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TRANSCRIPT
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Welcome!Take a seat &
introduce yourself
to the people at
your table.
Share – trials &
tribulations about
recognizing and
developing
innovators in your
organization.
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Relate your thinking preferences to innovation
results
Learning Outcomes
Examine how to use FourSight to recognize
and develop innovators
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78% of college-educated workers over 25 wish
they had more creative ability.
Some Facts
94% hiring managers consider creativity when
hiring job candidates – creative applicants are
preferred 5-to-1
Globally, CEOs identify creativity as the #1
leadership quality needed for success
Yet, when asked… most people don’t think they
are creative
Sources: Seeking Creative Candidates: Hiring for the Future, Adobe. September 2014. | IBM 2010 Global CEO study;
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Creativity powers innovation
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The way you prefer to think
impacts the way
you use creativity
to solve challenges
and engage
in innovation
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With awareness of these
preferences,
you can
manage and
engage in
innovation
much more
effectively.
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Essential Questions:
Who am I?
Who are you?
How might we
work better together
when we
solve challenges and
engage in innovation?
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TE
How do you approach a
challenge?Discover your Thinking Profile…
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The creative process
Clarify the
Challenge
Generate
Ideas
Develop
Solutions
Implement
Action
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Creativity
novelty that’s valuable
Innovation
the implementation of creativity, often requiring
multiple skills sets (i.e. a team or organization)
FourSight Framework
a 4-stage creative process that calls on creativity to produce
innovation
Defining our terms…
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FourSight Thinking Profile
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Preference does not equal ability
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Strong preferences
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The pull of preference
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• Gain self mastery
• Grow empathy & respect
• Leverage diversity
• Build better teams
• Improve performance
Awareness helps
• Creative thinking is universal
• Steps have unique mental skills
• Thinking preferences
• Gain and lose energy
Research shows
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Know your mind
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A challenge
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Your team
Please form teams of 5 - 7 people
Each team needs
• 1 FourSight box
• A place to work comfortably and away
from others
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• Everything you need to
accomplish this challenge is
in this box.
• You have 12 minutes.
• Be ready to comment on
what happened.
The challenge
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Time’s up!
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We could have
been better at…
At your table…
Here’s what
we did well…
Focusing on the process,
not the product
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Interpretive Guide
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Understanding your graph
25
20
15
Low Preference
30
35
40
Peak Preference
45
IDEATOR DEVELOPER IMPLEMENTORCLARIFIER
34
42 Peak
Preferences
Low
Preference
Neutral Zone
28
39
Neutral
Preference
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Clarifiers
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So, what’s a Clarifier?
• Clarifies the problem
• Gathers information
• Looks at details
• Not quick to move to solutions
• Wants to address the right problem
• May over analyze & not move forward
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Ideators
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So, what’s an Ideator?
• Looks at the big picture
• Plays with possibilities
• Stretches the imagination
• Takes an intuitive approach
• Thinks in more global terms
• May overlook the details
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Developers
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So, what’s a Developer?
• Examines the pluses and
minuses of an idea
• Analyzes and compares
potential solutions
• Puts together workable solutions
• Plans steps to implement an idea
• May get stuck in developing the
perfect solution
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Implementers
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So, what’s an Implementer?
• Gives structure to ideas
• Brings ideas come to fruition
• Focuses on workable solutions
• Takes the “Nike”
approach (Just do it!)
• May leap to action too quickly
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So, what’s an Integrator?
• Easily relates to each preference
• Even energy across four preferences
• Concerned about group harmony
• Bridges style differences and plugs gaps
• May lose own voice by pleasing others
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Multiple preferences
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Style differences
• Find a partner
• Share styles
• Identify differences, similarities
• Discuss how this might impact
your working relationship
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The way you prefer to think
impacts the way
you use creativity
to solve challenges
and engage
in innovation
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With awareness of these preferences,
and how they contribute
to innovation,
you can
manage and
engage in
innovation
much more effectively.
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So, what does this mean to recognizing &
developing innovators?
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Group
Profile
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Team
Report
Date: Jul 29, 2014
Participants: 7
Ask
Look at your team graph. What do you notice? What, if anything, is
surprising? Where does this team need to pay deliberate attention so they
can succeed? Think of a project or challenge this team has recently been
engaged in. Describe how the team approached the project using the team
profile as a guide.
Innovative TeamOrganization: Innovative Team
FourSight Team Profile
FourSight Team Profile The chart above show s the high and low preference expressed by your
team. Note that the numbers in each bar of the chart w ill generally not add up to the total number of
people on your team. The chart only reflects team members w ith high or low preferences in each
area.
©2014 FourSight | FourSightOnline.com
®
®
High Preference
Low Preference
CLARIFY IDEATE DEVELOP IMPLEMENT
4
3
2
1
0
4
3
2
1
0
1 2 1 2
4 2 1
Juan Alvarez
Damon Miller
Elaine Cassidy
Kate Murdock-ideator
Tony Martin
Damon Miller
Kate Murdock-ideator
Amy Satori
Juan Alvarez
Amy Satori
Elaine Cassidy
Tony Martin
Juan Alvarez
1 INTEGRATOR ∴ Maya Russo
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FourSight
frameworkClarify
Ideate
Develop
Implement
FourSight model: D. Nielsen and S. Thurber
2011, based on G. Puccio and B. Miller 2003
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Taking it forward
What was most interesting
or useful for you today?
Liked?
Learned?
Surprised?
How might
you apply it?
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You can now access your results online.
Go to https://foursightonline.com/
Learn more
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In the top right side of the screen, you’ll see a
grey and white button – Members. Click it.
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On the next screen, enter your email address.
Use the email you entered when you originally
completed the FourSight online Assessment.
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You’ll see the Dashboard for FourSight Online.
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From your Dashboard, you can access
Your Thinking Profile and download a copy for yourself.
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Learn some new things about how you uniquely
contribute your creativity to power innovation.
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Thank you!
Let’s stay in touch.