CREATiViTY & iNNOVATiON

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Puzzle??
Anthony and Cleopatra are lying dead on the floor of a villa
in Egypt. Nearby is a broken bowl. There is no mark on
either of their bodies and they were not poisoned. How did
they die?

Anthony and Cleopatra were goldfish whose bowl was

knocked over by a clumsy dog.

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 OBJECTIVES

 Understand the significance of innovation

within South Ayrshire Council.
 Think about strategies to improve personal
creativity and promote a culture of innovation
across the council.
 Comfortably apply creative techniques and
processes in a practical setting.

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Session 2 – Why Creativity is so Important
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Chief Executive’s Department
Education, Culture & Life Long
Learning
Social Work , Housing & Health
Development, Safety & Regulation

Regeneration
Managing Change Responsive
Inclusive

Commercial Development
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Community Planning
WHOLE BRAIN THINKING

 Left  Right
 Convergent  Divergent
 Vertical  Lateral
 Chooses  Changes
 Looks for what is right  Looks for differences
 Sequential  Unpredictable jumps
 Predictable  Welcomes intrusions
 Based on experience  Explores least likely

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 The Decision Taking Process

Stimulus Response
M
A
Make Gather Information
K
Generate Options
E
Select “Best” Option
Take Decision

Review Decision
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But in reality what does this mean?

Small incremental changes

Improvements to services, policy,
procedure
Listening to customers
Listening to employees at all levels
A “Can do” attitude from everyone

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Session 3 – Positive v Negative Thinking

What does this say?

happinessisnowhere

happiness is now here 9

 One View of the World
“Heavier than air flying machines are impossible” – Lord Kelvin, president,
Royal Society 1895.
“Everything that can be invented has been invented” – Charles Duell
Commissioner US Office of Patents 1899
“Who the hell wants to hear actors talk?” – H.M.Warner, Warner Brothers 1927

“We don’t like their sound, and guitar music is on the way out” - Decca
Recording Co rejecting the Beatles 1962
“There is no reason anyone would want a computer for their home” – Ken
Olson, president, chairman and founder of Digital Equipment Corp 1977

“640K ought to be enough for anyone” - Bill Gates 1981

“If I had thought about it, I wouldn’t have done the experiment. The literature
was full of examples that said you can’t do this.” – Spencer Silver on the work
that led to the unique adhesives for 3-M Post-It Notepads
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 A Different View of the World
“When choosing between two evils, I always like to try the one I’ve never tried
before” – Mae West
“Instead of pouring knowledge into people’s heads, we need to help them grind
a new set of eyeglasses so they can see the world in a new way” – JS Brown

“If you can dream it, you can do it.” – Walt Disney

“An invasion of armies can be resisted, but not an idea whose time has come.” -
Victor Hugo
“Discovery consists of looking at the same thing as everyone else and thinking
something different” – Albert Szent Gyorgi
“Never forget that only dead fish swim with the stream” – Malcolm Muggeridge
“Curiosity has its own reason for existing” – Albert Einstein
“Problems cannot be solved by thinking within the framework in which the
problems were created” – Albert Einstein
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 The Alpha – Beta Model
Targets (Moving) Goal

Alpha Performance

Performance Gap
(where the coach
works)

Beta Performance
What we fear - redundancy(stick)
pay award (carrot)
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 Challenging Mind Sets

One correct answer thinking “If you believe you can

Negative or ‘yes but’ thinking or if you believe you
Over regard for logical thinking can’t – you’re right
Over reliance on experience Henry Ford (Ford Motor
Over regard for the status quo Company)

These can block us & lead to ‘stuckness’

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Puzzle??

A man went into a café, sat down and

ordered a cup of black coffee, a glass of
orange juice and a Danish pastry. “Ah,”
said the waitress, “You must be a
policeman”. How did she know?

He was wearing a uniform

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Session 4 – Is your view of the world the only one?

What do
you see?

