... a bookstore. What wonderful bravado. This one is great, because it challenges conventional thinking head-on.

2. In education ...
We need more teachers +
people will pay for teachers +
India is well-educated +
teachers can add value remotely =
Bright Spark
(An obvious idea in retrospect.)

3. In transport ...
I love this one for it's simplicity.  Why on earth shouldn't you give up your car in return for a lifetime's free transport?  A simple solution to an often overcomplicated problem.  Come on Manchester, keep up!

4. In government...
Genius, genius, genius. What usually comes out of fountains? What else can do done with that thing? What varieties are available for the thing which comes out of fountains?  Leave the rest to the project manager!

5. In financial services ...
Social media is massive, and if you look hard enough there's value in all that "Big Data".  Why not apply it to unexpected industry sectors?

What's to stop us all coming up with ideas like these?  Just two things:
- Confidence to speak the unspeakable
- Determination to see it through

Both barriers are about state of mind, rather than concrete skills or experiences.  I believe that both can be overcome within half an hour, given the right environment.

Friday, July 22

Seven Faithful Serving Men














Even those of us not benefitting from a proper education will mostly know the Rudyard Kipling verse:
I had six faithful serving men
Who taught me all I knew
Their names were What and Where and When
And Why and How and Who

His suggestion is that we should question, question, question if we're really to understand the world, and best contribute to it.


As you might expect, I love that sentiment, but I grew-up with rather a narrow view of it.  I supposed that my incessant questions should be specific and rational.


Now I'm a proponent of general and irrational questions.   Let's cover the general ones first:


This is fairly straightforward.  Ask open questions if you don't want to close down the field.  Asking Henry Ford "Why does it have to be black?" is rather less powerful than asking "Could it be blue?"  But better still to ask "What other colours could it be?"


So far, so good.  We've invented spray paint for cars.


If we really want to work creatively though, we can start asking seemingly irrational questions too ...


"Can the paint be two colours at once?"
"Could the paint be added before the metal is moulded?"
"Does the car have to be painted at all?"
"Could the car change colour every week?"



This time we've tried our best to be borderline silly.  By doing so, we may have invented iridescent paint, pour-in metal dye, fibreglass bodywork and car fascias (Nokia's last stand, perhaps?)


When you're involved in creative thinking activity, alone or in groups, always try to ask silly questions as well as sensible ones.  If anyone laughs, they're probably laughing with you, not at you.


Formulating one of these irrational questions is only slightly harder than it sounds. Aim for totally unachievable superlatives and radical transformations of the normal associations with your chosen topic.  Think like a child if you can, and expect to marvel at the outcome.

I had seven faithful serving men
Who taught me all I knew
Their names were What, Where, When and Why
And How and Po and Who

Thursday, July 14

Do they care yet?

I only recently came across Google Insight - one of their latest experimental tools.

It lets you see how the frequency of searches for your chosen term has changed over time, as a proportion of all searches.

I was quite exercised by this, expecting that "creative thinking" would be making a well-earned resurgence.   So I checked, and I've embedded the graph above.  At time of writing this is anything but the state of play (except in Kenya, where it's at "100%")!

In fact, as a proportion of all searches, "creative thinking" has fallen to around 35% of its 2005 levels.   Similarly, "lateral thinking" has fallen to around 20% of 2004 levels.

"Brainstorming", "thinking skills" and "innovation" have survived little better, at around 40% of their former peaks.

At first glance this seems dispiriting, but it bears more consideration.  It's not that creativity is being displaced by formulaic thinking ("analysis" and "system" are both down to around 20%).

Rather, more of the world is going online, and using the web to manage more and more of their lives.   Workaday terms like "fridge" and "tv" are at their 100% peaks right now.  The web has become the medium of the proletariat, rather than just the borgeois knowledge-worker!   When considered in that light, the robustness of "creative thinking" might be cause for celebration, and in real terms might represent an upturn of interest for creativity in preference to purely analytical thinking.

(Incidentally, if you decide to play around, there's schoolboy fun to be had by trying out terms like "tax" and "wimbledon" which are profoundly seasonal.)

