ABEL Binder Final - York University · 2016-03-10 · • Competence enhancing • Requires enhanced knowledge, expertise and/ or competencies • Application of radically new science,

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Learning Summit for Principals and Vice Principals

Megan Mitchell Program Director, SEEC

Centre for Excellence in Innovation Management Megan Mitchell Consulting [email protected]

416 699 2802 @mitchellmegan

Lee-Anne McAlear Program Director, SEEC

Centre for Excellence in Innovation Management Partner, CURRENT ORG

www.currentorg.com 416 429 1551 @leeannemca

Drivers of Public Sector Reform

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Changing Management Paradigms

20th century •  ReacCve and Risk Averse •  Predictability •  Independence •  Scale & scope •  Rigid Org Boundaries •  Strategic Intent •  CompeCCve Advantage •  Data and AnalyCcs

21st century •  CreaCve Empowerment •  Complexity •  Partnership, Networked •  Speed & Fluidity •  Fluid Org Boundaries •  Profit and Purpose •  ComparaCve Advantage •  Synthesizing Big Data

Source: Rhona Berengut, PD, Schulich School of Business 3

InnovaCon and Complexity Complicated Issue Complex Issue

CharacterisCcs MulC-‐faceted Repeatable problem That needs to be simplified

Ambiguous and somewhat unique problem that needs to be understood

SoluCon Approach Develop a process: Develop a repeatable process to reliably solve the complicated problem and others like it

Use InnovaCon: Use innovaCve thinking to effecCvely struggle with the ambiguity and discover the complexity that makes this problem unique

Works best with a small team of…

Content experts who understand the complicated process

People with diverse backgrounds, skills and /or thinking to provide alternaCve points of view

Adapted Dr. David Weiss

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The Future of Jobs, WEF, 2016

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Hank McKinnell, former Pfizer CEO

“Doing things differently, does not always mean doing things better. But doing things better always means doing things differently.”

Hank McKinnell Former CEO, Chairman of the Board, Pfizer

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88%

62%

45%

37%

33%

33%

22%EXECUTIVES

InnovaCon is important

All execs agree innovaCon is criCcal

Our culture encourages innovaCon

ExecuCves understand innovaCon

ExecuCves model InnovaCon

EffecCve at InnovaCon

Formal Process for InnovaCon

We know innova<on is important…

Leger Marketing & Globe and Mail

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Creativity & Innovation

Creativity: Creation of new and/or unexpected ideas

Innovation: Delivering new or unexpected

ideas that add value Educational Innovation: Applied creativity

that delivers measurable educational results

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Types of Innovation

Innovation In

Education

Process

Innovation Policy

Innovation

Educational System

Innovation

Teaching Practice

Innovation

Curriculum Innovation

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EducaConal System InnovaCon

Source: GELP: Redesigning educaCon for the future 10

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Process InnovaCon

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Curriculum InnovaCon

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Teaching PracCce InnovaCon

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EducaConal Policy InnovaCon

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Levels of Innovation Model

•  Builds upon existing knowledge and resources

•  Competence enhancing

•  Requires enhanced knowledge, expertise and/or competencies

•  Application of radically new science, technology, knowledge /or competencies

•  Refines existing model •  Enhanced existing

products, services, processes

•  Increases efficiencies

•  Offers a step change in value or performance

•  Delivers compelling differentiation

•  Complete change in organizational structure

•  New system models •  Addresses new categories

7/or new delivery mechanisms

High

Low

Leve

l of C

ompl

exity

and

Ris

k

Disruptive Radical Incremental High

Low

Leve

l of R

esou

rce

Ski

lls

CharacterisCcs

Offe

rings

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Apple makes its living through punctuated equilibrium, not through disruption. Macworld Sr Advisor, Glenn Fleishman

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When transformational changes the game

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Using Innovation types strategically Business Model, Social/Policy, Business Process, Products, Service

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1888 1999 – 2009: $ >30%

$100m 2012 2.5 m followers

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National Geographic partners with G Adventures

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Many types of innovaCon

hcp://www.cea-‐ace.ca/ programs-‐iniCaCves/innovaCon-‐sCcks-‐school-‐district-‐case-‐study-‐program

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OCSB’s Blueprint for Change •  Conversion of libraries to learning commons •  Digital Ecosystem Increasing broadband, universal WiFi availability and

equitable Bring-‐Your-‐Own-‐Device (BYOD) •  RestricCve policies were removed to allow teachers to model digital

ciCzenship by acCvely parCcipaCng in social media. •  Every student in the Board receives yearly instrucCon on digital ciCzenship,

integrated into the curriculum. •  Departmental silos were dismantled to signal a focus on learning – the

InformaCon Technology department became Learning Technologies and was linked to the Student Success department..

