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The People Side of Innovation
Define Overview The People Side of Innovation Leveraging Strengths for Successful Change

Introduction Senior Program Director, Notre Dame Office of Continuous Improvement NCCI, Membership and Outreach Team Certified FourSight Trainer/Facilitator Lead Faculty Creative Problem Solving Institute Board President, Creative Education Foundation M.Ed, Educational Leadership

Objectives Understand the various thinking preferences in the FourSight Innovation Profile Explore ways to leverage the preferences of your team to obtain increased performance Learn Innovation tools to increase skills in the innovation process

FourSight Thinking Profile
An assessment designed to help individuals and teams better understand how they approach solving problems Gain self mastery Grow empathy & respect Leverage diversity Build better teams Improve performance Aligns with a four stage creative problem solving process Clarify the challenge Generate ideas Develop solutions Implement into action Designed to be a tool that leverages strengths to produce innovation

Innovation Guiding Principle
Innovation is the creation and/or deployment of something both novel and useful. It can be large or small, incremental or breakthrough.

Moving the Needle A B Process Improvement Project Management
Change Management Coaching Innovation Creative Problem Solving A B Design Thinking Strategic Planning Insight Imagination Analysis Action

Type your answer in the notes section.
What approach or methodology do you use to drive innovation, change or process improvement? Type your answer in the notes section.

Moving the Needle B A Insight Imagination Analysis Action Status quo
Innovation New product/service/process B A Insight Imagination Analysis Action Current State Process Improvement Future State Problem Creative Problem Solving Solution Launch Project Management Completion Resistance Change Management Implementation Goals Strategic Planning Action

Comfort Zone Please join at https://kahoot.it/ Insight Imagination
Where are you most comfortable in the innovation/change process? Insight Imagination Analysis Action Please join at

Describe Your General Experience with Teams and Change at Your Institution?
Fighting change Embracing change C D Ignoring the need for change Passively resisting change

DISCOVER your THINKING PROFILE How do you approach innovation?
1. How do you approach a challenge? When faced with change or challenge, most animals have three responses: fight, flight or freeze. Humans have four responses: fight, flight, freeze or innovate. That fourth response has turned out to be quite an evolutionary advantage for us. Today we’re going to look at how innovation happens—which is to say, we’re going to look at the breakthrough thinking process. It’s a democratic process, a universal process. One that we all naturally engage in whenever we face challenges, change, problems or new ideas. Our aim today is to give you a glimpse of how you personally engage in the breakthrough thinking process and how you (and your team or group or organization) can gain awareness, tools and skills to help you get better results. © 2012 FourSight, LLC

FourSight Background and Context
Early Foundation Current Development Drs. Alex Osborn and Sid Parnes Creative Problem Solving Fathers of Brainstorming Creative Education Foundation Creative Problem Solving Institute (Buffalo NY) Dr. Gerard Puccio, International Center for Studies in Creativity Sarah Thurber, Managing Partner, FourSight, Inc.

The Process Early Process Model Current Process Model

Person Meets Process Person process meets 8. Know your mind
We know lots of things about effective thinkers. We know lots of things about the breakthrough thinking process. FourSight looks at the interaction between the two. Because everyone has different tastes, interests, gifts and energies, no two people will undertake the breakthrough thinking process in exactly the same way. They won’t like the same tools. They won’t gravitate toward the same techniques. And they won’t come up with the same results. But for all our differences, when we innovate, we all journey through the same four phases of the breakthrough thinking process. meets Person process © 2012 FourSight, LLC

Person Meet Process DMAIC Project Management A.D.K.A.R. Change Model
Define Measure Analyze Improve Control DMAIC Insight Imagination Analysis Action Initiation Planning Executing Monitoring & Control Closing Project Management A.D.K.A.R. Change Model Awareness Desire Knowledge Ability Reinforcement CPSI Clarify Ideate Develop Implement

