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The People Side of Innovation

Introduction Senior Program Director, Notre Dame Office of Continuous Improvement NCCI, Membership and Outreach TeamCertified FourSight Trainer/FacilitatorLead Faculty Creative Problem Solving Institute Board President, Creative Education Foundation M.Ed, Educational Leadership

Objectives Understand the various thinking preferences in the FourSight Innovation Profile Explore ways to leverage the preferences of your team to obtain increased performance Learn Innovation tools to increase skills in the innovation process

FourSight Thinking Profile An assessment designed to help individuals and teams better understand how they approach solving problemsGain self mastery Grow empathy & respect Leverage diversity B u i l d b e t ter te ams Impr ove pe rfo rm a n c e Aligns with a four stage c reative p roblem s olving process Clarify the challenge Generate ideas Develop solutions Implement into action Designed to be a tool that leverages strengths t o p r o d uc e i n n o v a t io n

Innovation Guiding Principle Innovation is the creation and/or deployment of something both novel and useful . It can be large or small, incremental or breakthrough.

Moving the Needle Change Management Project Management Process Improvement Strategic Planning Creative Problem Solving Design Thinking Coaching Innovation A B Insight Imagination Analysis Action

What approach or methodology do you use to drive innovation, change or process improvement? Type your answer in the notes section.

Moving the Needle Change Management Project Management Process Improvement Strategic Planning Creative Problem Solving A B Current State Future State Problem Solution Launch Completion Goals Resistance I mplementation Action Insight Imagination Analysis Action Innovation Status quo New product/service/process

Comfort Zone Insight Imagination Analysis Action Where are you most comfortable in the innovation/change p rocess? Please join at https :// kahoot.it /

Describe Your General Experience with Teams and Change at Your Institution? A B C D Fighting change Embracing change Ignoring the need for change Passively resisting change

DISCOVER your THINKING PROFILE How do you approach innovation?

FourSight Background and Context Early Foundation Drs. Alex Osborn and Sid Parnes1953 - Creative Problem Solving Fathers of Brainstorming Creative Education FoundationCreative Problem Solving Institute (Buffalo NY)Current Development Dr. Gerard Puccio,   International Center for Studies in Creativity Sarah Thurber, Managing Partner, FourSight, Inc.

The Process Early Process Model Current Process Model

Person Meets Process Person meets process

Person Meet Process DMAIC CPSI Project Management A.D.K.A.R. Change Model

preference NOT ability F o u r S i g h t Thinking P r e f e r e n c e s

F ourSight Thinking Prefe rences C larifi er I de a t or D e v e loper I m p l e m e n t er Insight Imagination Analysis Action

Person Meet Process DMAIC CPSI Project Management A.D.K.A.R. Change Model

C harting Peak Pr eference s 2 5 2 0 1 5 Low Preference 30 35 40 Peak Preference 4 5 IDEATOR DEVELOPER IMPLEMENTOR CLARIFIER 34 41 P e a k P r e f e r e n ces L o w P r e f e r e n c e N e ut r a l Z o n e 28 39 N e u t r a l P r e f e r e n c e

Think About Your Team

C larifiers C lar ifiy the pro b l e m N o t qui ck to mov e t o s olu t io n s W a n t t o ad d r e s s t h e r i g h t p r o b le m G a t he r s i n f o r m a t io n L o o k a t d e t a i l s M a y o v e r a n a l y z e & n o t m o v e f o r w a r d

C larifiers Are: f ocused, met h o d i c a l, orde rly, d elib er at e , s e r i o u s , o r ga n i z e d ; m a y a n a l y z e t o t h e e x t r em e a n d n o t m o v e f o r w a r d N e e d: o r de r , t h e f a cts , a n u n de r s t a n di n g o f h i s t o r y , a cc e s s t o i n f o r m a t io n, p e r m i s s io n t o a s k q u e s tio nsAnnoy other s by: as king too many questions, pointin g out obstacles, identifying area s that h aven't been well thought out, o verl oading p eople with information, being too real istic

