studio guide

8/8/2019 Studio Guide

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Innovation is Organic. Innovation is Messy.Innovation is not explained by one easy answer.

Innovation is People.

Individuals. Teams.Organizations. It can be

surprisingly high-touch and

low-tech. Innovation is about

ideas. And ideas begin with

individuals. Teams help shape

ideas, and organizations deliver

ideas to the marketplace.

Innovation is Inspiring. Innovation is Scary.

Innovation is Unavoidable.

Innovation is the promise of a better future inextricablytied to the heavy weight of potential failure.

Innovation is personal, emotional and aspirational.

Just when we know what innovation means

today, we must go back to the drawing board

and ask, What is innovation tomorrow?

Innovation is what you do and how you learn, adapt and create.

Our actions and the promise of innovation drive ourdesire to develop unique outputs.e Innovators

Studio leverages the emotional, practical and

behavioral dynamics of innovation.

Innovation is inspired

by and demonstrated

through life every day.

e Innovators Studio uses life

experience as the canvas from

which thoughts, insights and

ideas begin, change and mature.


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Studio Guide.The Innovators Studio.

Welcome to

Innovation is


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What is this book?

is is your guide to the Innovators Studio.

Like any good guidebook, weve aimed to make it easy to use,enjoyable to read, and worth your time.

e guide is divided into two sections. e first section helps youglean insights from the Studio experience. e second sectionprovides you with background information and context.

With a limited amount of time to spend in the Innovators Studio,

youre hard pressed to see everything so we dont suggest thatyou try. Instead, focus on taking a deep-dive approach to 3-4experiences. e following pages guide you in finding and exploringthe destinations that are the most relevant, interesting and valuableto you.


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How to use this guide.

Each destination is represented by a unique icon.is iconappears at the destination within the Studio and alongside itsdescription in this guide. Match the icons in the Studio to theiraccompanying guidebook entries to navigate your way throughthe Innovators Studio.


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Birdwatching

ink Caf

Confessional Booth

Paint-by-Numbers

Voices of Innovation

MMMMMachines

ID

Human Library

Each experience is relevant to our5M Model of Systemic Innovation.To help you make connections to

the 5Ms, this guide facilitates yourobservation and insight gathering viaquestions, prompts and tangentialthoughts to consider in the momentand afterwards.

e Look at more stuff and ink


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The 5M Model of Systemic Innovation.

e 5M Model defines the domains which impact systemic innovation.ese are the parts and pieces large and small which contributeto innovation at work. Mood. Mindset. Mechanisms. Measurement.Momentum.e 5Ms are an interconnected, comprehensive frameworkfor understanding innovation at your organization.

Mood

Mindset


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e attitudes, feelings and emotions thataffect creative thinking. Mood is the climate

for innovation. Its the mindspace wherepeople work; the mental environments inwhich people operate and collaborate.

e intellectual foundation of creativity the personality traits, behaviors and overallbrainpower that affect innovation. Mindset is anindividuals or organizations baseline capacity interms of aptitude and skill sets for creative thinking.

e tools and processes of innovation at work including the actions taken to generate large

quantities of ideas. From idea formation throughmarketplace execution mechanisms focus on the


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LAMSTAIH [lamsti]

LAMSTAIH is Look at more stuff. ink about it harder. smIts our philosophy of creativity and thus innovation.

Creativity asks, What if? in order to examine realities and revealpossibilities. Its about looking at what is and seeing whats next.

And without creativity, innovation doesnt exist.


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Go.Create. Explore. Interact. ink. Play. Ask. Be. Observe. Confess. Defy.Contribute. Discuss. Argue. Inspire. Draw. Lie. Challenge. Fail. Value failing.Demand. Require. Inquire. Curl it. Straighten it. Lose it. Necessitate.Interrogate. Die a little inside. Resurrect. Relax. Rebel. Doubt. Spill thebeans. Empathize. Triumph. Wonder. Transform. Inform. Perform. Shakeyour groove thing. Question. Refute. Answer. Exaggerate. Hook. Confirm.Case. Deny. Offer. Request. Put out the vibe. Plead. Eye-ball. Connect.