FourSight Thinking Preferences
NOT ability 4. Preference does not equal ability Before we go any farther talking about innovation and thinking preferences, there’s one important thing to clarify. We’re not here to talk about ability. This assessment tool does not does not measure skill. Rather, it reveals what parts of the breakthrough thinking process comes most easily to you. [Optional exercise]: Here’s an illustration preference versus ability: Grab a pen or pencil and write your name. Now switch hands and write your name again. I’m guessing it was easier for you to do that with your preferred hand. But if you’d been taught from infancy to write with your other hand, you’d be perfectly skilled at that. Just like handedness, we all have thinking preferences. We don’t all approach innovation the same way. Differences in approach can often create difficulty, stress and communication breakdowns. That is, until they are surfaced, understood and recognized as potential assets. Understanding how you and others work through the breakthrough thinking process can help you change the future—the future of your performance, your relationships and your bottom line. © 2012 FourSight, LLC

FourSight Thinking Preferences
Insight Imagination Analysis Action FourSight preferences Earlier, we talked about the four basic areas of the breakthrough thinking process. FourSight measures your preference for each of those areas. Not surprisingly, those who have a preference for clarifying the situation are called Clarifiers. Those who have a preference for generating ideas and solutions are called Ideators. Those who have a preference for refining and developing solutions are called Developers. And those who have a preference for acting to implement plans are called Implementers. The FourSight assessment will tell you how strong your energies are for each preference. [Presenter note: At this point, hand out the FourSight scores of each participant, or have participants complete and score their own FourSight assessment. Those using the self- score version can insert here the optional slide “Make Your Chart” which you will find at the end of the power point presentation and in the appendix to these talking points.] Clarifier Ideator Developer Implementer

Person Meet Process DMAIC Project Management A.D.K.A.R. Change Model
Define Measure Analyze Improve Control DMAIC Clarifier Ideator Developer Implementer Initiation Planning Executing Monitoring & Control Closing Project Management A.D.K.A.R. Change Model Awareness Desire Knowledge Ability Reinforcement CPSI Clarify Ideate Develop Implement

Charting Peak Preferences
45 Peak Preferences 41 40 39 35 Neutral Zone 34 Neutral Preference 30 Low Preference 28 25 20 15 Low Preference Charting peak preferences As you know, FourSight measures your preference for the four thinking modes of innovation. Your FourSight scores will help you identify which of these thinking modes you have the greatest energy for— that is, which comes most naturally to you—and which you may tend to shortchange or avoid. What we’re most interested in here is your “peak” preferences, because that reveals most about your breakthrough thinking style. Any FourSight score that falls above the two heavy horizontal lines is a peak preference for you. Any point that falls below those two lines is a low preference. If all your points fall within the lines, you show no preference for or against any phase of the breakthrough thinking process, meaning that you are an adaptable problem solver— what we call an “Integrator.” (We’ll talk more about that later.) ” The horizontal lines are determined by taking the highest of the four preference scores, subtracting five and drawing a horizontal line, then taking the lowest score, adding five and drawing a second line. Any point above these lines is a peak preference. You might ask “Why five up and five down to determine peak preferences? In this assessment, five approximates the standard deviation, so by using five, we can isolate the extremes. As we go forward, keep your peak preferences in mind. Chances are that when I’m describing a preference that is a peak preference for you, the description will “sound like you.” The qualities may sound familiar, exciting, engaging. By contrast, as I describe one of your low preferences, the description and qualities may sound foreign, distasteful, boring or tedious. CLARIFIER IDEATOR DEVELOPER IMPLEMENTOR

Think About Your Team

Clarifiers Clarifiy the problem Not quick to move to solutions
Want to address the right problem Gathers information Look at details May over analyze & not move forward So, what’s a Clarifier? The first of our four preferences is the Clarifier. The Clarifier… Likes to spend time clarifying the problem Doesn’t like to move too quickly to a solution Wants to be sure the right problem is addressed Gathers information to understand the situation Likes to look at the details May analyze to the extreme and not move forward

