Wikipedia defines a buzzword as “a word that has begun to be used in the wider society outside of its original context by nonspecialists who use the term vaguely or imprecisely. Labelling a term a “buzzword” often pejoratively implies that it is now used pretentiously and inappropriately by individuals with little understanding of its actual meaning who are most interested in impressing others by making their discourse sound more esoteric, obscure, and technical than it otherwise would be.”

The latest and greatest buzzword is Innovation, (henceforth to be known only as the “i” word in this forum.) It seems that everyone is now talking-up the “i” word which is not a bad thing I guess, however it all stops at the talking. A while back, the phrase the “bureaucratisation of Innovation” (damn, I said it) popped into my head. Now I don’t know where it came from, whether I unconsciously plagiarised it or I dreamed it up myself it matters not, it’s appearance was timely.

It comes at a time when the use of the “i” word in business and government is at its peak. I’ve known few words during my previous life in the public sector that have invoked such consternation, misunderstanding and outright fear. When we speak of the “i” word, we speak in glowing terms of the potential it offers but we forget the other side of the implementation equation involving the change it engenders, and as a result we go no further than talking about it.

We’ve all heard bureaucrats in government spruik the “i” word and tell us that we need to think differently and that we need to be challenged, however when the challenges come, very little changes in the modus operandi of dealing with them. We default to the linear and structured approaches of the past. New and creative approaches are shunned and when this occurs, the “i” word is little more than a buzzword.

The use of the “i” word in many cases amounts to little more than a form of ‘bureaucratic chicanery’ in which words and talking about action, substitute for action itself. The Federal Govt’s not so recent 2020 summit proved a classic example of the bureaucratisation of the “i” word. I just don’t know that many of the thousands of ideas generated there have been appropriately harvested or moved to impactful action, but wow, was the event talked up!

When you can look under desks in organisations and see rolls of butcher paper containing post-it-notes of ideas gathering dust, you know that the “i” word is a buzzword.

If we can put the “i word” into enough speeches, documents, ppt presentations, glossy brochures and action plans though, we must then be doing the “i” word. Right?

In environments where everything is first viewed through a lens of risk it is extremely difficult to gain the permission required to undertake the thinking, experimenting, probing and prototyping needed for the “i” word to happen. In large organisations too, those more likely to challenge the status quo and attempt to do things differently are the ones most likely to be sidelined and disempowered, and again where this happens the “i” word is just a buzzword.

So, while Rome continues to burn and our intractable problems remain intractable, our bureaucrats continue to talk innovation.

(Damn, I said it again.)

It has always been frustrating how these two words have been ill-defined and interchanged in the workplace. The confusion over their definitions has added to the cynicism with which they are greeted and acts as an impediment to their beneficial application.

While differing contexts and needs determine variations in definition, complicated definitions are ultimately unhelpful and only serve to confuse people. Simple definitions with clarity and are most likely to elicit action.

Accordingly, I’d like to distill multiple definitions into simple, broad terms and add a few simple rules of thumb.

“Creativity is somehow bringing something new into being.”

“Innovation is applying that creative something to add value.”

It is only through application and value adding can creative output become an innovation.

Not all creative output will add value, so creativity is not a guarantee of innovation. Organisations needs “idea-creativity” because the development of new ideas and concepts that are developed for “a purpose” have objective value.

Depending on our industry it is important to differentiate between “artistic” creativity and the harder-edged “idea” creativity. I can do some wonderful finger-painting and sit around a team-building campfire singing kumbaya, but is it going to add any form of business value? Artistic creativity may have a subjective place in organisations but when seeking to add value to service delivery and the bottom-line, a far greater focus and objectivity is required.

To spend time arguing about definitions beyond this is often little more than a mental form of punishing that proverbial primate. Argument about strict definitions is counterproductive for two reasons:

1) It wastes time and stops people from moving to action in the form of the experimenting, proto-typing and probing required to uncover new value, and 2) the very nature of creation indicates whatever is produced is new, so how therefore can it be appropriately categorised with any foresight?

Many people argue endlessly about the definitions of creativity and innovation and when this happens more mental energy goes into this, than into the generation of value adding ideas. Debate on the exact definition is unhelpful and acts as a fallback position that simply provides an excuse for a lack of action.

Organisations should take the hint, “Create” and “Innovate” are both verbs and if you’re still talking about them, you’re not doing them.

I have just read “Bouncing back with Changes” by psychologist and former Treasury & Finance – Director of People & Culture, Tony Vickers-Wilis. Given an ongoing interest in positive psychology and a disappointment with the often overly theoretical training offerings we get in this space, I was compelled to see what Tony had to say.