Solve Fall short Decipher Focus React Risk Respond Translate Get Lost


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Birdwatching.Any ornithologist will tell you that observation is a discipline thatrequires skill, patience and practice. When we look at more stuff, weuse critical observation skills as guidelines for exploring and learning

from anything and everything around us. en, we find ways tocross-apply the knowledge we gain to develop ideas. Using binoculars,

Observe life around Columbus Circle

through the binoculars. Stick with it forlonger than feels natural or casual.Allow your mind and eyes to wander.

Look at more stuff.


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Were any of these observations on your list:

traffic as a bloodstream

the aesthetics of curves

relative proportion

the value of place names

oases

the comparative visibility of colors

the continuity of American HistoryFrederick Olmsted

the nature of intersections

the relationship of commerce and nature


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What we call binocularsis technically a binocular

telescope. Mounting two

What do you spend time looking at and why?

ink about it harder.


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What lenses do you use to look at your own business?What lenses are you neglecting?

How do you manufactureinspiration when you dontfeel inspired?


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How do you build a culture of curiosity? What behaviorssupport this culture?


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Based on their placement, humaneyes provide up to a 180 degreefield of view. Some birds have a full360 degree field of view. It is with

that spirit of reaching a birds full


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Think Caf.

Pick someone you have never met and become an intellectualgourmet. Start with simple questions to whet your appetiteand then move on to several courses of fierce conversationaround innovation.

Look at more stuff.


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Having a conversation with a stranger is asmall risk that may reap a large reward.

What are the small risks you can take tospark innovation?

Risk comes in all sizes.


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e value of this experience is unique to every conversation.Lather. Rinse. Repeat.


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Less than two miles away is perhaps the most

celebrated table since the Last Supper: the


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Confessional Booth.

Examination and analysis are key to sustaining an innovativeculture. Escape to the confessional booths to privately record yourreflections on your experience in the Innovators Studio. Dont beshy and dont be shiny (use some powder why dont ya?).

Look at more stuff.

Physical environments impact the conversation.

How did you feel upon entering the booth?


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What encourages you to reveal your true feelings?

Did you tell the truth, the whole truth and nothing but the truth?


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Innovation efforts are only as successful as theinformation that feeds them.

Whatinformationare yougathering?

Is the way you are gathering informationfrom customers, employees, suppliers,et al. telling the full story?


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What can youpoint to withinyour organizationthat tells yourinnovation story?

What values, symbols and ritualscreate momentum for innovationat your organization?


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Innovation can often feel like a game of hide and seek.

Where is innovation hiding within your organization?

As a leader, how do you call it out?


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Paint-by-Numbers.

By nature, innovation is not a solitary pursuit. Many people arerequired to transform an opportunity into an innovation. Graba brush and contribute to a work of art in the middle of theInnovators Studio.

Look at more stuff.

Whos too proud to paint and why?

How does it feel to not be a part of the vision

Does anyone else see the irony here?


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What Was Your Role?

A ) Creative Catalyst

B ) Creative Skeptic

C ) Creative Supporter

D ) Creative Static

What motivated you to contribute (or not)?



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How can you empower more people at yourcompany to engage in the creative process?

H d k h th ti i ?


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How do you make innovation manageable?

When is innovation creativity and when is creativity innovation?

Are they unrelated or soul sisters?


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Voices of Innovation.

eres something about a vintage red phone. An artifactfrom a simpler time. A time before email. Before textmessaging. Before Blackberries. Before Caller ID. Can youimagine answering a call without knowing who is on theother end?

Look at more stuff.

Whos on the

other end of yourh l

Whos on your personal

board of directors to helpdd h h


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Have you ever purposely sought the opinion of someone

diametrically opposed to your own point of view?

How wide is your world?

Who provides you with loyal opposition the devilsadvocacy that constructively challenges your assumptions?


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I spoke with:

from:

about:


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MMMMMachines.

Inspiration can be found in small doses and unexpectedplaces. Like an innovation automat, the MMMMMachinesvend thought-provoking insights around the 5M Model ofSystemic Innovation. Wield the robotic claw to collect up to fiveperspectives on the topic of innovation. Remember, its not thesize of your inspiration, its how you use it.

Look at more stuff.

Where do you go for smalldoses of innovation inspiration?


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What regularly inspires you?

What is in your vending machine?