•  Online communiCes have been formed where teachers share pracCces, where principals and superintendents co-‐learn with teachers.

•  There are literacy, numeracy, and French networks, principal learning networks, or many other global networks, all leveraging technology to focus on communicaCon, collaboraCon, creaCvity and criCcal thinking.

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Innovation Levels and Types

Innovation Incremental Radical Disruptive

Educational System Innovation

Process Innovation

Curriculum Innovation

Teaching Innovation

Policy Innovation

Your Innovation Challenge: Linked to which strategic requirement:

Which operaConal, technological or organizaConal acCviCes will be impacted? Which key stakeholders should be involved and/or informed?

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Key Insights What are you taking away? Why is it important? What are you going to do with it?

25 Megan Mitchell, ConsulCng [email protected]

Source : Escape From the Maze, James Higgins (ISBN: 1-883629-02-0)

Age of those studied

5 Years 8 Years 30 Years

Creative Expression

Number of Laughs a day

Number of questions asked a day

What Happens over Cme?

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What Enables Creativity?


5 Enablers to Creativity

B A S E S


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Enablers – Cover your ‘BASES’

Behaviours Altude Skills Environment Structure


Structures


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Environment


Where would you rather work?


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Skills


Attitude


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Behaviour


What Behaviours are the Most Important to Inspire Creativity in Yourself and

Others? •  •  •  •  •  •  •  • 

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Biological and Physiological

Esteem CogniCve AestheCc

Self-‐actualizaCon Transcendence

Belongingness and Love Safety

Maslow’s Hierarchy of Needs, 1990 h7p://www.bkone.co.in/images/8stageModel.jpg

Taking it to the Next Level: Meeting Human Needs

Maslow Max-Neef

AffecCon

CreaCon

Leisure

ParCcipaCon

Understanding

Freedom

Subsistence

ProtecCon

IdenCty


Human Needs

Posi<ve Emo<ons Amazed

Joyous

Confident

OpCmisCc

SCmulated

Intrigued

Happy

Fulfilled

CreaCve

Nega<ve Emo<ons Angry

Hopeless

Annoyed

ImpaCent

Reluctant

Nervous

Pressured

Frustrated

Withdrawn

Needs Met… Needs Not Met…

Meeting Human Needs is Critical

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Behaviours to Engage Your Staff When people’s needs are met, people have a posiCve feelings which results in increased: •  Happiness •  CreaCvity •  Engagement •  Performance

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Sources: The Progress Principle, Amabile & Kramer; DRIVE by Daniel Pink, PosiCvity and “Broaden & Build Theory” by Barbara Fredrickson

Megan Mitchell, ConsulCng [email protected]

Myth or Fact

1.  Rewards increase creative output 2.  Time pressure fuels creativity 3.  Fear forces breakthroughs 4.  Creativity comes from creative types 5.  You know where your next great idea is going

to come from


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The Future of Leadership: 3 Major Affective Skills

Skill Defini<on

Openness to Novelty

being able to entertain ideas that at first seem outlandish and risky

Tolerance for Ambiguity

being able to deal with uncertainty and to avoid leaping to conclusions

Tolerance for Complexity

being able to stay open and persevere without being overwhelmed by large amounts of informa<on, interrelated and complex issues and compe<ng perspec<ves

Source: Puccio, Murdock, Mance 41 Megan Mitchell, ConsulCng [email protected]

Application

As a leader, what 3 things will you do to set a fertile ground for creativity and innovation? 1.  2.  3. 


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Puccio, G. J. (2002). FourSight: Technical and User’s Manual. Evanston, IL: THinc CommunicaCons.

How do you approach a challenge?

