By Ruth DyckFehderau /
Phase One: Create Restorative Space
Because we live in an age of “continuous partial attention,” distracted by emails, meetings, BlackBerrys and so forth, we fight a constant battle for mindspace. Add to that our tendency to develop mindsets, or, put another way, settled minds, and it’s no surprise we get blind spots – including blindness to opportunities. While it’s true that success has less to do with talent than with relentless curiosity, curiosity needs mindspace. The first step, then, is to develop a plan for creating both physical and mental space that allows for and supports curiosity, creativity and innovation.
Phase Two: Invoke The Imagination
Creativity is fuelled by curiosity, and employees who are encouraged to be creative in their decision-making are more likely to solve problems effectively. The second step, then, is to buy some basic artistic tools and bring the aesthetic and the metaphorical right into the organization. Write stories and character sketches, draw pictures, make collages, take photos and use clay and other artistic media to make physical representations of issues, challenges or business processes. As you’re working with these media, pay close attention to the five senses: smell, taste, touch, see and listen. Aim for precise observation – don’t expect your customers to be able to articulate their needs; go to where they are and experience what they’re experiencing. Ask penetrating questions and pay attention to what’s bugging you – it might point to potential innovation. And, above all, practise a total absence of negative judgment.
Phase Three: Test Ideas
Innovation is really a management process – the ideas alone aren’t enough. They need to be tested in order to establish credibility: experiment with your ideas and beliefs, and challenge your own assumptions. Build prototypes or pilot projects and try them out. Do feasibility studies and interview widely diverse potential users. Once you have all the necessary information, create a strategy for enlisting support for your ideas, and be sure to keep it simple and concrete. Listen and make sure you understand the stakeholders – even the difficult ones. And then, turn all the information into a solid business case.
Phase Four: Launch Design
Now that you have an innovation plan, it needs to be assessed. Put yourself in the client’s shoes and evaluate the plan in light of their needs. How does the innovation improve a day in the client’s life? Analyze and evaluate your capacity to deliver your innovation. Will there be gaps in the process? If so, take care of them. Figure out how you’ll articulate and communicate the value of your innovation. Is it attractive? Feasible? Better than alternatives? Are the benefits crystal clear and easily understood? If so, you’re ready. Go for it.
Based on the work of Bastiaan Heemsbergen, a chartered psychologist, Banff Centre faculty member, author of The Leader’s Brain, sought-after consultant to organizations and governments, and instructor at Dalhousie University.
Category: Work
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