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Creative Thinking SkillsOut of the Box and Onto the Bottom Line
PMI Manitoba Chapter
March 23 & 24, 2017
Winnipeg, Manitoba
© 2017 John Canfield
John Canfield
Holland, Michigan
www.johncanfield.com
John Canfield – Speaker Introduction
Helping Clients Build High Performance Teams Since 1990
John Canfield is an experienced business executive and coach who has been trained to facilitate a wide variety of
Planning,
Improvement Strategies,
Creativity & innovation
John has many years of experience working and consulting in a wide variety of organizations around the world.
Prior to 1990 John was a Senior Engineering Manager for Intel Corporation and later Director of Corporate Quality and Design Research for Herman Miller.
John has a BA from Williams College (Political Science, Psychology) and a
BS from University of Minnesota (Mechanical Engineering)
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Creative Thinking Skills
Presentation Goal:
Improve company performance.
Creativity (in a business sense vs. artistic), at its most basic
level is the ability to generate additional useful ideas.
Innovation is the ability to select, combine, refine, and turn the
best creative ideas into reality, revenues, and profits.
Successful companies have learned how to exercise both skill
sets.
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Presentation Takeaways
1. Performance is driven by thinking.
2. Thinking as a skill is flexible and improvable.
3. Thinking can occur accidentally or deliberately.
4. Improved thinking can be guided by effective tools.
5. Creative thinking is not enough. Implementation is required to realize the benefits.
Creative Thinking Skills
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A. Performance and Thinking
B. Select Goal and Success Criteria
1. Big Picture
C. Generate Ideas
2. Brainstorming
3. Mind Mapping
4. Word Associations
5. Imaginary Brainstorming
D. Select Ideas
6. Morphological Box
E. Implement Ideas
Creative Thinking Skills - Agenda
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A. Performance and ThinkingB. Select Goal and Success Criteria
1. Big Picture
C. Generate Ideas
2. Brainstorming
3. Mind Mapping
4. Word Associations
5. Imaginary Brainstorming
D. Select Ideas
6. Morphological Box
E. Implement Ideas
Creative Thinking Skills - Agenda
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Performance and Thinking
What to do to improve performance ?
Contributors to Performance Improvement:
How do the following work together in a practical system?
Behaviors
Collaboration
Decisions
Ideas
Implementation
Insights
Performance
Thinking
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Improved Communities
Improved Company Performance
Improved Decisions, Behaviors
Improved Insights and Ideas
Improved Thinking
Performance and Thinking
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Intelligence and Thinking
We can consider that intelligence and thinking are
different.
Intelligence is our innate capability, what we’re born
with.
Thinking, on the other hand, is how we learn to use
our intelligence, and as such, is a skill.
Performance and Thinking
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Thinking is a Skill
In one comparison, intelligence is the race car and it’s
finite mechanical capabilities,
and thinking is the driver who can learn more and
more about how to maximize the utility of the car.
As a skill, like bowling, golfing, cooking, etc., it can be
actively improved.
Performance and Thinking
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What “operating system”
are you using?
Why would you upgrade
your operating system
on the same hard disk?.
Performance and Thinking
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Thinking is a Skill
Improved Communities
Improved Company Performance
Improved Decisions, Behaviors
Improved Insights and Ideas
Improved Thinking
A key question is
if I really want to improve,
what’s the best way think about this?
Performance and Thinking
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Thinking is a Skill
Performance and Thinking
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Thinking Skills for Improvement & Innovation
Good Thinking Curriculum
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Performance and Thinking
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While there are many myths about creativity (creative people are always artists, or nerds, or not like you and me, etc.) a modern understanding of creativity recognizes techniques are available to assist anyone who knows how to use them.
Effective creativity techniques deliberately mix up paradigms while addressing real problems and opportunities to proactively generate lots of new ideas.
These techniques do not need to depend on a chance occurrence.
These techniques can be used at will whenever individuals or teams recognize they need more ideas.
“Creative people” learn to recognize they may have to use an illogical technique to generate what they will only later come to recognize and appreciate as a logical alternative. Go figure!
Performance and Thinking
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Ideas
Know – Share
Know - Don’t Share
Knew – Forgot
New - Thought for the first time ever
Performance and Thinking
WHAT: IDEA HUNT
Part of our work is to get as many good ideas as possible to be part of our conversation.
You cannot realize what you cannot imagine.
You cannot will yourself a new idea
We are on an idea search, scavenger hunt for alternatives. As the iceberg- diagram
below attempts to show, not all the ideas we’d like to consider are above water, on the
table, available to be discussed.
