Common myths dramatically limit innovation and productivity

1. To be creative / innovative you have to think “outside the box”

2. Some people are naturally creative while others are not

3. Innovation requires a specific focus and knowledge of what’s needed

   Here is why these myths are not true, what to be aware of, and what to do:

Myth No.1: You have to think “outside the box”

It’s extremely difficult to “think outside the box” which is why it happens so infrequently. Instead start by considering the following simple truth. “Every issue or problem provides an opportunity for improvement far greater than the problem itself”. If that was not the case, there would be little stimulus for progress. Unfortunately, many problems, especially in working relationships are overlooked, or remain hidden inside that so called “box.

Logically, therefore, an aim to increase creativity and innovation should start by “thinking inside the box”, i.e., the workplace, and to do so as frequently as possible. Focus and observation should consequently be on what is not working, including relationships with “self” and others.

Any successful discovery process has to overcome employee reluctance to speak out, to respect minority views and prevent dominant opinion or behaviour by any individual. Hidden issues need to be exposed. Every opportunity should be taken to promote candid discussion and to show in real terms how apparent mistakes provide and lead to positive improvement. Achieving this is not difficult.

It is critical the discovery process is followed by agreed action, or the ideas that have evolved will fail to result in innovation and increased productivity

Myth No.2: Some people are naturally creative while others are not

The fact is, every one of us is creating something new every minute of every day. We do so as a consequence of what we think, which is then reflected in what we say and do (or don’t say and don’t do). Yet what we think is most often a “reaction” triggered unconsciously by inherited beliefs littered with limiting ideas, fears and self-doubt. The impact of such unconscious reaction then leads to adverse behaviour severely restricting what is achieved.

Of equally, if not greater significance is (1) the absence of periods for reflection (however short) in order to stop reaction automatically feeding into unconscious adverse behaviour and (2) the lack of practical use of our natural intuitive skill set.

Many of the world’s greatest scientific and entrepreneurial minds have acknowledged the importance of intuition. It is a natural facility we all have, yet regrettably is under-used and under-developed, both of which are easily rectified. The way great innovation happens is through an unchanging sequence of events. An idea first occurs intuitively (some would call this insight) which is then subjected to scrutiny using current facts and knowledge as a process of ratification. Absence of reflective gaps between thought and behaviour, and lack of purposeful use of intuition will severely restrict the flow of ideas, the opportunity for innovation and improvement in productivity.

Myth No.3: Innovation requires a specific focus & knowledge of what’s needed

Gaining competitive edge involves discovery of new ideas before others in the marketplace. Achieving this requires a culture of employee willingness to share their thoughts with confidence, without a need to know how to realise them. Competitive edge occurs from discovering what you don’t know, not improving what you do.

In the current climate of pressure on finance, and resources there is a need to provide time efficient ways of exposing and recording new ideas in a manner that overcomes cultural inhibitions. Frequent success in doing so, also creates positive experiences, essential forerunners for culture change and improvement in self-confidence.

The actions required to increase innovation,

as explained above are:

1. Focus on what is not working

2. Expose hidden issues

3. Overcome employee reluctance to speak out,

4. Create short yet frequent opportunities for candid dialogue and mutual respect

5. Facilitate brief periods of reflection

6. Teach employees how to re-engage with their natural intuition

7. Ensure that every process concludes with mutually agreed actions

Mental Wellbeing & productivity trials

A trial invoves a minimum of 9 particitpants for less than 16 hours over a 3 week period.

Two tools have been designed to bring home the experience of being part of a creative team that can naturally discover changes for everyone’s benefit. In doing so the aim is to improve the mental wellbeing of team members and individuals which may be across different organisational silos. (Both tools are described in the website section on “Business Tools”)

This workplace environment is achieved by incorporating all seven actions above which are designed to create those very conditions necessary to encourage open dialogue. This occurs by creating a protected, controlled and facilitated “game” environment

The first creative tool is aptly called “Innovation” . This activity produces results within an hour and may last for up to three hours. It is suitable for 4 - 9 people. Hidden issues may be raised anonymously whilst others are exposed by the structured nature of questions intrinsic to the “game”. Participants are not allowed to interrupt or criticise others.

The end result is a mix of agreed actions potentially for (1) individuals, (2) the group, (3) for future review, and (4) for escalation for superiors to consider.

The second tool is “A Senseable Friend” which is extremely effective and rapid in enabling people to grasp and discover new ideas.

If interested in taking part in this trial series, please use the contact details below to learn more.