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Innovation Strategies How to inspire effective teams Presented by: Diana Baldi Senior Consultant
Personal Background n Creative Problem Solving Children’s Program ● 10 th year as coach n Bringing to corporate world to focus on innovation ● Partnership with non-profit organization n Passionate about the future ● Integrated systems—Simplify the complexity ● Demonstrating the thought-to-be-impossible to be possible
Session Objective Interactive fun leading to insights that n foster innovation through more effective teams n match creative problem solving preferences of team members to type of problem
Agenda n Set the Stage—why innovation n Creative Problem Solving Organizations n Tools ● Assessment of Style: VIEW ● Thinking Tools n Hands-on Instant Challenge n Wrap Up n Questions
Key Business Issues § Costs are escalating § Customers/shareholders are expecting ‘more’ § “Status Quo’ just isn’t cutting it any more § Need new ways to improve and faster § P 2 ideas can limit to incremental change § Environmental still seen as “separate” § Even within integrated systems § Need innovation to truly support Triple Bottom Line § Need thinking beyond our fencelines § Meaningful engagement with wider stakeholders
EMS Maturity Levels The Sky’s the Limit Return on Investment m r Defined but not embraced n me e g na Fire Fighting e ov Ma t tem s Sy p Im s nt e
EMS Level 1 n n Environmental responsibilities isolated or not defined Sporadic noncompliance ● Penalty costs ● Remediation costs n Added Costs $$ ● ● ● n Expensive add-on controls Spill and accident clean-up Inefficiency costs High insurance Environmental viewed as loss center Low or negative public image
EMS Level 2 n n Management system approach Defined processes and records (e. g. , ISO 14001) ● Spreads out “tribal knowledge” of environmental staff ● Improved environmental awareness n Compliance improvement likely ● Fewer spills, accidents, NOVs n Can be seen as not value-added ● Costs of maintaining documentation ● Following procedures can be seen as “extra work” n n Aspects assessed as inputs & outputs Focus on core business and direct impacts
EMS Level 3 n Wide environmental participation in organization ● Improved morale n n Environmental performance evaluation (e. g. metrics) Financial Gains ● Decreased production waste, spills & incidents ● More efficient resource & energy use: $$ saved ● Lower insurance premiums n Improved public image ● Public reporting ● Improved regulator relationships and community support n Going beyond regulatory compliance mandates ● EPA Performance Track n Extend influence to suppliers
EMS Level 4 n Innovation ● ● Integration with multiple stakeholders in win: win Integrated System Design, ZERI Principles & Goals Beyond core business and suppliers: OPTIMIZE system Autopoietic synergy & unexpected benefits: − Value-added products − Competing based on quality and cost − Sustainability ● Aspects assessed as input output input output … ● Life cycle assessment/Product Cascading/cradle 2… ● Example: Manufacturing/ Separation Technologies at ambient temperature/pressure with 5 Kingdoms of Nature
EMS Level 4 n High company, society, and personal morale/ pride ● Economic Productivity with Job Growth − Poverty Alleviation and Social Equity ● Conflict resolution ● Reduction of tensions over resources ● Excellent relations with local & global communities ● Triple bottom line ($$, social, environmental) ● Recognized as good share value and solid investment n Positive contribution toward… ● Ethical, spiritual & physical health ● Co-Evolution all five kingdoms of nature ● Regeneration of the environment
Baldrige Framework for Excellence Quality Environmental Health and Safety Quality control, customer upsets Sporadic compliance, releases to environment Injuries, illness and accidents Ad hoc— “hope” Management systems (ISO 9001) (ISO 14001) (OHSAS 18001) Basic— systematically deployed Lean, JIT, Six Sigma Beyond Compliance OSHA Voluntary Protection Program (VPP) Overall— aligned ZERI Principles ? Multiple— integrated Level Baldrige—fully engaged (EPA Performance Track)
How Maturity of Systems “feel” Integrated —every requirement and performance goal is coordinated so systems feel natural and not burdensome----results are motivating; focus on priorities is clear Aligned —various processes are focused on common goals, so different programs feel supportive even though they are separate initiatives Fully deployed —every person reliably follows the defined processes, so you can start to troubleshoot problems based on process indicators Ad hoc —lots of variability in the process since persons may not know or follow defined process, so you feel pulled in different directions
SAI-Global / DIcor® Partnership Innovating with Others Roots in Business Improvement Roots in Creative Problem Solving
What is Destination Imagi. Nation®?