Born out of an intense curiosity about what it is that makes some people bounce back from severe adversity and others capitulate with seemingly lesser challenges, Tony has set out to not only describe the science behind being resilient but also too provide real life narrative against which the principals can be demonstrated.

The book is one in two parts. The first dealing with the extraordinary life of Jim Vickers-Willis. I won’t go into details here for fear of spoiling the narrative for future readers, but it is a home-grown and truly inspiring story. The tremendous obstacles that fortune had placed in Jim’s way and the means via which he overcame them provides real meaning to the word “resilience.”

The second part provides a simple and practical set of seven principals to enable individuals to bounce back when adversity strikes, as it almost invariably will for each of us at some stage. The principals account for the CHANGES in the title of the book, and form a simple but powerful recipe for addressing anxiety, depression, stress and providing an appropriate perspective on surviving and thriving.

A third component of the book is the range of practical exercises provided to the reader for self-reflection as the science behind thriving is explained. These provide the reader the time and space to pause and reflect upon how the science might apply directly to their own lives and associated problems. Through simply undertaking these reflective practices in the book, I’ve made a couple of decisions that will not change the course of history, but will certainly benefit me going forward.

I think what I like the most about the principals, is that they are not simply a means of addressing psychological problems, they are a ready made practical recipe for building a happier and more resilient life, even in the absence of major issues.

“Bouncing Back..” is a book about individual resilience and I hear through the network that Tony is currently working on a new book looking at organisational resilience. One which is sure to be in great demand.

“Bouncing back with Changes.” purchase a copy

At Think Quick we don’t simply assist with your issues, we help build your capacity to solve your own.

We provide new perspectives and new means of looking at your organisational issues so that appropriate and sustainable action can be designed in-house to address them.

In every instance we use accredited and experienced practitioners and practice a range of contemporary techniques designed to address the thinking of participants so that the focus leads to tangible and improved design and action.

The world is highly complex and rapidly shifting, so to be able to act with impact we must first be able to make sense of what is happening around us. The methods we use are designed to do this. Sessions are designed to replicate the way people behave in real life, as opposed to the way we “expect” them to behave in organisational settings.

Amongst the methods we use are those developed by Edward de Bono and include Lateral Thinking, Direct Attention Thinking Tools and the Six Thinking Hats. We also focus strongly on the Cognitive Edge methods which enable the emergence of fresh ideas, insights, new design and solutions derived form the multiple and diverse perspectives present in the room. The cognitive Edge methods are based on participation and discovery, as apposed to more traditional linear and prescriptive group methods that are common.

All of the methods applied are focused on gaining new insights, navigating through complex issues thereby allowing organisations and participants to take advantage of new opportunities in conditions of uncertainty.

The strengths and benefits of these approaches are:

*    We generate means of seeing the world through the eyes of participants, rather than via the narrower interpretations of a facilitator or third party.

*   We assist organisations to develop contextually appropriate interventions to address issues rather than applying standard methods that have minimal impact when issues are complex.

*    The methods tap directly into the knowledge of the assembled group and generate new design possibilities and participant buy-in. With this buy-in, outcomes tend to be more resilient and sustainable.

*    The methods allow for the navigation of issues for a fuller exploration rather than a solution oriented approach reliant on our first pattern matches that are not always the best fit.

*    The methods encourage innovative thinking and generate a range of possible solutions by tapping into the diverse perspectives and knowledge of the assembled group.

*    We use techniques that allow for wide scanning and the identification of weak signals that potentially have economic and human costs to the organisation.

*    The methods used move participants from a static approach to addressing issues to one in which there is a strong focus on design and forward momentum without the paralysis of perceived risk.

Our accredited and experienced practitioners have successfully facilitated many sessions and projects across public and private sectors and have worked closely with clients to determine need and co-design and process to ensure the best possible outcomes.

Think Quick also assists in the design and implementation of projects where new perspectives and new approaches are required.  These include evaluations, navigating change, strategy, planning, leadership and culture related interventions.

For more information contact Frank at think.quick@me.com

The Practical Leadership training is for leaders who have the power to influence their environment and the desire to shape high performing and positively focused teams. This full day course has been designed to show participants how to use positive and performance psychology through practical management strategies.

With a strong focus on the practical application in the workspace, topics covered will include:

• The key traits of a great leader and how to incorporate them into your style.
• Practical means of developing a high-performing team.
• How to separate your leadership into frames of importance and focus on the key areas.
• Why leadership is based on fairness to you and how to adapt your leadership thinking.
• Creating environments for ‘idea creativity’ and ‘analytical’ thinking and why these processes are so different.
• How top performers define success for strong, long term performance.
• How leaders can remain positively focused through challenging and turbulent times.