People just love vendingmachines. And the stuffin them. Since 1978, morethan 50 people have been

h d hil t i t


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What are your patterns of behavior around innovation?

What do you think is expected of you when it comes to innovation?



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Talk about total immersion. In 2005, a three-year-old in Indianaclimbed into a claw vending machine at a Wal-Mart. e firedepartment freed him unharmed. Look At More Stuff is notwithout its perils. Please stay inspired within reason!


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What can you point to in your organization thatsays, e innovation process is important to us.

Whats your most recent yet unlikely source of inspiration?


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How will you know if you have succeededat innovation, either as an individual or asan organization?

Where is the finish line?


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ID.

Innovation in organizations is dependent upon the individualswho drive it. How professional and personal identities merge,collide, advance and contradict each other affects innovation.Take a seat in one of our screening areas to explore the nature ofidentity with filmmaker Josh Weinstein.

Look at more stuff.

e complexity of identity is akin tolooking in the mirror and being ableto accurately describe the differencebetween who you are and how others

i Of h l i i h

I h i i b h b li d h b h ?


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Is there an inconsistency between what you believe and how you behave?


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Creative identity is as much about eliminatingobstacles to creativity as playing to your individualstrengths in collaborative situations.

What is your role in the creative process?

Creativity and innovation are nourished by awareness ofself-identity. Particularly important is a leaders self-concept

of identity and its role in shaping effective followership.


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How are your leadership behaviors communicatingthe role of innovation within your company?


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Are theremechanisms inplace within yourorganization thatdevelop identity

awareness?

Do individuals in your organization have thetools to minimize their obstacles to creativityand maximize their strengths?

Are rewards and recognition tied to this process?

How is your self concept of identity


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How is your self-concept of identityimpacting those that follow your lead?How do you develop skills to maximize

the positive effect this self-concept hason your followers?


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Human Library.

I know youve checked out someone at a bar, but have you everchecked out someone at the library? Heres your chance. Instead ofbooks, our collection is people. Check out a person and expandyour knowledge of innovation from a unique point of view.Be careful these books talk back.

Why did you choose the person you chose?

Look at more stuff.


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Whats the advantage of making a topic personal?


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What are your organizational avenues forsoliciting alternative perspectives?

How alive or personal is the topic of innovation withinyour organization?


Plays quest to look at more


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Play s quest to look at morestuffled us to the city libraryin Malmo, Sweden, wherewe adopted the idea of thehuman library. Curiousvisitors in Malmo can checkout living people for a 45-minute chat in a projectmeant to confront prejudices

and promote understanding.e people available to bechecked out include a gypsy,a blind man, a journalist,and an animal rights activist.e ability to incorporate

alternative perspectivesinto the creative process isan essential ingredient forinnovation. And it comes withno late fees.

Conversations provideheightened moments forlearning. Where are your

conversations aroundinnovation taking place,and with whom?

O ti


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Once upon a time

Indulge in an innovation story to appreciate the 5Ms ina new context. David Stanley and Tony Stewart, Playsillustrators extraordinaire, bring your thoughts to life visually.Read. React. Contribute.

Making a learning process fun increasescomprehension and encourages engagement.

From HR policies to regulatory procedures,there are most always a variety of learningmechanisms in place: actor-driven trainingvideos, stat-heavy annual reports, warmed-over corporate newsletters, etc. Innovation isanother organizational topic which begs to be

Look at more stuff

.


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Innovation plays out differently in each organization. Its nota cookie-cutter endeavor. Whats your brand of innovation?

Cultural anthropology reinforces the value of oraltraditions and the impact of storytelling. A goodstory provides personality, context, continuityand most importantly, a strong point of view.


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Once upon a time, literary masterpiecessuch ase Odyssey and Beowulfwere born,consisting largely of text improvised during

How does the story of the 5Ms play out at your organization?


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Mood

Mindset

Mechanisms

Metalmorphosis


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Metalmorphosis.

See beyond the obvious with a fresh eye. Located just outside of theInnovators Studio in the Atrium, sculptor Sophie Marsham leads youthrough an exercise in reinvention. Create something beautiful fromdiscarded utilitarian objects.

Look at more stuff.

One mans trash is another mans treasure.For you, what separates the ordinary from the extraordinary?