Clarifiers Are: focused, methodical, orderly, deliberate, serious, organized; may analyze to the extreme and not move forward Need: order, the facts, an understanding of history, access to information, permission to ask questions Annoy others by: asking too many questions, pointing out obstacles, identifying areas that haven't been well thought out, overloading people with information, being too realistic So, what's a Clarifier? The first of our four preferences is the Clarifier. The Clarifier… Likes to spend time clarifying the problem Doesn't like to move too quickly to a solution Wants to be sure the right problem is addressed Gathers information to understand the situation Likes to look at the details May analyze to the extreme and not move forward Clarifiers are focused, methodical, orderly, deliberate, serious, organized; they may analyze to the extreme and not move forward Clarifiers need order, the facts, an understanding of history, access to information, permission to ask questions Now, people with a preference for clarifying can annoy others who don't share their clarifying preference by asking too many questions, pointing out obstacles, identifying areas that haven't been well thought out, overloading people with information, being too realistic. So a high Clarifier may know the facts and accurately identify the gap or opportunity. On the other hand, high Clarifiers may be seen as too uptight about moving forward and risk averse.

Ideators Looks at the big picture Toy with ideas and possibilities
Stretch the imagination Take an intuitive approach Think in more global terms May overlook the details So what’s an Ideator? The second of our four preferences is the Ideator. The Ideator… •Likes to look at the big picture •Enjoys toying with ideas and possibilities •Likes to stretch his or her imagination •Sometimes takes a more intuitive approach to problem solving •Enjoys thinking in more global and abstract terms •May overlook the details.

Ideators Are: playful, imaginative, social, adaptable, flexible, adventurous, independent; may overlook the details Need: room to be playful, constant stimulation, variety and change, the big picture Annoy others by: drawing attention to themselves, being impatient when others don't get their ideas, offering ideas that are too off-the-wall, being too abstract, not sticking to one idea So, what's an Ideator? The second of our four preferences is the Ideator. The Ideator… •Likes to look at the big picture •Enjoys toying with ideas and possibilities •Likes to stretch his or her imagination •Sometimes takes a more intuitive approach to problem solving •Enjoys thinking in more global and abstract terms •May overlook the details. Ideators are playful, imaginative, social, adaptable, flexible, adventurous, independent Ideators need room to be playful, constant stimulation, variety and change, the big picture ' Now people with a high preference for ideating may annoy those who don t share this preference by drawing attention to themselves, being impatient when others don't get their ideas, offering ideas that are too off-the- wall, being too abstract, not sticking to one idea So a high Ideator, may challenge the status quo and offer up very novel solutions. On the other hand, high ideators may be seen as too divergent and as jumping from one thing to another.

Developers Put together workable solutions
Plan steps to implement an idea Analyze and compares potential solutions Examine the pluses and minuses of an idea May get stuck in developing the perfect solution So, what’s a Developer? Now for our third preference, the Developer… Enjoys putting together workable solutions Enjoys planning the steps to implement an idea Enjoys analyzing and comparing potential solutions Likes to examine the pluses and minuses of an idea May get stuck in developing the perfect solution

Developers Are: reflective, careful, pragmatic, planful, patient, dedicated, discerning; may get stuck in developing the perfect solution Need: a chance to consider and evaluate the options, time to craft and develop ideas into useful solutions Annoy others by: being too nit-picky, finding flaws in others' ideas, getting locked into one approach So, what's a Developer? Now for our third preference, the Developer… Enjoys putting together workable solutions Enjoys planning the steps to implement an idea Enjoys analyzing and comparing potential solutions Likes to examine the pluses and minuses of an idea May get stuck in developing the perfect solution Developers are reflective, careful, pragmatic, planful, patient, dedicated, discerning Developers need a chance to consider and evaluate the options, time and space to craft and develop ideas into useful solutions Now people with a high preference for developers may annoy those who don't share their developer preference by ... being too nit-picky, finding flaws in others' ideas, getting locked into one approach So a high developer may prevent something being launched prematurely. On the other hand, a high developer may get so focused on perfecting one solution that they not move on to implementation.