I deators Lo oks at the bi g pic t u r e T o y wi th id ea s an d p o s s i b i l i t i e s S t r e t c h t h e i m a g i n a t io n T a k e a n i n t u i t i v e a pp r o a c h T h in k i n m o r e g l o b a l t e r m s M a y o v e r l o o k t h e d e t a i l s

I deators Ar e: playful, imag i n a t i v e, soci al, a dapta ble, flex ible , a d v e n t u r o u s , i n de p e n de n t ; m a y o verlook the d e t a i l s N e e d: r o o m t o be p l a y f u l , c o n s tant s timul ation, va r i e ty a n d c h a ng e , t h e bi g p i c t u r e A n no y o t h e r s b y: d r a w i n g a t t e n t io n t o t he m s e l v e s , b ei n g impatient when others don 't get their ideas , offering idea s that are too off -the-w all, being too abstract, not sticking to one idea

D evelopers P ut togethe r wo r k a b l e solu tion s Plan s te p s t o i m p l eme n t a n id e a A n a l y z e a n d c om p a r e s p o t e n t i a l s olu t io n s E x a mi n e t h e p l u s e s a n d mi n u s e s o f a n id e a M a y g e t s t u c k i n d e v e lo p i n g t h e p e r f e c t s olu t io n

D evelopers Ar e: reflect ive , c a r e f ul , pra gma tic, pl an f u l , p a t i e n t , d e d i c a t e d, d i s c e r n i n g ; m a y g e t s t u c k i n d e v e lo p i n g t h e p er f e c t s olu t io n N e e d: a c h an c e t o c o n s ide r a n d e v al u a t e t h e o p t io n s , t i m e t o c r a f t a n d d e v e lo p id e a s i nto usefu l solutio ns Anno y others by:being too nit-pick y, finding flaws in others' idea s, getti ng locked i nto one appr oach

I mplementers G iv e stru ctur e t o id e a s B ri ng ide as c o m e t o fr u i t io n F o c u s o n w o r k a b l e s olu t io n s T a k e t h e ‘ N i k e ’ a pp r o a c h ( “ J u s t d o i t ” ) M a y l e a p t o a c t io n t o o q ui c k l y

I mplementers A re: pers ist e n t , d e ci sive , de termi ne d, a s s e r t i v e , a c t io n - o r i e n t e d ; m a y l e a p i n t o a c t io n t o o q ui c k l y N e e d: t h e s e n s e t h a t o t he r s a r e m o v i n g j u s t a s q ui c k l y , t i m e l y r e s p o n s e s t o t h ei r id e a s , c o n t r o l A n no y o t hers by: bei ng to o pus hy, readily expressing their frus tration when others do not move as q uickly, overselli ng their idea s

Integrators E as ily relate s to e a c h p r ef erenc e E ve n ene r g y a c r o s s f o u r p r e f e r en c e s C o n c e r n e d a b o u t g r o u p h a r m o n y B r i dg e s s t y l e d i f f e r en c e s a n d p l u g s ga p s M a y l os e o w n v o i c e b y p l e a s i n g o t he r s

Integrators Ar e: st eady, f lex i b le , i n cl usiv e, t eam pla ye r s , s t a b i l i z i n g i n f l u e n c e s ; m a y l os e t h ei r o w n v o i c e t o a cc om m o d a t e t e a m N e e d: c o o p e r a t io n, c o l l a b o r a t io n, ene r g y f r o m o t he r s , t o f e e l o t h e r s a r e c om m i t t e d t o t h e c h a l l engeAnno y othe rs by: p ointing out what's not being done, not allowing their voices to be hea rd, being o verly flex ible, becomin g peace- make rs

Self-Assess Based upon the descriptions, where would you self-assess your preference?C lar ifi erI deat or D e v e l o p er Imp le me n t er Please join at www.slido.com with the following Event Code: #L960

M ulti ple Pr efere nce s

2- way Sty les

3 - a n d 4 - W a y S t y l e s

Ponder Members of Your Team 36 Please join at www.slido.com with the following Event Code: #L960

Utilizing the Tool Understand the dynamics of a team Leverage strengths Provide assistance in the process

Team A Profile Preferences High Low 3 Integrators Total Group = 13 Dan B. Thom G. Alexandria S. Steve S. Susan R. Denise J. Thom G. Bob L. Denise J. Thom G. Bob L. Suzie N. Susan R. Beth M. Clare D. Bob L. Suzie N Clare D. Charlie G. Alexandria S. Steve S. Suzie N. Susan R. Dan B. Clare D. Charlie G. Alexandria S. Steve S. Susan R. Suzie N. Dan B. Clare D. Charlie G. Alexandria S. Denise J. Sunil G. Duane W. Denise J.