H d h l f hi k ff f ll b i ?


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What are the conditionsthat encourage you to

open your eyes, changeyour mind or experiencesomething with a freshperspective?

How does the scale of this work affect your sense of collaboration?

What in your organization is worth reclaiming


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What in your organization is worth reclaimingor repurposing for the sake of innovation?

How are people invited orexpected to contribute?


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Is innovation visible on a large scale in your organization?

What are the implicit assumptions or unspoken rules of thumb thatlimit collaboration or the ability to think untraditionally, both for youas an individual and for your organization as a whole?

Who determines themand how are they

LEAF assessment


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LEAF assessment.

In contrast to popular knowledge, creativity isnt just about the softstuff. If you havent already, take an online assessment developed byPlay in partnership with the Center for Leadership Studies at SUNYBinghamton in order to see where you stand quantitatively. Youllreceive your scores after the conference.

When you dissect innovation, whats exposed on the table?

What tools are you using to measurethe elements of innovation? Are youonly looking at traditional financial

Look at more stuff.


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Are you fully considering the cultural aspects that drive innovation?

Measuring creativity andinnovation represents a newfrontier in academic research. LEAFis a pioneering instrument thatis revealing the roles, drivers and

relationships that affect individualand organizational creativity byintroducing correlations that havenot been previously measured.



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In your pursuit of innovation,are you leveraging the innovativescience of measuring creativityand innovation?

How are you gauging and leveraging the underlyingfeelings and emotions that impact individuals andgroups of people in their efforts to be creative andinnovative at work?


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What resources do you useto monitor and improve the

thinking styles of people inyour organization?

How are you managingelements that affect theirpractice of creativity?


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What is your organizational reading on the idea barometer?Is your needle pointing towards idea execution,

idea generation or a full-on marketplace of ideas?Whats the climate for creating great ideas?


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Can you articulate the indicators and success criteria for innovation?


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For those who want to know more.


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If maneuvering the ins and outs of innovation leaves you scratching your head

and thinking, I still dont get it, heres the model for you. Its simply elegant;elegantly simple.

e 5M Model of Systemic Innovation summarizes the disparate yet conjoinedelements of innovation. Each M stands on its own as a focused area of

influence. However, each M also is affected by the happenings of the other Ms.Measurement impacts mechanisms, mindset impacts mood, measurementimpacts mood, and so on.

Each M applies to innovation at both an individual and organizational level.

For example, one can talk about an individuals mood for innovation and theorganizational mood for innovation, an individuals mindset for innovation andan organizational mindset for innovation you get the idea.

On the following pages, you will find an in-depth explanation of each ofthe 5Ms to continue to strengthen your understanding of the individual

Mood.


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Definition.

e attitudes, feelings and emotions that affect creative thinking.Mood is the climate for innovation. Its the mindspace where peoplework, the mental environments in which people operate andcollaborate.

Mood is composed of the underlying feelings and emotions that


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impact individuals and groups of people. ink of what you knowmood to mean in laymans terms now compare the mood at a

barbeque with the mood of a funeral. Very distinct from each other.Mood in an organization is often thought of as culture however,mood is slightly different. Its much more momentary and thusmutable. Like meteorological climate, organizational mood canchange on a daily basis. However, unlike the weather, any individual

has the power to change the mood with the smallest of actions.

Mood relates to the tangible and intangible elements of a companysatmosphere that affect the practice of innovation at work. Mood isshown in how people talk to each another. How they dress at work.

e stories they tell. Its shown in how they understand their roles andresponsibilities. Its their trust in the companys stand on innovation.We talk about it a lot, but I dont see anything really being done tochange things. Its what they perceive to be possible.

An appropriate mood for innovation at an organization


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Blue jean authenticity.

Open like a door.

A cerebral

70 and sunny.

Play case story.


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In October of 2006, Play led a group of consumer product designers,

marketers, product managers and vice presidents through a three-day session focused on developing new products for spring 08.Going into the session, two messages from senior leaders were clearto participants: 1. You are the most creative people in the entirecompany. 2. You need to focus on product. ey were left to wonder

about the purpose of these sessions. Should they strive for big ideas orjust incremental adjustments?

e group arrived with this question in mind and felt enormouspressure.e mood for innovation was paralyzed. Twenty minutes

into the session, we changed the mood through an unlikely source:drums. irty-five people sat in a circle, beating in unison, smiling atone another, listening to each other, learning about rhythm, voice andcourage and increased their mood for innovation.