 

Write, hear, know















[A guest post by Mandy Haggith]

Here is a simple and surprisingly powerful method for loosening up your creativity. I have led many groups of people through this process as a warm-up exercise on creative retreats and creative writing workshops, and I do it myself, on my own, whenever I feel stuck. It is the best way I know of listening to myself.

You will need a notebook and a pen or pencil, ideally ones that allow you to write quickly. If you insist, you can type, although personally I find the quality of thinking that flows out of a pen and onto a page is completely different from, and much more helpful than, the words that arise out of double-handed action on a keyboard.

Step 1: Write freely and without stopping for five minutes. Do not correct spelling mistakes or grammatical errors or worry that what you are writing is incoherent or pointless or rubbish. Nobody else will read it unless you show it to them. Allow yourself complete privacy and freedom and let whatever words wish to get written onto the page. Just scribble. If you don’t know what to write then write, ‘I don’t know what to write’, over and over and over. Eventually you will get bored and write something else. After 5 minutes, stop. Read over what you have written, underlining any words or phrases that seem interesting. Choose one of the words or phrases and write it down. Do this quickly, without analysis.

Step 2: Use the word you have chosen as the start of a second burst of automatic writing. Write for 5 more minutes in just as free a manner as before. Read over the second section of writing, and again find a word that jumps out.

Step 3: Use this new word as the trigger for writing for 5 more minutes. Read over what you have written.

Very often, people find that in this process they have made a discovery of some sort, revealing something about themselves or their creative direction. Today, for example, I discovered that I’ve been denying to myself how much I miss the intellectual challenge of academia. The last time I led a group in the exercise, one of the members realised that in the piece they were writing the protagonist was gay, which changed the whole story.

Why does it work? I can’t give a definitive answer, but this is what I think. Metaphorically, our creativity is a stream flowing out of a personal reservoir of sensory life experiences, and stream-of-consciousness writing helps the water flow freely and keeps us in touch with where we are creatively.

What seems to be key about the ‘write, hear, know’ process is the act of stopping and reading back over, thereby listening to and respecting what the subconscious is saying. Choosing a word to continue with is an acknowledgement of what has been read, like picking out a glitter of gold that has been washed down the stream. During the second burst of writing, I often find that my body loosens, as if trust has been established. Often the ‘discovery’ or ‘revelation’ happens during the third period of writing after the choice of the second word has reinforced that the internal voice is being heard and attention is being paid to the creative flow.

To use a different metaphor, I sometimes think it is like diving and coming up for air, then diving again, with a greater sense of what is below. After a second breath, you can reach all the way to the bottom and retrieve whatever it was that you had lost overboard.

Perhaps it is simply about tuning into your mind, which requires a couple of turns of the dial.

Whatever the explanation, try it. I hope it works for you and something revealing turns up on the page.

Mandy Haggith blogs at cybercrofter.blogspot.com.

Don't Quote Me ...



... I'm not worthy!

But I've decided to quote other people.   Take a look at the new (nascent) page of quotations:

I'll build it up as new ones hit me, but please suggest your own too.

Friday, June 24

Think Small














There’s lot of money to be made by solving the big problems that consumers face, right?

So how do we find that next breakthrough product (like the motor car, microwave or dishwasher) which revolutionises an existing market and sells in its millions, for hundreds of pounds a time?

In the western world, we’re still very passionate about consuming products.  Our default world-view is that any problem in our out-of-work lives can be overcome by spending money on products, whether our panacea of choice is an wireless printer, a 7MP camera to replace our 6MP one, an iPad, or just a huge tub of ice cream to cry into!   

But it’s surprising just how much revenue and kudos can be gained from an idea which seems “small”.  Just think how popular the following have been:
1.        Packs of diced vegetables, which save the busy parent those all important 30 seconds in the kitchen
2.       The mobile phone “sock”, which solves the frightful problem of traditional phone cases looking too corporate
3.       The plastic bag dispenser, which saves you having to think where to keep bags you wish to reuse, or worrying about how on earth you’ll extricate them from that place

As the east becomes more westernised, so the demand for these kinds of products will grow.  China’s emissions and energy consumption have already overtaken those of the US, and their economy is projected to overtake soon, so the future seems bright for small products solving small problems.