This training will aid leaders to garner more ‘followers’ and alter the way they lead for the better.

For more information on Positive Leadership contact Frank at think.quick@me.com or on (03) 8502 042 * 0400 109727

The Direct Attention Thinking Tools (DATT) make up a suite of tools for directing attention and helping to develop a broader and more inclusive view of a given topic. If we wait for things to come to our attention will will miss things and notice others too late. If however, we deliberately direct our attention we will see much more. Our perception will be improved.

DATT provides a scaffold for our thinking and perception.

Each of the tools carry out a defined function, and collectively provide a strategic framework for a wide range of thinking including, consequential, problem solving, assessment, evaluation, exploration, analysis, prioritising and pathways to action.

The tools provide 10 simple pathways for making thinking more strategic, more comprehensive and to assist in forming a framework for defining problems and situations, thereby improving capacity to move forward with considered and effective action.

The DATT tools can be learned, practiced and applied in a deliberate fashion in much the same way as a carpenter selects certain tools to undertake a specific function.

Drive your thinking in the right direction. In this 2 x half day training session you will learn 10 thinking tools that will help you to be a sharper, more direct thinker. The tools will enable you to solve problems with greater ease and make the best possible decisions, quicker.

For more information on the DATT training contact Frank on 0400 109727 or at think.quick@me.com

]]> http://think-quick.com.au/direct-attention-thinking-tools/feed 0 http://think-quick.com.au/an-alternate-historical-perspective http://think-quick.com.au/an-alternate-historical-perspective#comments Wed, 21 Oct 2009 11:12:34 +0000 Frank Connolly http://think-quick.com.au/?p=78

Remember that old quote about those who fail to learn from the mistakes of history are forever doomed to repeat them? I just finished listening to a series of four podcasts on the war on the Eastern front during WW2 which has quite literally blown me away. No normal person who listens to these fascinating narratives can possibly view human conflict in the same light again.

Ghosts of the Ostfront I-IV

While I’m no war buff, I do have a great historical curiosity and I concede that of the 3000 or so podcasts that regular populate my ipod, Dan Carlin’s Hardcore History is by far and away my favourite. iTunes describes these podcasts with In “Hardcore History” the very unconventional Dan Carlin takes his “Martian, outside of the box” way of thinking and applies it to the past. Not only are these podcasts extensively researched and passionately presented, it’s done so from multiple perspectives which allows for a very compelling picture of events to emerge.

We tend to have a slanted view of history and if asked what were the key battles and struggles of WW2 I wonder how many of us would be able to look beyond D-Day, Dunkirk, El Alamein, Anzio, Midway, Iwo Jima, etc etc. By far and away the biggest and perhaps the most significant battles happened on the Russian front between the Soviet and the German armies. It’s perhaps an indication of the degree to which our view of the world is dominated by American perspectives and popular culture.

When I think about it, my primary source of reference to the Russian front came from Hogan Heroes, in which reassignment to the Russian front was the omnipresent threat for Col Klink and Sergeant Shultz. A sad reflection on our (my) knowledge given the enormity of what transpired between Russia and Berlin from 1941 to 1945. The descriptions and first hand accounts offered in these podcasts will leave you incredulous.

Listening to these superbly researched and presented podcasts has made me look at WW2 with a very different perspective. The ability to get people to do this cannot be understated because by altering our perspectives the way we feel about things changes, and altering the way we feel is the only genuine way of altering how we react to them.

These podcasts are a great example of the perspective shifts and insights that can be gained by stepping around a complex subject and examining it from multiple perspectives. Do yourself a favour and download the four episodes of “Ghosts of the Ostfront”. Whether you are a history buff or not, you cannot help but be impacted by these narratives.

This week I had the pleasure of presenting at the annual ACT KM conference in Canberra.

The two day event was as diverse as one could have hoped with an eclectic array of presentations which is indicative I think of one of two things:

1) KM is running out of relevance and things to say, so is transmuting into different disciplines, or 2) KM is now being considered as so much a part of other business that it is relevant who matter what discipline you are involved in.

My view is certainly the latter, as each of the speakers provided evidence of the absolute necessity of knowledge management approaches in each of their subject matter areas. I found every speaker had something interesting to offer and my failure to mention all of them here is simply a product of my erratic note-taking rather than a lack of acknowledgement to all.

So many good points were made by speakers on Day 1, I felt compelled to incorporate some of their astute observation into my session on day 2. Not only does this pay homage to their efforts but it also serves to make me look a little bit clever by association. I like that.