Mindset.


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Definition.

e intellectual foundation of creativity the personality traits,behaviors and overall brainpower that affect innovation. Mindset isan individuals or organizations baseline capacity in terms of aptitudeand skill sets for creative thinking.

Mindset captures the thinking styles of an organizations people thataffect their practice of creativity Without a creative mindset an


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affect their practice of creativity. Without a creative mindset, anorganization struggles to sow the seeds of innovation. For individuals,

mindset is another example of the timeless question of nature versusnurture. Either you got it or you dont. Are you creative? When youstart a creative task, do you think youll complete it?

Mindset is first and foremost related to a persons own thoughts

about his or her creativity. Im not a creative person. Its how theythink about their own creativity at work. I am an accountant Imnot supposed to be creative at work. In order to exercise creativityand then innovation to your fullest potential, you must think that youare a creative person, and have a strong creative identity.

So what then makes one person seem more creative than another?Everyone approaches problem-solving with a certain degree ofestablished preferences in the way he or she arrives at a solution.ese propensities serve as potential limitations to thinking, orenablers of thinking, that impact the idea generation process and

Here are four ways for individuals and organizations to increasecreative thinking: change perspective confusion tolerance skinned


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creative thinking: change perspective, confusion tolerance, skinnedknees, and passion.

Change perspectivee ability to seek out and incorporate diverse points of view,situations and insights into your business issues

Confusion toleranceComfort with ambiguity the ability to suspend the need for afinal solution in favor of generating ideas

Skinned kneese willingness and ability to take risks when generating ideas

Passion

e extent to which you are your true and complete self at work

Measured through LEAF.


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Does your organization have each employees mindset working

towards innovation? Does your organization encourage employees tobe their whole selves at work or must you check your personal life atthe door and slip into the formality of your role?ink carefully aboutthis. In a recent survey, only 21% of the employees in one organizationreported that they frequently or almost always felt encouraged by the

organization to be their whole selves at work, or more than just theirformal role.

Play case story.

Whats one of the best ways to influence the thinkers and leadersof tomorrows business world? While theyre still learning. B-school.In the fall of 2006, Play unveiled its first business school course,Creativity and Innovation, at the University of Richmonds Robins

Mechanisms.


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Definition.

e tools and processes of innovation at work including the actionstaken to generate large quantities of ideas. From idea formationthrough marketplace execution, mechanisms focus on the how ofinnovation.

Mechanisms are the actions of creativity. How companies exploreopportunities. How people generate ideas from incrementaladjustments to game-changing reinventions. Mechanisms alsoinclude the processes to ensure that an idea moves into development


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Plays core philosophy of creativity, LAMSTAIH, summarizes our basicapproach to how an individual, a team of people, and an organizationcan generate ideas. Look at more stuff. ink about it harder. Onlythrough interesting sources of inspiration can new ideas arise.LAMSTAIH demands that you look outside of your current view to

Stock market of ideas.

Lucy and Ethyls

conveyor belt.

Rethought recognition.



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We measured one organizations culture for LAMSTAIH recently. 97%of employees organization-wide indicated that this practice did notoccur frequently in their organization. Interestingly, 35% of thesesame employees reported that they themselves will very frequentlyif not always scan the environment for work-related ideas. Imagine

if this organization could develop mechanisms to push employeesLAMSTAIH practices beyond their current, standard surveillance ofthe competition?


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Play case story.

is fall, Play helped the United States Olympic Committee andits partners think about how the Olympic movement will remain

Power of One Degree.

Prolific like a 1950s Catholic.

Temporary lapses of realism.

Measurement.


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Definition.

e indicators and success criteria for innovation. Measurement is a toolfor learning that leverages both qualitative and quantitative measures ofinnovation performance to provide the individual and the organizationwith critical feedback.

Innovation goals are often tricky to define. Unless youre one of the


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few organizations that sets innovation goals as literal as securing

twenty new patents in one year, youre likely to have more ambiguousgoals related to innovation. So how then does one measureinnovation with these types of goals and success criteria?e answer: its difficult. But possible.