Implementers Give structure to ideas Bring ideas come to fruition
Focus on workable solutions Take the ‘Nike’ approach (“Just do it”) May leap to action too quickly So, what’s an Implementer? The Implementer, our last preference: Likes to see things happen Enjoys giving structure to ideas so they can become a reality Enjoys seeing ideas come to fruition Likes to focus on ideas and solutions they feel are workable Likes the ‘Nike’ approach to problem solving (i.e. “Just do it”) May leap to action too quickly

Implementers Are: persistent, decisive, determined, assertive, action-oriented; may leap into action too quickly Need: the sense that others are moving just as quickly, timely responses to their ideas, control Annoy others by: being too pushy, readily expressing their frustration when others do not move as quickly, overselling their ideas So, what's an Implementer? Now for our fourth preference, the Implementer, Likes to see things happen Enjoys giving structure to ideas so they can become a reality Enjoys seeing ideas come to fruition Likes to focus on ideas and solutions they feel are workable Likes the 'Nike' approach to problem solving (i.e. “Just do it”) May leap to action too quickly Implementers are described as being persistent, decisive, determined, assertive, action-oriented Implementers need the sense that others are moving just as quickly as they are, timely responses to their ideas, and a sense of control People with a high preference for implementation can annoy those who don't share their high preferences by … being too pushy, readily expressing their frustration when others do not move as quickly, overselling their ideas Implementers may take the necessary risks to get an innovative idea to market. On the other hand, if they are not conscious they may take a “fire, ready, aim approach” and end up pursuing and launching the wrong idea.

Integrators 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 So, what Is an Integrator? About 10-20% of any group seems to fall into the category of “Integrator,” people who show no strong bias for or against any of the four style preferences. The Integrator can easily adapt to all of the stages of the creative/breakthrough process. The Integrator... Easily relates to each FourSight preference Shows a even distribution of energy across the four areas of the creative process Will naturally plug the gaps found within a team Shows a tendency to be concerned about harmony when working in a team Bridges style differences and associated communication challenges in teams May lose own voice by pleasing others

Integrators Are: steady, flexible, inclusive, team players, stabilizing influences; may lose their own voice to accommodate team Need: cooperation, collaboration, energy from others, to feel others are committed to the challenge Annoy others by: pointing out what's not being done, not allowing their voices to be heard, being overly flexible, becoming peace-makers So, what Is an Integrator? About 10-20% of individuals seems to fall into the category of “Integrator,” people who show no strong bias for or against any of the four style preferences. The Integrator can easily adapt to all of the stages of the breakthrough process. The Integrator... Easily relates to each FourSight preference Shows a even distribution of energy across the four areas of the creative process Will naturally plug the gaps found within a team Shows a tendency to be concerned about harmony when working in a team Bridges style differences and associated communication challenges in teams May lose own voice by pleasing others Integrators are steady, flexible, inclusive, team players, stabilizing influences; may lose their own voice to accommodate the team What integrators need to engage in the breakthrough thinking process is cooperation, collaboration, energy from others, to feel others are committed to the challenge Integrators may annoy others by pointing out what's not being done, not allowing their voices to be heard, being overly flexible, becoming peace-makers on teams Integrators are sometimes referred to as “the glue” of a team because they can readily plug in gaps.

Self-Assess Clarifier Ideator Developer Implementer
Based upon the descriptions, where would you self-assess your preference? Clarifier Ideator Developer Implementer Please join at with the following Event Code: #L960

Multiple Preferences Multiple preferences
Your own FourSight scores may show a single preference, two preferences, three preferences or no preferences. Each combination has its own meaning, its own strengths and its own watch outs. It will probably come as no surprise that there is a sequential nature to the breakthrough thinking process. The four preferences go in order. So a look at your profile gives you a visual picture of an energy wave. The high Clarifier in the first chart (upper left) is likely to dig into the data and focus intensely on pinpointing the right approach to the problem, but may run out of steam when it comes to coming up with novel ideas or refining and implementing solutions. Likewise, the two-way combination in the second chart (upper right) may be someone who would just as soon skip over the clarifier step of collecting and making sense of the background data and jump right into generating ideas and refining solutions that may never get enacted. The three way combination in the third chart (lower left) has a notable dip in ideation, warning of a possible energy dip in the step when original ideas and paradigm breaking often occur. The four-way combination on the bottom right is a very flexible, adaptable problem solver, who may help get problems solved by helping to balance out and harmonize the relationships of other team members.

2-way Styles 2-way styles
Take a look at these 2-way styles and think of the energy wave associated with each. Identify yourself on this slide if you have a two-way combination.

