The Chairman's Message - The CLF Newsletter - Creative Behaviour Issue (April 2009)

Everyone thinks about creativity and how it is applied differently. Every single creative conversation is different. Every single explanation for how creativity and its outcome, innovation is correct. So how can we know and differentiate between which process is right for us, what works for us and doesn't? Research around creativity and the way we behave has been going on for over 150 years. Out of the generally discredited science of phrenology in the 18th century grew 19th century psychiatry and now neuroscience. The Journal for Creative Behaviour, an unheralded academic journal, has been turning out erudite and insightful research articles quarterly for over 60 years on creative thinking, creative processes and creativity generally.

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Fish Ears

Kevin Byron is an active member and creative leadership practitioner within the international Creative Skills Training Council. He has sent us the story below that provides an interesting insight into creative thought, conversations, success and other attributes that can be learnt. It is interesting that many of our planets most successful leaders are also fantastic storytellers...

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Interview with Diane Deacon, co-author with Mike Vance of "Creating MegaResults", "Think Out of the Box", and "Break Out of the Box"

Sometimes creativity and innovation is true... is this it? Walt Disney knew how to do it. So did Thomas Edison and many other giants of innovation. The highest creativity occurs within structure and organization. In work settings we can set up s. At home we need a "kitchen for the mind." "Invention, innovation and originality are the lifeblood of any company, organization or government."

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Design Thinking: A Strategy for Innovation

Here are some interesting insights from Linda Naiman - Creativity at Work, she has some fantastic networks...

Innovation Practices for Leaders

The revolution taking place in design — as it emerges from its traditional role of serving commerce — to a role of leading, shaping and directing the way we live and work, presents tremendous opportunities for leaders in business and government. CEOs of major corporations are now applying design principles to strategy and innovation. The success rate for innovation dramatically improves when it is designed.

P&G is using design-thinking to change its culture. Leadership is listening, learning, and deploying; cross-functional teams are cracking vexing problems across its business landscape; and visualization, prototyping, and iteration are facilitating communication internally and with customers like never before. (BusinessWeek July 28, 2008)

A design mind-set is not problem-focused, it’s solution focused, and action oriented. The purpose of design, ultimately, is to improve quality of life. Empathy is key to design success.

From a design point of view, truly innovative products speak to their users' emotions, according to Yves Behar (Fast Company 2004), who designs radical innovations to well established consumer products for companies such as Nike and Toshiba. It's the emotional connection you make with employees and customers that wins their loyalty.

The design way of thinking can be applied to systems, situations, procedures, protocols, and innovation. We can design the way we lead, manage, create and innovate.

Contact Linda Naiman for design training and consulting

Think what No-one Else Thinks

The Thinker How can you think of things that no-one else thinks of? The answer is by deliberately taking a different approach to the issue from everyone else. There are dominant ideas in every field. The brilliant thinker purposefully challenges those dominant ideas in order to think innovatively. Albert Szent-Gyorgyi, who discovered Vitamin C, said, ‘Genius is seeing what everyone else sees and thinking what no-one else has thought.’ If you can identify the standard viewpoint then survey the situation from a different viewpoint you have an excellent chance of gaining a new insight. When Jonas Salk was asked how he invented the vaccine for polio he replied, ‘I imagined myself as a cancer cell and tried to sense what it would be like.’ Ford Motor Corporation asked Edward de Bono, who originated the concept of lateral thinking for some advice on how they could clearly differentiate themselves from their many competitors in car manufacturing. De Bono gave them a very innovative idea. Ford had approached the problem of competing from the point of view of a car manufacturer and asked the question, “How can we make our cars more attractive to consumers?” De Bono approached the problem from another direction and asked the question, “How can we make the whole driving experience better for Ford customers?” His advice was that Ford should buy up car parks in all the major city centers and make them available for Ford cars only. His remarkable idea was too radical for Ford who saw themselves as an automobile manufacturer with no interest in the car parks business.

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