Measurement allows you to check the rear-view mirror and see whereyouve been. It provides the vehicle for knowledge, improvementand fulfillment. And idea-capturing processes. Qualitative andquantitative. Both are valuable. Blogs, for instance, can be awonderful measure of the creative stretch occurring in the minds ofemployees, or of the places visited in efforts to LAMSTAIH. Traditional

measurement tools, such as surveys, also allow for the creative processto be measured and monitored.

Individuals and organizations alike can measure for more creativityand innovation. For individuals, measuring their own creativity is a


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Risks Batted In.

Measure the measurement.

But measure differently.

Revolutions Per M.

Square like a nip chee.

Failure Frequency.

Play case story.


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In the fall of 2002, Play partnered with the Center for Leadership Studies

at SUNY Binghamtons School of Management to create LEAF, an onlineassessment of an individuals and an organizations relationship tocreativity. e assessment was designed to bring clarity and quantifiabledata to the often hazy subject of creativity and innovation in business.In its four years of existence, thousands of business executives have

taken LEAF. Were changing the world of creativity through data.

With the LEAF assessment as a tool to inform the innovation process,weve been able to uncover the perceived and real barriers to creativitywithin organizations trying to be more innovative. For one of ourFORTUNE 250 clients, we customized the LEAF tool to assess a sample ofthe organization, as well as the entire leadership of the organization.edata from these two populations revealed areas of disconnect betweenthe message of creativity as it was translated between the leadership andthe general workforce. It was also used to highlight the gap between theleaderships perception of their own creativity, and the organizations

Momentum.


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Definition.

e rituals, spaces and conversations that keep innovation andcreativity alive and relevant. Momentum is the active inspiration andpurposeful championing of innovation to create a self-reinforcingcycle for fostering and growing innovation.

Who is often called upon to keep change headed in the rightdirection? A companys leadership of course. However, when its aboutkeeping innovation alive and well the entire organization needs tobe involved, particularly those who are balancing the actions of thecompanys employees with the objectives of senior management. Itsthe middle people, if you will, who have the real potential to light


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At an organizational level, momentum is created through rituals andsymbols that inspire further innovation.ese are the actions and iconsthat boost innovations practice they must be actively embraced byindividuals within the organization to keep the innovation ecosystemflourishing.

Catalyst Community.

Collective Individualism.



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Groundbreaking preliminary research resulting from LEAF datasuggests that creative catalysts can make a very strong positive impacton the creative identities of those around them. Specifically, the datasuggest that others attribute feeling like creative employees to theirleader when they see their leader as a strong creative catalyst.

Create & Lead.

A deliberate and purposeful language.

Focused like licorice

Play case story.


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Ever thought of anointing a small group of individuals to be the few

that lead the many?

For one of our FORTUNE 50 clients, we created a team to keep thespirit and actions of innovation moving forward. Each person receivedthese instructions with an accompanying toolkit:

You have been selected for this task based on your skills, your way,and your entrepreneurial spirit. As a member of the Stealth Team,you must remain cloaked in secrecy, and you are encouraged to flyunder the radar of bureaucracy in order to accomplish your stealthactions. As you move forward as a member of the Stealth Team, pleaseremember the following agenda:

Never reveal your identity. Inspire, create and innovate as much as possible. Take action often.


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About Play.


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Us.Learn a little more.

Play is a creativity and innovation consulting company. We develop

ideas and strategies that drive growth and improve performancefor our clients. We look at things differently bringing uniqueperspectives, approaches and insights that spark revolutionarythinking and ideas big and small.

Play helps you drive innovation from the inside out, enriching andengaging your people while creating marketplace growth. Play is aprocess, a mindset, and a new way of thinking. Its about creatingbetter ideas faster and enjoying the process along the way.

Play was founded in 1990 in Richmond, VA, and has a satellite office


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Together.The ways we partner.

Innovation.Aligning leaders around innovation goals. Developing thestrategies and processes that support and sustain innovation.

Senior-level strategy developmentInnovation process design and executionCustomized innovation systems and architecture

The team.