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Performance and Thinking
Creative Thinking Skills
Accidental Find – Microwave
Percy L Spencer
Electronic genius and war hero
touring Raytheon labs, site of research for radar,
was standing in front of magnetron (power tube for
radar) noticed the candy bar in his pocket was melting
noticed this happening and pursued it
The rest is history…
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Performance and Thinking
Creative Thinking Skills
Accidental Find – Teflon
Dr. Roy Plunkett
DuPont chemist studying non-toxic
refrigerant
opened valve of cylinder of “new concoction”
but nothing happened.
He opened the cylinder and found a greasy
white power .
It was later called Teflon.
The rest is history…
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Performance and Thinking Creative Thinking Skills
Accidental Find
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Performance and Thinking
Creative Thinking Skills
Deliberate Implementation
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How: Thinking is a Skill: One can consider a five step structure that describes breakthrough thinking:
1.Long search – Breakthrough thinking characteristically requires a long search
2. Little apparent progress – A typical breakthrough arrives after little or no apparent progress.
3. Precipitating event – The typical breakthrough begins with a precipitating event. Some times external circumstances cue this moment.
4. Cognitive snap – The breakthrough comes rapidly, kind of falling into place, a cognitive snap. Not much time separates the precipitating event from the solution even if details remain to be checked.
5. Transformation – The breakthrough transforms one’s mental or physical world in a generative way.
Dr. David Perkins: Archimedes’ Bathtub – The Art and Logic
of Breakthrough Thinking - Norton & Company 2000
Performance and Thinking
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Performance and Thinking Creative Thinking Skills
The Phenomenon of Creativity
Out of the Box, or Rather Across Paradigm Boundaries
Our brains are wonderful data storage and retrieval systems which prefer patterns and repetition. They recognize new ideas that are similar enough to recorded ideas so they “fit” into the pre-existing collection.
Truly new ideas often don’t even register in this hierarchy of set patterns. It also seems that truly new ideas often come from the “accidental” crossing of paradigms, mixing new ideas that just don’t logically belong together.
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Performance and Thinking
Creative Thinking Skills
Junk Drawer
Let’s review an experience we’ve
all likely had. I’ll assume you have
a junk drawer at home. A drawer
like no others anywhere in the house. Full of all sorts of odds and ends. The situation is: something is broken and you’re hunting for a solution. You head to the junk drawer. You do not often know what’ you’ll find,, but you’re here, at this well, because it’s worked before.
You open the drawer, gaze over the objects, and presto, an alternative jumps out at you. You retrieve it and go give it a try. What’s important here is to accept this happens. Your brain can make new combinations and end up with a useful alternative that you did not have before.
volunteer
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Junk drawer Demonstration
This is weird, but interesting! Believe it or not you can read this.
I cdnuolt blveiee taht I cluod aulaclty uesdnatnrd waht I was rdanieg
The phaonmneal pweor of the hmuan mnid Aoccdrnig to a rscheearch at Cmabrigde Uinervtisy, it deosn't mttaer inwahtoredr the ltteers in a wrod are, the olny iprmoatnt tihng is taht the frist and lsat ltteer be in the rghit pclae.
The rset can be a taotl mses and you can sitll raed it wouthit a porbelm. Tihs is bcuseae the huamn mnid deos not raed erveylteter by istlef, but the wrod as a wlohe. Amzanig huh? yaeh and I awlyas thought slpeling was ipmorantt.
Performance and Thinking
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Thinking is a Skill: One can consider a five step structure that describes breakthrough thinking:
1.Long search – Breakthrough thinking characteristically requires a long search
2. Little apparent progress – A typical breakthrough arrives after little or no apparent progress.
3. Precipitating event – The typical breakthrough begins with a precipitating event. Some times external circumstances cue this moment.
4. Cognitive snap – The breakthrough comes rapidly, kind of falling into place, a cognitive snap. Not much time separates the precipitating event from the solution even if details remain to be checked.
5. Transformation – The breakthrough transforms one’s mental or physical world in a generative way.
Dr. David Perkins: Archimedes’ Bathtub – The Art and Logic
of Breakthrough Thinking - Norton & Company 2000
Performance and Thinking
26
Thinking is a Skill: One can consider a five step structure that describes breakthrough thinking:
1.Long search – Breakthrough thinking characteristically requires a long search
2. Little apparent progress – A typical breakthrough arrives after little or no apparent progress.
3. Precipitating event – The typical breakthrough begins with a precipitating event. Some times external circumstances cue this moment.
4. Cognitive snap – The breakthrough comes rapidly, kind of falling into place, a cognitive snap. Not much time separates the precipitating event from the solution even if details remain to be checked.
