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TRANSCRIPT
Welcome!Take a seat &
introduce yourself
to the people at
your table.
Share – trials &
tribulations about
recognizing and
developing
innovators in your
organization.
Relate your thinking preferences to innovation
results
Learning Outcomes
Examine how to use FourSight to recognize
and develop innovators
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;
Creativity powers innovation
The way you prefer to think
impacts the way
you use creativity
to solve challenges
and engage
in innovation
With awareness of these
preferences,
you can
manage and
engage in
innovation
much more
effectively.
Essential Questions:
Who am I?
Who are you?
How might we
work better together
when we
solve challenges and
engage in innovation?
TE
How do you approach a
challenge?Discover your Thinking Profile…
The creative process
Clarify the
Challenge
Generate
Ideas
Develop
Solutions
Implement
Action
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…
FourSight Thinking Profile
Preference does not equal ability
Strong preferences
The pull of preference
• 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
Know your mind
A challenge
Your team
Please form teams of 5 - 7 people
Each team needs
• 1 FourSight box
• A place to work comfortably and away
from others
• Everything you need to
accomplish this challenge is
in this box.
• You have 12 minutes.
• Be ready to comment on
what happened.
The challenge
Time’s up!
We could have
been better at…
At your table…
Here’s what
we did well…
Focusing on the process,
not the product
Interpretive Guide
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
Clarifiers
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
Ideators
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
Developers
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
Implementers
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
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
Multiple preferences
Style differences
• Find a partner
• Share styles
• Identify differences, similarities
• Discuss how this might impact
your working relationship
The way you prefer to think
impacts the way
you use creativity
to solve challenges
and engage
in innovation
With awareness of these preferences,
and how they contribute
to innovation,
you can
manage and
engage in
innovation
much more effectively.
So, what does this mean to recognizing &
developing innovators?
Group
Profile
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
FourSight
frameworkClarify
Ideate
Develop
Implement
FourSight model: D. Nielsen and S. Thurber
2011, based on G. Puccio and B. Miller 2003
Taking it forward
What was most interesting
or useful for you today?
Liked?
Learned?
Surprised?
How might
you apply it?
You can now access your results online.
Go to https://foursightonline.com/
Learn more
In the top right side of the screen, you’ll see a
grey and white button – Members. Click it.
On the next screen, enter your email address.
Use the email you entered when you originally
completed the FourSight online Assessment.
You’ll see the Dashboard for FourSight Online.
From your Dashboard, you can access
Your Thinking Profile and download a copy for yourself.
Learn some new things about how you uniquely
contribute your creativity to power innovation.
Thank you!
Let’s stay in touch.