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McKeown (2014)  and Canfield (2011) both provide us with some good strategies that can assist with innovation projects.  One strategy that Canfield (2011) talks about is the Bono Idea: PO.  PO is what Canfield describes as a device or tool for changing the way we think and also a method for working out problems through creative thinking.  This thinking tool forces us to see outside the box and the general yes/no system that we are accustomed to.  He explains that NO is a basic tool of the logic system, yes is the basic tool of the belief system, while PO is the basic tool of the creative system.  The idea of this strategy is to challenge our logical thought processes, beliefs and values and look past the obvious.  Using PO tool is almost like a reminder to problem solve using other perspectives.   It is also a way of avoiding what is called the Abiline Paradox which is when team members echo the choices that other team makers make to appear as if they are a good team-player. 

Another strategy that Canfield (2014) discusses is what he terms “stamping out the BOPSAT”.  BOPSAT stands for Bunch of People Sitting Around Talking.  This strategy focuses on collaborative and shared space.  Canfield explains how important it is to take the time to set the environment and the space where groups are to meet.  He tells us that it makes a huge difference in regards to the “efficiency and productivity of the meeting” (Canfield, 2011, p. 170).  I feel this is a very important strategy.  I remember when I used to work for an IT firm and we use to do retreats with our teams.  The retreats allowed us to leave the confounds of the office and meet an neutral areas.  It was very effective in nurturing our creative natures as well as allowed for closer bonding and communication of the team members. He also explains that tools such as boards, flipcharts, and any other key mediums used to communicate are essential in creating better conversation and creative thinking. 

McKeown (2014) also mentions quite a few strategies. One that resonates with me is Altshuller’s theory of inventive problem-solving.  This strategy helps one solve problems creatively.  This tool is more about strategy and finding the contradictions in the problem.  Working backwards.  You also try to compare the specific problem you are trying to solve to similar problems.  McKeown (2014) explains that “is a creative process that moves from the abstract solution to a concrete solution”  (Part 6, Section 5).  This tool allows for a different perspective on problem solving.  You look at the specific problem and work backwards from it.  You change the order of events and take away instead of add.  By this way you are stripping away the issues to see what the real contradiction is.  I like this tool because I feel that you are more involved in the creative process and actively engaged in the dynamics of the transformation from problem to solution. 

References

Canfield, J., & Smith, G. (2011). Imagine: Ideation skills for improvement and innovation today. Holland, MI: Black Lake Press.

 

McKeown, M. (2014). The innovation book: How to manage ideas and execution for outstanding results [Kindle Edition].  Retrieved from www.amazon.com

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Robert Gordon starts off his presentation by suggesting that the economic growth may be over  (Gordon, R., 2013).  He backs this theory up by explaining that most of the major innovation that has been made in the last 8 centuries has grown at only 2.0 percent per year from 1891 to 2007.  He also predicts that growth will continue to drop.  Part of the reason for this is what he identifies as four major headwinds which are demographics, education, debt and inequality.  Generally speaking, these headwinds are hindering the innovation growth in the U.S.  In order for there to be growth, our inventions need to be as important as the ones that occurred over the last 150 years of our history.  He explains that the inventions of today are not as useful or important as the inventions of the last 150 years.  He gives us a choice and asks us to choose between option A and option B.  Option A means we get to keep the inventions that were created up to ten years ago which includes things such as indoor plumbing, google, electricity or we choose Option B which means we get to keep everything that has been invented in the last 10 years such as iPhones and Facebook but have to give up the necessities such as indoor plumbing and electricity.  This comparison he makes on the disparity of innovation is a true eye-opener and makes one realize how true innovation has slowed down.  He argues that we cannot match the innovations that we have achieved in the last 150 years.  I think that what stands out in the innovations of the past (up to 10 years ago) is that the inventors and creative thinkers of the past were true mavericks.  McKeown (2014) states “the creative maverick is ready to sacrifice short-term gains for longer-term gains for the good of other people. This willingness to abandon the old comforts for new wonders leads to breakthrough innovations” (Part 3, Section 1).  Could it be that the inventors of yesterday were more invested in breaking out of the conformities of society?  Were they willing to take the risks that today’s inventors hold back on?  I believe that yesterday’s inventors were true risk-takers because the need for change and the need for these inventions were greater than the need for the inventions of today.  McKeown tells us “one powerful way of inspiring innovation is to focus attention on usefulness” (2014, Part 3, Section 1).  The usefulness of our past inventions exceeded by leaps and bounds the usefulness of today’s inventions.  McKeown explains:

 “Over time, increases in any particular way of doing things will diminish. You can make small improvements but big improvements are no longer possible. The only way of making big new improvements is to jump onto a new innovation curve by investing creativity in new possibilities” (Part 3, Section 1).

I would have to agree that inventors today must make great strides to invent something new and in the last decade what we have perfected is the art of modifications.  We no longer create new ideas but instead improve on those ideas that already exist.

References

Gordon, R. (2013, February). The death of innovation, the end of growth

[Video file]. Retrieved from  http://www.ted.com/talks/robert_gordon_the_death_of_innovation_the_end_of_growth?language=en

McKeown, M. (2014). The innovation book [Kindle Version].  Retrieved from Amazon.com

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Reflecting on this entire learning process on Innovation, I think the three elements that have impacted the way I think of innovation are the concepts of building a bigger brain, the power of creative rebels and the intricate process of innovation and all the steps and resources that are needed to get from the idea to the final innovation.  This class has shown me how complex innovation can be.  McKeown lays out many scenarios and possible outcomes when you decide to follow a creative idea through the process of innovation.  There are many questions an innovation leader must ask themselves before even delving into an innovation project.  One extremely important element is a strong and effective foundation: your team, such as choosing the right team members, organizing them, and creating an environment that is conducive to creative problem-solving takes good leadership.  Successful innovation relies heavily on the input from many sources therefore a good strong diverse team is intrinsic to the innovation process.  McKeown tells us that the bigger the brain the better chance for successful innovation.  “Building a better collective brain isn’t just about involving more people. It can also be about developing the creative skills of people who become involved” (McKeown, 2014, Part 2, Section 1).  I have learned that an important element of the innovation process is to help your team be the best contributors that they can.  This requires that a leader provide the right support and resources needed so each member can evolve and develop their creative skills so they can contribute the most to the team.

Another important element that I have learned in this course is how to become a creative rebel, or what McKeown (2014) likes to term the rebel maverick.  I resonate most strongly with behavioral type because I think that challenging conventional thinking and thinking outside of the box is necessary in the innovation process.  I believe that true innovation requires one to break through conventional barriers and see what others do not see (McKeown, 2014).  McKeown explains “innovation can start with wanting what does not yet exist – and finding a solution – or seeing what does not yet exist – and finding an opportunity” (Part 1, Section 2).  Innovation is about finding opportunities where they don’t exist and the effective innovator is able to see this.  The Maverick is not afraid to use the old to create the new, to merge the old and new or to just start afresh.  All avenues and perspectives are considered and nothing is discarded.

Another important element that I have learned is understanding the innovation process and understanding when, why and how a company or business needs to innovate.  Good leadership requires that we are constantly vigilant of what is going on within the organization and outside of it before we make the decision to innovate.  A good leader has “the ability to challenge their past, to challenge their core competencies and to ask “What is it that I should carry forward into the future, and what is it that I should leave behind?” (Balasubramanian, 2013).  Once you identify what you have and where you are trying to go and once you understand the process that you are going to follow, you can begin the process for innovation.
References

Balasubramanian, S. (2013). Insight into innovation:Why companies must innovate . Retrieved from http://www.kenan-flagler.unc.edu/news/2013/03/why-companies-must-innovate

McKeown, M. (2014). The innovation book: How to manage ideas and execution for outstanding results [Kindle Version].  Retrieved from Amazon.com