5. Transformation – The breakthrough transforms one’s mental or physical world in a generative way.
Dr. David Perkins: Archimedes’ Bathtub – The Art and Logic
of Breakthrough Thinking - Norton & Company 2000
Performance and Thinking
27
Performance and Thinking
You cannot will yourself a new idea.
- Wait for it to happen accidently?
- Do the work to create it?
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Creative Thinking Skills - Let’s practice
- learning
- engaging
“precipitating events”
- generating “cognitive
snaps”, insights
- growing dendrites
Performance and Thinking
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.
Performance and Thinking
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.
Performance and Thinking
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Performance and Thinking
.
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Performance and Thinking
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.
Performance and Thinking
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.
Performance and Thinking
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Creative Thinking Skills – Observations from practice
- not everyone “gets it”, has the cognitive snap
- it takes some time for your brain to do the work
- once you “get it”, it’s hard to forget
- others ?
Performance and Thinking
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Thinking is a Skill: One can consider a five step structure that describes breakthrough thinking:
1.Long search – Breakthrough thinking characteristically requires a long search
2. Little apparent progress – A typical breakthrough arrives after little or no apparent progress.
3. Precipitating event – The typical breakthrough begins with a precipitating event. Some times external circumstances cue this moment.
4. Cognitive snap – The breakthrough comes rapidly, kind of falling into place, a cognitive snap. Not much time separates the precipitating event from the solution even if details remain to be checked.
5. Transformation – The breakthrough transforms one’s mental or physical world in a generative way.
Dr. David Perkins: Archimedes’ Bathtub – The Art and Logic
of Breakthrough Thinking - Norton & Company 2000
Performance and Thinking
37
Creative Thinking Skills - Agenda
A. Performance and Thinking
Ideation
B. Select Goal and Success Criteria1. Big Picture
C. Generate Ideas
2. Brainstorming
3. Mind Mapping
4. Word Associations
5. Imaginary Brainstorming
D. Select Ideas
6. Morphological Box
E. Implement Ideas
38
To Learn More
Creativity Tools
Memory Jogger
www.goalqpc.com
Select Goal and Success Criteria
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Provide participants a chance to document what's really happening and to question if the current picture is accurate.
Visual work objects (flipcharts etc) also provide a neutral place for the participants to look and, importantly, break eye-to-eye contact.
People are far more likely to move into an unproductive argument if they're making a lot of eye contact and intent on protecting their position and status.
A quick example might be the difference in a traveling couple who is lost with a map and one without a map. Without the map, bicker bicker. With the map, "Let's see, where are we?"
Select Goal and Success Criteria
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1. Big Picture: Problem Reformulation
1a. State the problem as an opportunity in terms of the improvement statement and goal:
How can we open and run a profitable, retail cookie shop at the Earhart Terminal?
1b. Discuss and document this initiative's scoreboard; success as measured by:
$1.0M revenue for first year; good reputation as measured by comments and repeat customers.
1c. On a flipcharts document the opportunity as part of a system. This step’s purpose is to feed a deep dialogue about the opportunity and anything and everything that might be related to the opportunity.
Select Goal and Success Criteria
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2. Scoreboard:
Quality
complaints on fewer than 5% orders
measurable improvement on 75% of our processes
Cost
operating at or below operating expense plans
Current Programs
supporting 15 programs as outlined in 2001 strategic plan
New Programs
supporting 2 new programs per half year as outlined in 2001 strategic plan
Employee Morale
employee turnover less than 10% per year
Select Goal and Success Criteria
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3. Develop a picture of system surrounding your opportunity
On a flipcharts document the opportunity as part of a system. This step’s purpose is to feed a deep dialogue about the opportunity and anything and everything that might be related to the opportunity. Simple Example:
Discuss the ways in which each component affects the system and the opportunity’s goals. Label each component and/or relationship with text on the line that connects the items.
Big Picture
43
3. Develop a picture of system surrounding your opportunity
On a flipcharts document the opportunity as part of a system. This step’s purpose is to feed a deep dialogue about the opportunity and anything and everything that might be related to the opportunity. Simple Example:
Discuss the ways in which each component affects the system and the opportunity’s goals. Label each component and/or relationship with text on the line that connects the items.