Leveraging Preferences Clarifiers on a team: • Push the team to provide evidence and research • Insist on facts and data • Question assumptions • Encourage the team to rationalize its thinking • Prevent the group from getting blindsided • Identify fruitful opportunities • Focus the team on the right challenge

Leveraging Preferences Ideators on a team: • Provide energy, global thinking and humor • Push the group to strive for more options • Ask “what if?” to move beyond the obvious • Mix up the routine • Offer novel angles and different points of view • Use imagination and intuition • Come up with lots of alternatives

Leveraging Preferences Developers on a team: • Make ideas feasible and tangible • Ground, shape and elaborate solutions • Push the team to identify issues • Explain how things function in reality • Figure out how to move the big ideas forward • Develop the details of the plan • Reduce the potential for embarrassment and rework

Leveraging Preferences Implementers on a team: • Champion projects • Keep teams in line with deadlines• Sustain the momentum on a project • Push for action and deliverables • Take risks • Sell new ideas to key stakeholders • Get things done

Leveraging Preferences Integrators on a team: • Promote commitment to the task • Make sure the team is working together • Make sure all voices are heard • Move the team to the next step in the process • Keep things running smoothly

Tools to Strengthen Innovation D Do R Restrictions I Investments V Values E Expected outcomes What do you want to do? What outcomes do you want to achieve? What must be accomplished? What do you want to happen? What must your outcome not do? What changes or impacts must you avoid? What resources are you prepared to allocate (time, money, energy, human) What values will you live by as you tackle this challenge? What must be accomplished in order for you to consider the result a success? What specific, measurable targets must be achieved?

Tools to Strengthen Innovation Taken from Rowan Gibson’s Four Lenses of Innovation Leveraging Resources Challenging Orthodoxies Harnessing Trends Understanding Needs

Tools to Strengthen Innovation P.P.C.O. Pluses Overcome Challenges Ideas to overcome top Issue? 1. 2. 3 . What are the strengths of your idea? 1. 2. 3. Challenges Rephrase Challenges as questions? 1. 2. 3. Potentials What will allow for success? 1. 2. 3.

Tools to Strengthen Innovation Impact Effort Low High QUICK WINS These are the most attractive ideas/projects, giving you a good return for relatively little effort . MAJOR PROJECTS While these give good returns, they require more thoughtful analysis and planning. WAIT Don’t worry too much about doing these – if you’ve got spare time, do them . DON’T DO Avoid these. Not only do they give low returns, they crowd out time which would be better used elsewhere. 1 2 3 4 Impact/Effort Prioritization Matrix Low High

Taking the Assessment https://foursightonline.com/

Questions

Resources Gibson, Rowan (2015). The Four Lenses of Innovation. A Powerful Tool for Creative Thinking. New Jersey: Wiley. Osborn, A. F. (1963). Applied imagination (3rd ed.). New York: Scribner’s & Sons. Parnes, S. J. (1987). The creative studies project. In S. G. Isaksen (ed.), Frontiers of creativity research: Beyond the basics (pp. 156- 188). Buffalo, NY: Bearly Limited. Puccio, G. J., (1999). Creative problem solving preferences: Their identification and implications. Creativity and Innovation Management, 8, 171-178. Puccio, G. J., & Murdock, M. C. (1999). Creativity assessment: Readings and Resources . Buffalo, NY: Creative Education Foundation.

Contact Information Duane WilsonSenior Program DirectorOffice of Continuous Improvement 511 Main BuildingNotre Dame, IN 46556 574-631-8410dwilson9@nd.edu 51