Sparking Ideas In Your Own Organization

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  • 1. Sparking Ideas In Your Own Organization Innovation Workshop Nancy Francis and Susan Robertson May 15, 2008
  • 2. Workshop Purpose To learn about Creativity and Idea Generating Techniques The Creative Process. To participate in interactive activities. To share take-home tool.
  • 3. Group Introductions Introduce yourself to the person to your left and the person to your right. Shake hands. Tell them your name. Share a piece of advice your mother gave you.
  • 4. Ideas To Go Background Leaders in innovation for 30 years. Over 5,000 facilitated innovation sessions for Fortune 500 companies on an amazing array of topics. Fourteen highly experienced Facilitators and a stellar staff of professional writers and artists, word processing specialists, plus creative and IT support staff. State-of-the-art facilities in three locations (plus the ability to provoke great thinking anywhere). 5
  • 5. Relevant Experience Ideas To Go has worked with a wide variety of food companies including:
  • 6. Agenda Creative Process Overview. Breaking Through Creative Blocks. Tools for Creative/ Breakthrough Thinking.
  • 7. Creative Process Overview
  • 8. Integrated Creative Problem Solving Model Diverging / Creative style preference Converging Habits/Paradigms/Blocks Process steps Distractions Tools and techniques Person Process Team composition Environment Group comfort level/trust Communication skills Level of risk-taking Physical surroundings Attitude/mindset Rewards
  • 9. The Creative Problem-Solving Model Divergent thinking exploring all the possibilities. Diverge Convergent thinking Converge identifying and honing those ideas with the most promise. 10
  • 10. Elements of Creative Production E. Paul Torrance Fluency Many ideas. Flexibility Different kinds of ideas. Originality Unusual ideas. Elaboration Adding on to basic ideas; twisting or turning ideas to make them better.
  • 11. The Four Stages of the Creative Process 1. Search for New Opportunities. 2. Redefine the Problem/Opportunity. 3. Generate New Ideas/Solutions. 4. Plan for Action. Use Divergent and Convergent Thinking in All Stages.
  • 12. Breaking Through Creative Blocks
  • 13. Create a Context in Which Ideas are Valued
  • 14. Reactions to New Ideas ++++ ------ ++++ ------ ++++ ------ Yes, But We already tried that. It will take too long. It will cost too much. George wont like it.
  • 15. Some Results of Yes Butting The idea dies. People stop contributing. Ideas get safer - less new. People argue.
  • 16. No, Yes But
  • 17. Replace Yes But with Forness Response
  • 18. Forness Response Thinking WHAT YOURE FOR WHAT YOU WISH FOR Whats good I wish . . . Whats useful How to . . . Whats valuable How might we . . . Whats the potential
  • 19. Abracadabra You Have a New Job! Generate Possibilities for New Bathroom Fixture Products
  • 20. The Fur Lined Sink
  • 21. Forness Response WHAT YOURE FOR WHAT YOU WISH FOR
  • 22. Benefits of Forness Thinking ! ++++ ++++ ! 1. Keeps the good alive. Dropped items wont break. Wont show dirt. Dries without spotting. 2. Pushes towards actionable solutions. I wish for faux fur. I wish for the ability to change to match dcor. I wish for fur-covered pipes for instant warm water. 3. Creates a safe environment. 4. Encourages teamwork and ownership. 5. Saves time.
  • 23. Blocks to Creativity and Change
  • 24. Typical Process (Jump to Solution) F Broad Area F F Opportunity F F F FF F F Solution
  • 25. Opportunity Expansion FF F F F F F F F F F FF FF Opportunity Opportunity F F F F F Broad Area F F F F F Opportunity OpportunityOpportunity F F F F F F FF F F F F F F F F Possibilities Possibilities Possibilities Solution
  • 26. ASSUMPTION BUSTING (Or, when is knowledge and experience a hindrance?) Area - Think of new ideas for grocery store salad dressing. Immediate assumptions, based on knowledge and experience: Goes on lettuce. Liquid. In a bottle. Refrigerated. Eaten from a bowl or plate. Eaten with a fork. Assumption Busting: What if thats not true?
  • 27. Take one of the assumptions and assume its not true. Now, think of new areas of opportunity for salad dressing.
  • 28. Assumption Busting List facts, assumptions, givens, truths about your topic. Now role play as your customers, management, other constituents and list their assumptions. For each, ask What if thats not the case? What possibilities might that present?
  • 29. Tools for Creative/Breakthrough Thinking
  • 30. Types of Thinking Excursion Theory Fantasy Approximate Forness thinking Logical / Analytical Old New/Innovative Types of Ideas
  • 31. Making Ideas Come to You at Will: 6 Simple Steps 1. Introduce the topic. 2. Forget the topic. 3. Go somewhere for stimulus. 4. Force fit stimulus to topic. 5. Incubate. 6. Create a new idea.
  • 32. Excursion Practice: Wishes Individual Practice: How to improve the customer experience.
  • 33. Selected Target Area Generate ideas for new ways to increase value without discount. Remember Ideas can be for: Your company. Your suppliers. Your employees. Your customers.
  • 34. Excursion Practice: Drawing From Other Industries Work with a partner: Share with your partner a non-food company that you are personally loyal to and list the reasons why you are loyal to that company. Swap roles. Use the reasons for loyalty to help you generate ideas for improving the customer experience in a restaurant.
  • 35. Excursion Practice: Get Fired Ideas Small Group Practice (each table): Come up with your Get Fired idea. Sell food at a loss. Add additional ingredients - place insects in the meal before serving it. Handout instructions to each guest on how to deal with food poisoning. Swap your get fired ideas with someone at your table. Use Forness thinking to generate Get Hired ideas.
  • 36. Good luck with your creative thinking! Nancy Francis Susan Robertson 612-331-0223 407-221-4592