Big Picture
44
3. Develop a picture of system surrounding your opportunity:
Example: Value chain of a loan process
Supplie rs
•Federal
Reserve
•protection
services
•check data
processors
•credit card
holding
companies
•other banks
•protect
money
Inputs
•bil ls and
coins
•protection
•account
services
Your
Processes
•process
loans
•protect
money
•provide
change
•account
maintenance
Outputs
•loans
•account
statements
•credit
Internal
Customers
•tellers
•data
processors
•bank
managers
External
Customers
•home buyers
•business
owners
•other banks
•savers
Big Picture
45
3. Develop a picture of system surrounding your opportunity:
Example: Scenario planning – four possible futures
Big Picture
46
Creative Thinking Skills - Agenda
A. Performance and Thinking
B. Select Goal and Success Criteria
1. Big Picture
C. Generate Ideas2. Brainstorming
3. Mind Mapping
4. Word Associations
5. Imaginary Brainstorming
D. Select Ideas
6. Morphological Box
E. Implement Ideas
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a. Clarify the topic and process.
b. Generate ideas. Use Post Its; one idea per sheet, large writing.
Give each member 5 minutes alone to work quietly.
Brainstorming
48
c. Clarify ideas, each person presents one of their
ideas at a time. Promote and provoke dialogue
Brainstorming
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3. Generate Ideas - Mind Mapping
Brainstorming - Mind Mapping
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4. Generate Ideas - Word Associations
Brainstorming – Word Associations
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5. Generate Ideas - Imaginary Brainstorming
Brainstorming – Imaginary Brainstorming
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.
Prefrontal cortex – site of intelligent brain activity and
“executive functioning”
Brainstorming – Inside the Box
53
.
Axons exchange information (chemical/electrical) to
generate new ideas (dendrites)
Questions (dialogue tools) provoke this learning.
Brainstorming – Inside the Box
54
Thinking is a Skill: One can consider a five step structure that describes breakthrough thinking:
1.Long search – Breakthrough thinking characteristically requires a long search
2. Little apparent progress – A typical breakthrough arrives after little or no apparent progress.
3. Precipitating event – The typical breakthrough begins with a precipitating event. Some times external circumstances cue this moment.
4. Cognitive snap – The breakthrough comes rapidly, kind of falling into place, a cognitive snap. Not much time separates the precipitating event from the solution even if details remain to be checked.
5. Transformation – The breakthrough transforms one’s mental or physical world in a generative way.
Dr. David Perkins: Archimedes’ Bathtub – The Art and Logic
of Breakthrough Thinking - Norton & Company 2000
Performance and Thinking
55
Dr. Edward De Bono and David Perkins “cognitive snaps”
Brainstorming – Inside the Box
56
Role of Tools
Three Kinds of Decisions and Behaviors
• Intelligent
• Emotional
• Instinctive
When people are stressed they most often default to emotion or instinctive behaviors and often making decisions they later regret.
The trick is to keep the interaction intelligent
Using effective thinking processes help keep people thinking less emotionally and more intelligently.
Brainstorming – Inside the Box
Affinity DiagramBenchmarkingBig Picture – Heuristic RedefinitionBrainstormingBusiness Environment AnalysisCause/Effect DiagramCharterCreative Thinking SkillsCross Functional Process MapCulture and BehaviorsCustomer ResearchDecision MatrixFive Dysfunctions of a TeamForce Field DiagramGantt Chart Great Team TraitsImpact/Ease DiagramImprovement ProcessInterrelationship DigraphKano ModelLeading ChangeMeeting ProcessMoments of Truth
“Brainstorming” - Some of the Options
Multivoting
Need a Team?
P/R Measurements
Pareto Diagram
Process Decision Program Chart
Process Flow Chart
Prioritizing Process
Purpose, Vision, Goals, Strategies & Plans
Relationship Diagram
Relationship Strategies
Scoreboard
Show Me the Money – Cost Benefit Analysis
Show Me the Money – Continued
Six Thinking Hats (de Bono)
Smart Criteria
Stage Theory - Stages of Team Growth
Storyboard
Systematic Diagram - Tree Diagram
Value Chain
Waste Search
Workflow Diagram
Work Room Set up
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Creative Thinking Skills - Agenda
A. Performance and Thinking
Ideation
B. Select Goal and Success Criteria
1. Big Picture
C. Generate Ideas
2. Brainstorming
3. Mind Mapping
4. Word Associations
5. Imaginary Brainstorming
D. Select Ideas 6. Morphological Box
E. Implement Ideas
59
Selecting Ideas
60
Impact Ease Diagram
Selecting Ideas
61
Options Quality Cost Deliv Innov Support $ Total
Loan
Request
Process
3 2 3 1 2 1 12
Loan
Review
Process
3 4 5 1 3 1 17
Credit
Check
Process
5 6 1 4 4 3 22
Decision Matrix
Selecting Ideas
62
Interrelationship
Digraph
MJII p.
