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THINK UNBOUNDChanging the Way People View and Teach Creativity and
Innovation in the Work Environment
Michael Wienke • CCT694 Synthesis Project • May 4, 20151
I AM A WORLD-CLASS PROCRASTINATOR.
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BUT NOT THIS TIME.
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SO, WHAT HAPPENED?
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I'LL TELL YOU...but first.
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FIRST, LET'S GO BACK.To the moment
where it all began.
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CROSS YOUR PRODUCT WITH...
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CROSS YOUR PRODUCT WITH...
• Long neck
• Spots
• Long legs
• Covered in hair
• Camouflaged
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THERE HAS TO BE A BETTER WAY!
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HOW CAN I HELP PEOPLE
BE MORE CREATIVE?
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WRONG.12
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SO WHAT WAS THE DEAL?
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FAILURE17
THE REAL CHALLENGE WAS:Fear of Failure
"I don't want to fail or look stupid."
Unclear Goal "Which one is right? We can't be wrong."
Lack of Support "I'm not sure my team is right."
Failure to Implement "Let's wait and see what happens?"
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SO... ELIMINATE FAILURESounds easy enough.
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LINEAR THINKING MODEL
4Verification
Just double checking.A quick check to make sure I’m right. YEP! I’m right.
3Illumination
Eureka!I’ve got the perfect answer.
2Incubation
Hmmmmm….. Let me think about it for a bit.
1Preparation
Houston, we have a problemSomething isn’t right around here.
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SUCCESS
FAILURE
4Verification
3Illumination2
Incubation1Preparation
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THE REALITY OF CREATIVITY
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A NON-LINEAR MODELTHESIS - PART I
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CreativeThinking
CriticalThinking
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High CriticalHigh Creative
High CriticalLow Creative
Low CriticalLow Creative
Low CriticalHigh Creative
CreativeThinking
CriticalThinking
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THE CLOVER MODEL
Investigation Refinement
Incubation Ideation
Recognition Implementation
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BRINGING CLOVER TO LIFETHESIS - PART II
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6 PART WORKSHOP
• Divided into 6 parts
• One for each phase of the Clover Model
• Designed to be swappable
INCUBATION
REFINEMENT
IDEATION
INVESTIGATION
IMPLEMENTATION
RECOGNITION
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THE FORMAT
Non-Linear Process
TYPICAL WORKSHOP
Linear Workshop
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CHOOSE YOUR OWN ADVENTURE
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CHOOSE YOUR OWN ADVENTURE
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CYCLES AND EPICYCLES
YES
NOHave you explored a number of ways this idea
can be further tailored to perfectly meet the needs of your challenge?
Revisit Session 10 - Refinement, page 43. For additional suggestions or exercises, visit
thinkunbound.com.
NODo you have an actionable plan to bring your solution to life within your environment?
Proceed to Session 11 - Implementation, page 40.
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SAMPLE EXERCISES
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STEP 1: RECOGNITIONFrom challenge spotting to goal refinement, this section gets everyone in
agreement about the overall goal of the project.
The Main Reason: What’s the real reason behind the challenge you’ve identified? Here you’ll explore the root cause and identify primary and secondary reasons.
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STEP 2: INVESTIGATIONBefore you rush into a solution, this section encourages you to explore the true causes of
your challenge as well as critically analyzing your true strengths and weaknesses.
Appreciative Inquiry: It’s easy to focus on the negatives. The goal of Appreciative Inquiry is to focus on what we’re doing RIGHT and build on those SUCCESSES.
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STEP 3: IDEATIONComplex challenges typically don’t have a single perfect solution. The goal in the section is to
generate a large quantity of ideas and solutions that answer your refined goal statement.
P R ET H I N K
I N G
Don’t Fish Where The Fisherman Are: If everyone fishes where the fish are, you’re all fighting over the same fish. Here you’ll expand the area you search for potential solutions to your challenge.
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A 1 A 2 A 3
B 1 B 2 B 3
C 1 C 2 C 3
STEP 3: IDEATIONComplex challenges typically don’t have a single perfect solution. The goal in the section is to
generate a large quantity of ideas and solutions that answer your refined goal statement.
Don’t Fish Where The Fisherman Are: It starts by dividing the group into three smaller groups - As, Bs and Cs. And then you assign each of those groups a different question.
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A 1
B 1
C 1
A 2 A 3
B 2 B 3
C 2 C 3
STEP 3: IDEATIONComplex challenges typically don’t have a single perfect solution. The goal in the section is to
generate a large quantity of ideas and solutions that answer your refined goal statement.
Don’t Fish Where The Fisherman Are: When the groups are assembled, you bring together three people asked to do different things. The differing mix of knowledge and personalities makes creative magic happen.
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Keep-Combine-KO: Not every idea can or should move to the next round. In this exercise, groups Work through all the pitched ideas to identify which ideas should be kept and which should be knocked out.
STEP 4: INCUBATIONDon’t fall in love too quickly. In this section, take a step back and reflect with a critical eye and ask, “Is this REALLY a good idea?”
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Seaworthy: Groups will have ideas that were good, but seemed to be missing something - like a boat with a hole in it. In this exercise, they work together to make it seaworthy or scuttle it, it’s that simple.
STEP 5: REFINEMENTIn this phase of the Clover Model, your goal is to push your ideas to be the best they can be.
Be prepared. Some ideas will shine, and others will fall apart under scrutiny. That's okay.
The Biggest Strength:(what one thing makes this territory irresistible? what excites you about the possibility?)
Conceptual Territory:
The Fatal Flaw:(what one thing keeps this from being perfect? where does it seem to fall apart?)
Nearly Perfect Solutions:(what are three potential solutions to ease your concerns? how can you fix the area of concern without sacrificing the parts that excite you?)
1.
2.
3.
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STEP 6: IMPLEMENTATIONDuring implementation, your goal is to prepare your idea for successful
implementation by discussing barriers to implementation and building support.
The Constituency Funnel: Identify the key constituencies you will need to develop and maintain for your solution to achieve long-term success.
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SO THAT’S HOW IT’S CONSTRUCTED, BUT HOW IT FLOWS IS UP TO YOU.
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BACK TO THE ORIGINAL QUESTION
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I MADE IT THIS FAR.
Investigation Refinement
Ideation
Recognition Implementation
Incubation
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NEXT STEPS
• Real world workshop trials
• Continued refinement of the workshop
• Development of additional exercises and modules
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QUESTIONS?
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THANK YOU.
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“Before introducing any creativity training, the organization needs to ensure that the environmental conditions are amenable... a working environment that is averse to change would be like taking a carefully cultivated palm tree and planting it in the middle of the Arctic.” (Birdi, 2005)
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