Destination Imagi. Nation® is… n n n The world’s largest ‘non-profit’ creative problem-solving, process-oriented, International Program for kids Offered in 49 states and 42 countries/provinces 12 million+ kids/1 million+ coaches have participated 350 Annual Destination Imagi. Nation® Tournaments More than 60, 000 volunteers and officials! An annual Global Finals which draws over 18, 000 participants, officials and support personnel!
Destination Imagi. Nation, Inc. Goals: n Foster creative and critical thinking n Learn and apply Creative Problem Solving methods and tools n Develop teamwork, collaboration, presentation and leadership skills n Nurture research and inquiry skills, involving both creative exploration and attention to detail n Learn to take informed risks n ‘Turn kids into world class Innovators’
PERSPECTIVES ON CREATIVE PEOPLE LEVEL – How creative am I? STYLE – How am I creative?
What If: of you could becometion class world ma Innovators… / or F ing ific nt olv solving S cie improve problem ms and S lem b ea 25%. . . meetingo Pr productivity by n. T tio va no one day? ? all In in
How are problem solving teams formed? • From the Org’ chart? • Geographically? • Based on history/track record? • Related skill/expertise? • Time availability? • Their problem to fix?
An Assessment of Problem Solving Style
VIEW DEVELOPERS Dr. Don Treffinger Center for Creative Learning, Inc. Dr. Ed Selby Dr. Scott G. Isaksen Center for Creative Learning, Inc. Creative Problem Solving Group, Inc.
PURPOSE OF VIEW To help assess your problem solving ‘style’. . In order to better understand, develop, and promote your creative strengths… So that you can use these strengths, and appreciate the preferences of others… When managing change and solving problems.
INFLUENCES ON CREATIVE BEHAVIOR AND PROBLEM SOLVING Environment Motives Ability Task Skills Style Others Creative Behavior and Problem Solving
UNDERSTANDING & APPRECIATING STYLE HELPS INDIVIDUALS TO: § Better recognize and understand their personal strengths and limitations § See patterns in the kinds of challenges or opportunities on which they chose to work, and the types of tools they prefer to use § Modify their communication approach to collaborate more effectively with others § Look beyond one’s own individual tendencies, and ‘value/leverage’ those differences Adapted from: Isaksen, Dorval, and Treffinger (2000).
UNDERSTANDING & APPRECIATING STYLE HELPS A TEAM TO: • Know and understand each other better • Identify possible group ‘blind spots’, as well as ‘strengths’ • Form improved problem solving teams, and ultimately improve the outcomes Adapted from: Isaksen, Dorval, and Treffinger (2000).
UNDERSTANDING & APPRECIATING STYLE HELPS AN ORGANIZATION TO: § Discover how well its human resources/capital match its mission, vision, or purpose § Help improve the mix § Strengthen the effectiveness of internal and external communication § Be more ‘scientific’ about problem solving. Adapted from: Isaksen, Dorval, and Treffinger (2000).
THE VIEW ASSESSMENT 34 Item; 1 -7 point semantic differential scale Paper or Web-based Version 10 -15 minutes working time
VIEW INCORPORATES: Learning Style Structure, authority, physiology, and environment impact individuals’ problem solving behavior to varying degrees. Cognitive Style Individuals attend to, encode, organize, process, and apply information differently. Psychological Type Individuals differ in the ways they interact with others when processing information and in their primary basis for making decisions.