Meanwhile in lesser-developed economies like sub-Saharan Africa and Latin America, creative people are finding fascinating ways to solve problems which we’d consider more basic.   The financial model is similar (low prices, but large volumes) even if the products are more serious in nature:
1.        M-PESA, which allows mobile-to-mobile money transfer in East Africa.
2.       Kiva, the US solution for worldwide micro-loans
3.       The concept of a $300 house, with designs at http://www.300house.com/blog/2011/06/300-house-open-design-challenge-winners.html
4.      The XO-1 $100 laptop

So there’s a lot to be said for innovations which solve a mass problem, even if unit profits are very low.  The way to break into these “small” markets is by truly understanding the point problems which affect the various segments of the world population.  Anyone’s life can be made easier, and almost anyone will be willing to pay something for that – however little.  Watch the world closely, and expect to spot more of these small problems in return …

… why did the hot tap initially run cold?
… why did I have to wait for the kettle to boil?
… why did my shirt button pop-off after only a couple of wears?
… why can’t I rent a micro-scooter in London, only a bike?
… why didn’t the taxi firm just know when my meeting finished, and which train I was planning to catch?

Whose going to fix all that?   Any answers much appreciated.

Friday, June 17

It's Not All Monkey Business


I do try to keep this blog varied, and with that in mind I'm going to write about something called "social styles" this week.

After attending a course recently I was inspired to read a book by Nigel Rosner called "It's a Zoo Around Here: The New Rules for Better Communication".   Well worth reading -- if only because you can polish-off the entire thing in about 40 minutes!

Although I'm a sucker for psychometric tests and categorisation of personality types, I've become a little jaded over the years by incessant references to Myers-Briggs, Belbin, and more recently the Strengths Finder test.

One of my difficulties has been that my brain simply isn't big enough to switch between a conversation I'm actively involved in and a parallel assessment of which personality type my interlocutor is exhibiting, turns of phrase, body language and other NLP signals, and more importantly, what all that might mean!

So I listened with some trepidation as I was introduced to yet another model which sought to pigeon-hole us all.

Where Rosner's model scores over the others is that it's simpler, and much more useful on a day-to-day basis. 

From what little experimentation I've done since learning about it, I've found that I can just about grapple with four distinct "social styles" alongside a conversation.  I'll express them here as personal ads ...
  • "Dolphin - Friendly and Affable - Low assertiveness, low emotional control - Keen for people to like me"
  • "Elephant - Systematical and analytical - Low assertivess, but high emotional control - Want to do right thing, at all costs"
  • "Lion - Direct and controlling - High assertiveness and emotional control - Success for me is swift adherence to process"
  • "Monkey - Creative and animated - High assertiveness, but low emotional control - Ideas are what's important"
You can all think of a few people who fit neatly into these camps, as well as few people who seem to span more than one of them.  You suspect you know your place, but perhaps you're not entirely sure.

In my course, all this stuff was put to a purpose.  In the same way that rapport results from matching body language, if we match people's social styles perhaps we can have much better conversations.  (That's already started working for me.)

The reason all this is interesting to me is because of its direct contribution to creativity at work.  If we play to people's preferred styles, we ought to get better results.  I would hazard that we should:
  1. Produce hard evidence to persuade Lions that creativity is important, and that it can be procedurised, then ask them to sponsor that view in the organisation,
  2. Encourage Monkeys to launch ideas (they won't need asking twice),
  3. Invite Elephants to vet and refine ideas, and
  4. Rely on Dolphins to keep the peace, especially between the Monkeys and the Elephants
I'm not trying to say that Person X can only play one of these four parts.   Apparently 95% of us have at least one backup style, so we should expect to play naturally in two of them.

(There's huge overlap between these stages and de Bono's Six Thinking Hats, but I won't bore you with that right now.  Some other time maybe.)