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Stages in Breakthrough Thinking

Clarify the situation

Generate ideas

Develop solutions

Implement plans

45 Puccio, G. J. (2002). FourSight: Technical and User’s Manual. Evanston, IL: THinc CommunicaCons.

•  The breakthrough thinking process is universal

•  It has discreet steps

•  Each step requires unique mental skills

•  Most of us prefer some over others

•  Preferences show up as strengths and potential blind spots when solving problems

•  Preference does not equal ability

Research Tells Us…

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FourSight preferences

Clarifier Ideator Developer Implementer

Clarifiers

Are:focused, methodical, orderly, deliberate, serious, organized; may analyze to the extreme and not move forward

Need:order, the facts, an understanding of history, access to information, permission to ask questions

Annoy others by:asking too many questions, pointing out obstacles, identifying areas that haven't been well thought out, overloading people with information, being too realistic

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Ideators

Are:playful, imaginative, social, adaptable, flexible, adventurous, independent; may overlook the details

Need:room to be playful, constant stimulation, variety and change, the big picture

Annoy others by:drawing attention to themselves, being impatient when others don't get their ideas, offering ideas that are too off-the-wall, being too abstract, not sticking to one idea

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Developers

Are:reflective, careful, pragmatic, planful, patient, dedicated, discerning; may get stuck in developing the perfect solution Need:a chance to consider and evaluate the options, time to craft and develop ideas into useful solutions

Annoy others by:being too nit-picky, finding flaws in others' ideas, getting locked into one approach

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Implementers

Are:persistent, decisive, determined, assertive, action-oriented; may leap into action too quickly

Need:the sense that others are moving just as quickly, timely responses to their ideas, control

Annoy others by:being too pushy, readily expressing their frustration when others do not move as quickly, overselling their ideas

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Know where your Preferences Influence the Process

Clarify the situation

Generate ideas

Develop solutions

Implement plans

Clarifier Ideator Developer Implementer

Your Preference

The Process

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•  Leveraging style differences

•  Building better teams

•  Short circuiting conflict

•  Improving performance

•  Become a creative powerhouse

•  Increasing leadership effectiveness

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Awareness Helps Us…

Applying the FourSight Framework to Solving Challenges

Delia Wright, French teacher Grades 6-‐8 [email protected] Centennial Public School, Georgetown Principal, Joyce Germyn

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Steps to Addressing a Challenge

Generate Ideas Develop Solu<ons Implement Plans Clarify the Situa<on

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The FourSight Innovation Framework

Clarify

Ideate

Develop

Implement

Start by assessing where to begin: •  go step by step, or •  go back and forth

between steps, or •  combine the steps in

any order to suit the task at hand

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© Kristen Peterson 58

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•  See the situation from all angles

•  Understand the background

•  Identify key data

•  What info are you missing?

•  Isolate obstacles

•  Know what is relevant

When you clarify…

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Teams!

•  Choose the challenge that most interests or intrigues you

•  Form teams around that challenge

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Vision of Success Describe in as much detail was a successful resolution of your issue would be like. Thought starters: •  What key things will be different? •  How will people behave differently? •  How will people feel? •  What will success feel like?

What do you know? What do you need to know?

What do you want to know?

What is fact? What is theory? What are you unsure about?

What do you know? What do you wonder about?

Gather your data

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Facts – What do we know? What do we need to find out?

List the facts that are unknown and need to be investigated and confirm an approach with your team.

Known Facts Unknown Facts – Need to Find Out

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Ownership & Stakeholders 1.  List the key stakeholders who are impacted

by your issue. (Be as specific as possible.) 2.  List what is at stake for them (good or bad.) 3.  Prioritize the most important stakeholders.

Key Stakeholders What’s in it for them?

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How Might We increase our efficiencies by 15%?

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Meanwhile in Massachusecs, Jacob Perkins was very busy…

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How might we keep our important food cold?

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Funnel of Focus

DISCRETE Narrow

STRATEGIC High level

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How might we increase the sales of our watermelons to retailers?

Clarify: Iden<fy the Challenge

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How might we merchandise our watermelons so that we make more effective use of our retailers space?

Clarify: Identify the Challenge

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How might we merchandise our watermelons so that we make more effec<ve use of our retailers

space?

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Characteristics of a Good Challenge Statement

Statement Starter

Owner Verb Object + + +

•  Begins with a statement starter How might… How to… In what ways might…

•  Begins with end in mind (end state, not solution)

We don’t have enough money. How to raise attention to receive funding?

The technology is too expensive. How might we reduce the cost of technology?

Our minister keeps changing. How might we have consistent long-term

strategies to guide our work?

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Energizing Questions

Before: After:

•  HMW make saving for retirement as attractive as George Clooney?

HMW position the proposed Ontario Registered Retirement Plan

the smartest savings vehicle of choice in a crowded marketplace?

•  HMW become the Prius of the entertainment industry?

HMW transform ourselves into the most environmentally responsible

film company in terms of our practices, supplier management

systems & operations.