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 Paradigms

The way an individual perceives, understands and

interprets the surrounding world
– a mental map

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 Changing your PARADIGM

“If you want small changes, work on your

behaviour. If you want quantum leap
changes work on your paradigms”

Stephen R.Covey- The Seven Habits of Highly

Effective People

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Puzzle??
Dave was trying to match 4 different
coloured pairs of socks which had come
out of the washing machine. There was
a blue pair, a red pair, a green pair and
a yellow pair. He is completely colour
blind and could not differentiate
between them, so he paired them
randomly. What is the probability that
exactly 3 pairs matched?
Zero – If 3 matched the 4th must also match
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Session 5 – Building a Creative Environment

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 JOHARI WINDOW
Known to Self Not Known to Self

Known
to OPEN BLIND
Others
Ideal window Bull in a china shop

Not
Known to
HIDDEN UNKNOWN
Others Interviewer Turtle
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A Foundation Model – For you to follow
Trust

Being Truly
Trustworthiness Effective

Character Competence

A person with high A person with high

character exhibits integrity, competence has
maturity and an Abundance knowledge and
Mentality ability in a given area

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Where
do you
spend
most of
your
time?

REACTIVE
PROACTIVE
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Attitude is everything – Who chooses yours?

“We who lived in concentration camps can

remember the men who walked throughout the
huts comforting others, giving away their last
piece of bread. They may have been few in
number, but they offer sufficient proof that
everything can be taken away from a man but one
thing : the last of the human freedoms – to choose
ones’ attitude in any given set of circumstances, to
choose ones own way”

Viktor Frankl – Man’s Search for Meaning 23

Puzzle??

‘Two’s company and three’s a crowd’.

What are four and five?

4 + 5 = Nine

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Session 6 - Tell us what to do we are used to it!
“When I was a little boy, my parents told me what to do and
scolded me if I didn’t. When I went to school, my teachers told
me what to do, and punished me if if I didn’t. When I joined
the army, the sergeant told me what to do, and God help me if
I didn’t, so I did! When I got my first job, my boss told me
what to do too. So when I reached a position of authority,
what did I do? I told people what to do, because that is all my
role models had done.
That is true for the majority of us, we have been brought up
on telling and we are very good at it.”
PREDOMINANT STYLE IN HOUSING?
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 Having an Experience

Reviewing the Experience

Planning the Next Stage

Concluding from the Experience

How we Learn
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 Concrete Experience
MAYBE
“Not my Problem”

NEVER

Plan Activity & Experience Observation & Reflection

“Lets fix it” “I wonder what’s causing it”

MAYBE
Finding Themes & Concepts
“I think I know what’s causing it”
NEVER
Stagnant Organisation
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 Concrete Experience ALWAYS
“This is my problem”

ALWAYS

Plan Activity & Experience Observation & Reflection

“Lets fix it” “I wonder what’s causing it”

ALWAYS
Finding Themes & Concepts
“I think I know what’s causing it”
ALWAYS
Continuous Improvement
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Session 7 - Creative Problem Solving Techniques

www.mycoted.com

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 The Decision Taking Process

Stimulus Response
M
A
Make Gather Information
K
Generate Options
E
Select “Best” Option
Take Decision

Review Decision
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 DEVELOPING HIGH PERFORMANCE TEAMS
PROBLEM SOLVING PROCESS – KEY POINTS
IDENTIFYING THE PROBLEM STATEMENT OCCAMS RAZOR WHAT/WHY/WHEN/
PROBLEM HOW/WHERE/WHO
ANALYSING THE PROBLEM FISHBONE DIAGRAM CAUSE ANALYSIS SELECT PROBABLE
(CAUSE & EFFECT (WHY/WHY/WHY) CAUSES
ANALYSIS)
DATA COLLECTION FROM PROBABLE CAUSE CHECKSHEETS
BAR CHARTS LINE GRAPHS
INTERPRETING THE DATA PARETO CHARTS

FINDING POSSIBLE FORCE FIELD ANALYSIS

SOLUTIONS
COST BENEFIT ANALYSIS ASSESS COSTS COMPARE COSTS TO BENEFITS
IDENTIFY ALL BENEFITS
(BRAINSTORM)
PRESENTING SOLUTIONS INTRODUCTION
MAIN BODY
CONCLUSION/RECOMMENDATION
FOLLOW UP DISCUSS ISSUES INFLUENCING EFFECTIVENESS OF WHO IS RESPONSIBLE
SOLUTION FOR ACTION?