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Patty Devlin

Whats Next

Ben ArmbrusterLightning Rod

Kaitlin YapchaianFireWire

Cara KiblerOn it like a sonnet

J if A h


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Andy StefanovichIn Charge of Whats Next

Scott Wayne

FlankerKara Franey4th & Goal

Robert rockmortonFlying Buttress

Kelly RedlingJive Revolutionist

Barrie JarrettRack Em Up

Matt ErskineSirdar

Byron Wampler

El Matador

Jennifer Ash

Corner Piece

Special thanks


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Special thanks.

e Innovators Studio represents the collaborative efforts of Playsteam and our best creative partners. We would like to give specialthanks to a few of these people who were invaluable to the creationand execution of the Studio. We appreciate the time and hard workthat they have dedicated to developing the Studio, and for onceagain partnering with us in work that matters.

Many thanks to our usual cast of characters. Dr. Kim Jaussi of theCenter for Leadership Studies at SUNY Binghamton. Josh Weinsteinof InsideCinema. Ed Trask of Virginia Commonwealth University.

Illustrators David Stanley and Tony Stewart.

Special thanks to sculptor Sophie Marsham and the Voices ofInnovation and Human Library participants.


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We would like to highlight the work and quality products of Big ImageGraphics (BIG). Located in Richmond, VA, and specializing in grandformat graphics they are responsible for the Studios signage and


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what do we want this page to say? hm...?

LEAF Assessment.Ever thought innovation and creativity couldnt be measured? ink again.

e LEAF assessment is an online survey, collaboratively developed by

Play and Dr. Kimberly Jaussi of the Center for Leadership Studies at SUNY

Binghamton.e assessment measures a variety of aspects affecting

creativity in the workplace. From an individual to organizational level, LEAF

surveys the attitudes, thinking styles, behaviors, actions, and systems that

encourage creative thinking and innovative output

Want to know more about your experiences, thoughts, actions, and context

related to creativity and innovation? Weve designed this version of the

LEAF to focus on your personal baseline for creativity. e online survey is

available in the Studio, and if you take it onsite, you will receive your results

at a later time.

If youve already completed the assessment, pull out the LEAF report you

received at registration. Heres how your LEAF results correspond to the


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encourage creative thinking and innovative output.

Valuing creativity

at work

Valuing creativity is your feelings about the importance of

creativity at work. Its when creativity is a value; its in the

air at your work.

Mood. Is creativity on your own personal radar screen when you

prioritize things at work? If it is, then chances are you will be in the

right mood for innovation.

Creative

personal identity

Creative personal identity is the extent to which your

creativity is an important part of who you are.

Mindset. Research based on LEAF results suggests that a creative

personal identity is positively related to creativity at work.

Cross-application of

non-work to work

e cross application of non-work to work means that you

incorporate that which you are most passionate about

outside of work to what you do at work.

Mechanisms. Identifying and transferring connections between

non-work situations and work-related issues can help with the

generation of new ideas and solutions. Research suggests a positive

relationship between this mechanism and creativity at work.

Measurement

of creativity

is scale refers to the measurement of processes

related to creativity. Its the deliberate consideration

and evaluation of how often you personally engage in

creativity-supporting behaviors at work.

Measurement. One of the most important pieces of a broader

measurement of creativity and innovation is an individuals

evaluation of their own creative exercise and output.

Catalyst Catalyst measures the extent to which you spark creativity

in others.

Momentum. Catalyst behaviors are one of the most essential parts

of sustaining the momentum for innovation within an organization.

Its inspiring and actively engaging others towards innovation.

received at registration. Here s how your LEAF results correspond to the

5Ms within the Innovators Studio.

LEAF scale definition relationship to 5Ms visit

e LEAF is a semi-customizable tool that assesses organizations and their employees for a wide variety of propensities, skills and contextual factors that foster

creativity and innovation. Used as a diagnostic base for Plays strategic consulting services, LEAF results highlight organizational trends in order to bring to light

the gap between the perceived and the actual dynamics affecting innovation at a company.


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copies. If you wish to obtain permission to reproduce or transmit any portion, or request additional copies of the Studio Guide, please send your written request to: Play, 1801 East Cary Street, Studio 200, Richmond, VA 23223, or call us at 804.644.2200.For more information.

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