WHAT DOES VIEW ASSESS? Orientation to Change Explorer Developer Manner of Processing External Internal Ways of Deciding Person Task
BENEFITS: ORIENTATION TO CHANGE Explorers are more likely to: Developers are more likely to: • Supply departures from tradition • Provide radically different options to consider • Take an unpredictable approach, providing new ways of doing things • Help others understand the big picture • Ask “why” • Engage in fundamentally new opportunities • Supply stability, order, and continuity • Help make options more workable and understandable • Take a step-by-step approach, making their work easier to understand, carry out, and share • Provide precision, accuracy, and thoroughness in options and plans • Ask “how”? • Provide a safe base for riskier operations
Flying Feather Instant Challenge: To build the tallest possible structure, place a feather on the top and then blow the feather off to land as far away as possible. Time: You have 5 minutes to use your teamwork, creativity and innovation skills to build the structure with the materials provided. You will then have one chance to blow the feather as far as you can. The Scene: You have been asked to build a new prop for the sequel to Forrest Gump. The structure must be as tall as possible so that the feather can fly a long distance. (Note: the structure must be free-standing on the table top or floor) After the 5 minute build-time, the height of the structure will be measured. You will then place the feather on the top of the structure and with one large puff of air, see how far the feather will fly. Materials: 4 straws 1 label aluminium foil 4 sheets coloured paper feather 2 paper clips 4 pipe cleaners
The “Heartbeat” of Creative Problem Solving Generating Many, Varied, and Unusual Options Focusing by Identifying a Promising Direction or Theme © 2003, Center for Creative Learning
Thinking Tools for Generating Brainstorming l Attribute Listing l Morphological Matrix l Force-Fitting l SCAMPER l Tools for Focusing Hits and Hot Spots l ALo. U l Paired Comparison Analysis l Sequencing: SML l Evaluation Matrix l
CHOOSING TOOLS FOR GENERATING CHARACTERISTICS OF: MORE EXPLORATORY OPTIONS MORE DEVELOPMENTAL OPTIONS • Provide fundamental changes or radical breakthroughs • Provide incremental improvements or modifications • Create the need for new structures and systems • Improve the existing structures and systems • Disrupt systems; take longer to implement • Fit within systems; quick to implement TYPE OF OPTIONS NEEDED USE TOOLS LIKE: Brainstorming with Post It® Notes • Attribute Listing Force-Fitting SCAMPER Ask Why? or Why Else? Morphological Matrix Ask How? or How Else? © 2002, Scott Isaksen, K. Brian Dorval, & Donald J. Treffinger. Reproduced By Permission
CHOOSING TOOLS FOR FOCUSING WHEN YOU NEED TO: ORGANIZE Large Numbers EVALUATE ANALYZE PRIORITIZE Moderate Numbers Small Numbers QUANTITY OF OPTIONS USE TOOLS LIKE: Clustering Evaluation Matrix Sequencing S-M-L Selecting Hits DEVELOP Paired Comparison Analysis ALo. U © 2002, Scott Isaksen, K. Brian Dorval, & Donald J. Treffinger. Reproduced By Permission
Summary n Insights into your “style” enables confidence to contribute in your most productive manner ● Also enables higher level of respect of team member contributions n Insights into “style” of others enables focused selection of team members to ● enhance creativity ● avoid blind spots and ● removes common barriers in teamwork
Summary (cont’d) n Alignment/balance of type of challenge and “style” of team members greatly enhances effectiveness and productivity of team ● Innovation vs. enhancement n Use of “thinking tools” fosters practice and enhances effectiveness n We are all highly creative……bring out the best in yourself and others through creative problem solving n Working with multiple problems in creative way opens up new and varied possibilities
Diverse Needs; Common Problems? innovation Organization Environment Regulators Why are we so obsessed by tackling one issue at the time, when the system solutions require you to link Community numerous problems and provide flexible and adaptive solutions that can evolve over time? Gunter Pauli www. ZERI. org
Innovative Solutions n Gaviotas—regenerating rainforest in Columbia where desert savannah reigned for centuries “The power of the Las Gaviotas pilot project, which completed 8, 000 HA in 1998, is that it rewrote the science of forestry. It also redrafted the framework for social development. ” www. zeri. org Pure drinking water for sale to help fund next 6. 3 MM HA of savannah Carbon Units, anyone?
Recent Feedback n “Relevant, practical, easy to use/understand…high energy, fast moving” n “You learn/absorb more when you are having fun” n “World class training, plus glad to help the kids” n “Applies to everyone, regardless of job, age, education background or industry” n “Measurably improves our Innovation skills” n “America’s innovation secret weapon”
Value to American Industry n ‘Tangible’ Innovation approach n Proven track record/references/benefits n Hands-on, applied learning n Quick study n Easy to understand/use (intuitive) n Measurable benefits n Applies to everyone n Kid’s non-profit partnership unique n FUN!!!
Questions? Thank You for Attending “Innovation Strategies How to inspire effective teams” If you have any additional questions, please contact SAI Global-Excel Partnership, Inc. 800 -374 -3818 [email protected] com Visit www. xlp. com