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•  List lots of ideas

•  Be playful

•  Look from a new angle

•  Brainstorm to get diverse ideas

•  Use random associations

When you ideate…

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An “Idea” versus a “Thought”

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A thought is vague, general . . . An idea is something specific, so that you could begin to create an action plan to go do it . . .

You can DO an IDEA, you cannot DO a thought

Stick ‘em Up Brainstorming Capturing the first burst of ideas that come to mind

1. Each person takes a pack of sticky notes

2. Pick a facilitator

3. Working solo, look at the challenge and write as many ideas as you can for five minutes

4. Share your ideas, one at a time, sticking them on the “Idea Wall”

5. When someone has the same idea, they put up theirs and if anyone has a build they add on

6. Last person up now puts up a new idea, repeat process

7. And again, and again

Tip: Encourage people to write

down ideas whenever they

have them

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Pit Stop

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Spin Thinking!

Spin Thinking

Features of the system Ideas Beam me up, Scocy! Mind Meld Make it so! Set phasers to stun Boldly go where no man has gone before

Beam me up, Sco,y! Ideas: Ask unexpected people Walking meeCngs MeeCngs in surprising places MeeCngs in half the Cme

HMW improve team meetings so that people actually want to attend? Compare to: Star Trek

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Compare Yourself to a System… •  Cirque de Soleil – Few resources

•  Apple – Easier and simpler •  Blue Jays – Winning the prize

•  Disneyland – Customer service •  Harry Potter- Beating the competition

•  Formula One Pit Stop - Efficiency Aibnb – Using existing resources

The Olympics – Maximum performance

Role Play a Person Steve Jobs, 007, Amy Schumer, Don Corleone, Jack Welch,

Homer Simpson, Chris Hadfield, Oprah Vladamir Putin, JK Rowlings, Spiderman, Jimmy Fallon, Kanye

West, Malala, Mick Jagger

SCAMPER S Subs<tute

Is there something you could put in place of something else? Consider materials and manufacturing processes.

C Combine What parts could be put together? Blended? What applicaCons, uses, materials could be provided?

A Adapt How might your compeCtor evolve it? What would a super-‐user do to make it becer?

M Modify What can you alter? Consider all 5 senses. Can you subtract, change or alter anything?

P Put to Other Uses What else can it be used for? Each part? Who else might like it?

E Eliminate What part can you get rid of or omit? What can you do without?

R Rearrange What can be rearranged or reversed? Pacerns and assumpCons? What can you connect in a different way?

Adapted from Alex Osborn, Applied Imagination, 1953 84

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•  Say what you like

•  Phrase concerns as questions

•  Develop criteria for success

•  Modify solutions

•  Who might assist? Resist?

•  Make an action plan

When you develop…

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POINT Plusses Opportuni<es Issues New

Thinking

What do you like about this idea?

What could make the idea stronger?

What problems do you see with this idea?

What new ideas could you offer to overcome these issues?

•  • 

•  • 

•  • 

•  • 

•  Always begin with the positive! •  Rewrite your newly fleshed out and improved idea when

you are done 86

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When you implement… •  Get into action

•  Learn as you go

•  “Test fast. Fail fast. Adjust fast.”

•  What’s working? What isn’t?

•  Cycle back to other phases

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Assistors and Resistors

Assistors How Do I Leverage Them?

Resistors How Do I Mi<gate Them?

Identify what will help advance your idea, and what will not. Prioritize and create a plan to either leverage or mitigate.

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Create an Action Plan What Who By When

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Resources •  The Leadership Gap by David Weiss and Vince Molinaro (Wiley, 2005) Chapter 5 focuses on Business

Strategic Planning. •  FourSight – www.foursightonline.com -‐ Assessments and Tools (Megan Mitchell is a cerCfied facilitator if

you are interested in running a more in-‐depth session. [email protected]) •  Miller, B., Vehar, J. R., & FiresCen, R. L., (2001). CreaCvity unbound (3rd ed). Evanston, IL: THinc

CommunicaCons. •  Puccio, G. J. (2002). FourSight: Technical and User’s Manual. Evanston, IL: THinc CommunicaCons. •  Puccio, G. J., Murdock, M. C., & Mance, M. (2007). CreaCve Leadership: Skills that drive change. Thousand

Oaks, CA: Sage.

–  You are welcome to use and share this slide show and its contents. We simply request that you keep the acribuCons to the developers as well as the source materials & references in your presentaCon.

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Documents

ABEL Binder Final - York University · 2016-03-10 · • Competence enhancing • Requires enhanced knowledge, expertise and/ or competencies • Application of radically new science,