Amanda Horne spoke of Positive Psychology and made the point that it can take take 3 or more good things happening to turn you around from a single bad occurrence. It is for this reason that we routinely think in the feasibility and benefit space before critical assessment when applying the Six Thinking Hats methodology. Due in part to the predominant brain chemistries in play during each of these functions, it is far easier to move from a positive to a negative state, than from negative to positive – try it.

Patrick Lambe, the Mephistophlian KM Sensai from Singapore discussed the roles of faith, magic and culture in KM and posed some challenging questions about how to move KM forward. (Patrick also inexplicably lost his goatee during the conference dinner.) Arthur Shelley, author and expert on animal behaviour, again stressed the importance of conversations in making sense of the world and Mark Schenk did something totally unexpected and got people telling stories. This was done in a Story slam format that elicited some truly amazing stories from the audience.

Convention and any semblance of order were cast aside on Day 2 when a futuristic hypothetical was conducted featuring a range of luminaries from the year 2050. In this session “What happened to KM – looking back at 2020 from 2050″ the panel were challenged to postulate on the future of the industry and just where we might be 40 years hence. Michelle Lambert of the KM Round Table made a significant contribution to the panel deliberation and had she not not already carved a place in KM history for herself, she certainly has now.

Many thanks to David, Nerida and the rest of the ACTKM committee for the work they put into the two days that were well summed up by Edgar Tan at the end when we expressed his appreciation not only for the diverse content, but also for the humour that the entire group brought to the sessions over the two days.

Lateral thinking is a term invented by Edward de Bono which describes thinking that uses specific techniques for developing new ideas through changing concepts and perceptions through using formal thinking tools. A lateral thinking solution to a problem is often described as coming from left field or from outside the box.

The lateral thinking tools developed by de Bono are for breaking open entrenched and predictable thinking. “The brain is a self-organising system that routinely organises input into patterns. These tools enable us to move laterally across those patterns, thereby opening up new, concepts, perceptions and ideas.”

Lateral thinking provides a means of generating new ideas which has never ending application inside an organisations where new and innovative ways of doing things are increasingly called for. The lateral thinking tools provide a structured and logical approach to creativity and are based on an understanding of the brain being a self-organising information system. This makes creativity and the generation of valuable ideas a skill that everyone can learn, develop and deliberately apply.

Lateral thinking should not be viewed solely as a means of solving problems. The tools are designed to be able to look at anything with a view to exploring and designing a better way forward. This thinking is about making a creative effort and looking at alternatives and possibilities.

Lateral thinking is one of the prerequisites for innovation to occur. Lateral thinking assists in changing people’s perceptions, which intern changes how they feel about something, which then helps facilitate change.

This training is designed for those with a need to regularly generate ideas and new perspectives, and in this complex and rapidly changing world, that means everyone!

For more information on the 1.5 day training, contact Frank on 0400 109727 or at think.quick@me.com

Thinking is the ultimate human resource but how much effort do we put into developing it, nurturing it and using it to its fullest potential?

People, communities and organisations are seeking improvement and quality in most areas except in the most important of areas – the quality of our thinking. If we can improve the quality of our thinking, the actions that follow that thinking will also improve.

It is often assumed that intelligence goes hand in hand with thinking. Often however, intelligent people are in danger of becoming poor thinkers. This is what is known as the intelligence trap. That is, they use their intelligence to entrench themselves in support of one point of view. Even though you have a great sports car you may be a poor driver. Similarly those with excellent minds may use them inadequately.

The Six Thinking Hats is a thinking technique used to look at things from a number of different perspectives. It forces us to move outside our habitual thinking style and develop a more rounded view of a given situation. The Hats promote fuller input from more people and significantly reduce argument from those with divergent points of view. With this adversarial approach removed the amount of time taken to conduct a meeting can be significantly reduced. People can contribute under any Hat even though they initially support the opposite view. The Six Hats encourage co-operation, exploration and innovation by getting everyone thinking in parallel.

The methods can be effectively applied individually to improve one’s own thinking and in any community or organisational setting in which getting the most out of the collective intelligence of your people is paramount.

“Think Quick” can train your people in these thinking methods to significantly enhance your capacity to:

• Make better decisions and improve problem solving
• Improve team productivity & Communication
• Share and collaborate more freely
• Generate new and creative ideas
• Run focused, outcome oriented and shorter meetings, and
• Empower your people with a thinking toolset that adds value not only in the workplace, but in private life.

Alternatively, if you have that important meeting coming up where you simply must capitalise on the knowledge of your participants, Think Quick can facilitate such a session whether it be with 5 or 500 people.

For more information contact Frank on 0400 109727 or at think.quick@me.com