3- and 4-Way Styles 3- and 4-way styles
Look at these 3- and 4-way styles. Again, think of the energy wave associated with each. If you have a 3- or 4-way combination, identify yourself on this slide. For an in-depth description of your own combination profile, turn to pages of your FourSight feedback booklet. You may also want to read the descriptions of others with whom you work closely. Think of how your energy waves complement and contrast each other.

Ponder Members of Your Team
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Utilizing the Tool Understand the dynamics of a team
Leverage strengths Provide assistance in the process

Team A Profile Preferences Dan B. Thom G. Alexandria S. Steve S.
Total Group = 13 Dan B. Thom G. Alexandria S. Steve S. Susan R. Denise J. Clare D. Charlie G. Alexandria S. Steve S. Suzie N. Susan R. Thom G. Bob L. Suzie N. Susan R. High Denise J. Preferences 3 Integrators Beth M. Sunil G. Duane W. Dan B. Clare D. Charlie G. Alexandria S. Steve S. Susan R. Suzie N. Dan B. Clare D. Charlie G. Alexandria S. Denise J. Thom G. Bob L. Denise J. Clare D. Bob L. Suzie N Low

Leveraging Preferences
Clarifiers on a team: • Push the team to provide evidence and research • Insist on facts and data • Question assumptions • Encourage the team to rationalize its thinking • Prevent the group from getting blindsided • Identify fruitful opportunities • Focus the team on the right challenge

Ideators on a team: • Provide energy, global thinking and humor • Push the group to strive for more options • Ask “what if?” to move beyond the obvious • Mix up the routine • Offer novel angles and different points of view • Use imagination and intuition • Come up with lots of alternatives

Developers on a team: • Make ideas feasible and tangible • Ground, shape and elaborate solutions • Push the team to identify issues • Explain how things function in reality • Figure out how to move the big ideas forward • Develop the details of the plan • Reduce the potential for embarrassment and rework

Implementers on a team: • Champion projects • Keep teams in line with deadlines • Sustain the momentum on a project • Push for action and deliverables • Take risks • Sell new ideas to key stakeholders • Get things done

Integrators on a team: • Promote commitment to the task • Make sure the team is working together • Make sure all voices are heard • Move the team to the next step in the process • Keep things running smoothly

Tools to Strengthen Innovation
D Do R Restrictions I Investments V Values E Expected outcomes What do you want to do? What outcomes do you want to achieve? What must be accomplished? What do you want to happen? What must your outcome not do? What changes or impacts must you avoid? What resources are you prepared to allocate (time, money, energy, human) What values will you live by as you tackle this challenge? What must be accomplished in order for you to consider the result a success? What specific, measurable targets must be achieved?

Challenging Orthodoxies Harnessing Trends Leveraging Resources Understanding Needs Taken from Rowan Gibson’s Four Lenses of Innovation

P.P.C.O. Pluses Overcome Challenges Ideas to overcome top Issue? 1. 2. 3. What are the strengths of your idea? Challenges Rephrase Challenges as questions? Potentials What will allow for success?

Impact/Effort Prioritization Matrix High 1 2 QUICK WINS These are the most attractive ideas/projects, giving you a good return for relatively little effort. MAJOR PROJECTS While these give good returns, they require more thoughtful analysis and planning. Impact 3 DON’T DO Avoid these. Not only do they give low returns, they crowd out time which would be better used elsewhere. 4 WAIT Don’t worry too much about doing these – if you’ve got spare time, do them. Low Effort High Low

Taking the Assessment

Questions

Resources Gibson, Rowan (2015). The Four Lenses of Innovation. A Powerful Tool for Creative Thinking. New Jersey: Wiley. Osborn, A. F. (1963). Applied imagination (3rd ed.). New York: Scribner’s & Sons. Parnes, S. J. (1987). The creative studies project. In S. G. Isaksen (ed.), Frontiers of creativity research: Beyond the basics (pp ). Buffalo, NY: Bearly Limited. Puccio, G. J., (1999). Creative problem solving preferences: Their identification and implications. Creativity and Innovation Management, 8, Puccio, G. J., & Murdock, M. C. (1999). Creativity assessment: Readings and Resources. Buffalo, NY: Creative Education Foundation.

Contact Information Duane Wilson Senior Program Director Office of Continuous Improvement 511 Main Building Notre Dame, IN

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