Selecting Ideas
63
Morphological Box
Selecting Ideas
64
Creative Thinking Skills - Agenda
A. Performance and Thinking
Ideation
B. Select Goal and Success Criteria
1. Big Picture
C. Generate Ideas
2. Brainstorming
3. Mind Mapping
4. Word Associations
5. Imaginary Brainstorming
D. Select Ideas
6. Morphological Box
E. Implement Ideas
65
Thinking Skills for Improvement & Innovation
Good Thinking Curriculum
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Performance and Thinking
66
Thinking Skills for Improvement & Innovation
Good Thinking Curriculum
\
Performance and Thinking
67
Thinking is a Skill
Performance and Thinking
68
Cooperative Support
Effective
Decision
+
+
-
-
Collaborate
Collaboration
69
Participants have options regarding how they behave in meetings:
Avoid
Accommodate
Compromise
Compete
We’d prefer
Collaborate
Collaboration
70
Cooperative Support
Effective
Decision
+
+
-
-
Compete
AvoidAccommodate
Collaborate
Compromise
Collaboration
71
Thinking is a Skill
Why do others behave in
Different ways?
What happens when the
behaviors are quite
different, and defensive?
Performance and Thinking
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Collaboration Tips – “operating system”
Conflict “DNA”: [thinking]
I AM my idea…….
Or
My idea is only a
current option….
.
Collaboration
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conflict: discovery of different points of view.
.
Collaboration
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conflict: discovery of different points of view
Collaboration
75
Collaboration Tips – “operating system”
Conflict “DNA”: [thinking]
I AM my idea…….
Or
My idea is only a
current option….
.
Collaboration
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.
Collaboration
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Behavior and Thinking Options
Cooperative Support
Effective
Decision
+
+
-
-
Compete
Avoid Accommodate
Collaborate
Compromise
Low ability to
handle conflict
High ability to
handle conflict
Collaboration
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Collaboration Tips – “operating system”
Conflict “DNA”: [thinking]
Unproductive conflict is all about interpersonal
defense
Productive conflict is all about uncovering
options.
.
Collaboration
79
Collaboration Tips:
Dialogue is a conversation that generates new
knowledge.
Dialogue is a catalyst for learning.
Collaboration Skills
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We have options regarding how we work in meetings:
Cooperative Support
Effective
Decision
+
+
-
-
Compete
AvoidAccommodate
Collaborate
Compromise
Dialogue
Collaboration Skills
81
Imagine a meeting of a dozen people in an office
conference room.
They are seated around a boardroom table.
The group’s meeting method is what I like to call the
BOPSAT—Bunch Of People Sitting Around Talking.
More precisely, people take turns talking.
Michael Schrage - advisor to the Massachusetts Institute of
Technology’s (MIT) Security Studies Program
Collaboration Skills
82
Treasure
Collaboration Skills
83
As Schrage describes it, “When someone talks, he is
the focus of discussion. People look at him. People
react to what he says and how he looks.
The meeting is a carousel of egos, each grasping for
the brass ring of attention. The group does nothing.”
Collaboration Skills
84
“Everything about the design of the meeting
encourages individuals to make their points, not the
group to create a shared understanding. . . .
Collaboration Skills
85
There’s nothing in the ecology of meetings that
encourages collaborative creativity, problem solving,
or decision making.”
What’s missing from the ecology of a BOPSAT
meeting is shared space.
Michael Schrage - advisor to the Massachusetts Institute of
Technology’s (MIT) Security Studies Program
Collaboration Skills
86
Collaboration Skills
87
Collaboration Skills
88
Collaboration Skills
89
Thinking Skills for Improvement & Innovation
Good Thinking Curriculum
\
Performance and Thinking
90
Presentation Takeaways
1. Performance is driven by thinking.
2. Thinking as a skill is flexible and improvable.
3. Thinking can occur accidentally or deliberately.
4. Improved thinking can be guided by effective tools.
5. Creative thinking is not enough. Implementation is required to realize the benefits.
Creative Thinking Skills
91
Next Steps:
1. Select a business goal that needs attention.
2. Identify the behaviors, decisions, and ideas that you would prefer to see.
3. What thinking approach and style would produce the preferred ideas, behaviors and decisions that would deliver the business goal you seek?
4. Then find a resource to help you learn to think that way.
Collaboration SkillsImplementation
92
Plan for your successful implementation of this new thinking.
“Leadership is not about what you know…
It’s about what you do with what you know.”James Belasco
Q & A
Creative Thinking Skills
Resources
Web: www.johncanfield.comVideos: www.YouTube.com/canfieldgoodthinking
Newsletter: www.goodthinkingseries.com
Books: www.amazon.com
JOHN CANFIELD
+1.616.283.5588