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 Force Field Analysis

Resisting Forces Resisting Forces

Working to
Diminish/Reduce

The Change/Proposed Solution The Change/Proposed Solution

Working to
Enhance/Increase

Driving Forces Driving Forces

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 Making Meetings Effective

SIX THINKING HATS (PARALLEL THINKING)

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 Making Meetings Effective

Stimulus Response

Gather information
Generate Options

Select “Best” Option

Take Decision
Review Decision
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 Making Meetings Effective

SIX THINKING HATS (PARALLEL THINKING)

 Separate thinking into six distinct styles, change your hat,

change your way of thinking

 Explore each situation, and generate alternatives

 Promote the use of several different ways of thinking

 Replaces adversarial thinking (“This proposal won’t work – Yes it

will”) with Parallel Thinking (Thinking along the same lines at
the same time)

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Making Meetings Effective

Focuses on data available to you.

Intuition, gut reaction, and emotion.

Consider the bad points

Positive thinking

Creativity

Controlling the process 36

 Making Meetings Effective

Key benefits of the 6 Thinking Hats Process

Works – You see immediate Improves cross-cultural
results interaction
Simple to learn, use and Reduces conflict
implement Encourages cooperation
Not dependent on others (you Enhances quality of thinking
can use it by yourself) Supports other change
Modifies behaviour without initiatives
attacking it Can be used at all levels
Empowers

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 De Bono’s 6 Thinking Hats -

The hat is concerned directly with data and information

The Questions The Hat Key Points

What information is available? Notes both views when information

What information would we like to conflict
have? Assesses the relevance and accuracy
What information do we need? of the information
How are we going to get the Separates fact from speculation
missing information? Pinpoints action needed to fill gaps
Reports on someone else’s feelings

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 De Bono’s 6 Thinking Hats -

The hat is concerned with feelings, emotions and intuition

The Questions The Hat Key Points

What are my feelings right now? Should be limited to 30 seconds or

What does my intuition tell me? less
What is my gut reaction? Gives us “full permission” to express
feelings, hunches & intuitions
Does not require us to justify or
explain the reasons for our feelings
Can be used as part of the thinking
that leads to a decision
Can be used after a decision has
been made 39
 De Bono’s 6 Thinking Hats -

The hat points out the weaknesses in our thinking

The Questions The Hat Key Points
What could be the possible Helps us make good decisions
problems? Points out difficulties
What could some of the difficulties Explores why something may not
be? work
What are the points for caution? Must give logical reasons for
What are the risks? concerns
May sometimes offer information
that also appears under white hat
Is a powerful assessment tool when
used after yellow hat
Supplies a road map for
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improvement and problem solving
 De Bono’s 6 Thinking Hats -

The hat looks for benefit and value. It also looks for feasibility.

The Questions The Hat Key Points

What are the benefits? Requires a deliberate effort

What are the positives? Is less natural than a black hat
What are the values? Complements the black hat
Is there a concept in this idea Reinforces creative ideas and new
that looks attractive? directions
Can this be made to work? Must give reasons why an idea is
valuable or might work
Is a powerful assessment tool
when used with the black hat
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 De Bono’s 6 Thinking Hats -

The hat looks for benefit and value. It also looks for feasibility.

The Questions The Hat Key Points

Are there other ways to do this? Encourages a search for new ideas
What else could we do here? and alternatives
What are the possibilities? Seeks to modify and remove faults
What will overcome our difficulties in existing ideas
Sets up a micro culture for
creativity
Makes time and space for a creative
“effort”
Allows us to balance the natural
dominancy of the black hat 42
 De Bono’s 6 Thinking Hats -

The hat is concerned with managing the process

The Questions The Hat

What is our agenda? Is usually the role of the

What is our next step? facilitator
What hat are we using now? Can be worn by any member of
How can we summarise the the group
discussion so far? Focuses and refocuses thinking
What is our decision? Handles requests for certain types
of thinking
Points out inappropriate
comments
Asks for a summary of the 43
Making Meetings Effective

Focuses on data available to you.

Intuition, gut reaction, and emotion.

Consider the bad points

Positive thinking

Creativity

Controlling the process 44

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Do you see gray areas in between the squares?
Now where did they come from?
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