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Idea Management Archives

Business leaders and managers tend to respond to the introduction of a new idea not as an imminent solution to be nurtured, but as a new problem to deal with. Ideas, one would think, would be welcomed, especially by an organization’s movers and shakers talking the talk about innovation.

But all too often a company’s leaders, time crunched and overloaded as they are, perceive the introduction of a new idea as cover samsung galaxy s5neo simply “more work” for them to do, the early warning sign of too many emails to read, more meetings to attend, more requests for funding, and more conflicting opinions.

Perhaps this is why so many managers respond to the articulation of a new idea with knee jerk cover samsung j3 rigida naysaying instead of heartfelt open mindedness. And you wonder why innovation in your organization is so sluggish.

What can you do to reframe the way you perceive ideas being pitched to you on the job from “problems” to “opportunities”

OK. You’re busy. I get it. Which is why custodia cover samsung s6 edge plus I just deleted the first four compelling, context setting paragraphs of this blog post and will now cut to the chase:

Your company’s “ideation process” is either non existent, seriously flawed, or not understood by the members of your team.

You know it. I know it. And 99% of the people you work with know it a longstanding phenomenon that cover samsung galaxy s3 neo brillantini che si muovono spawns nothing but cover iphone natale frustration, wheel spinning, and resignation. Few people want to deal with the Rube Goldberg like nature of the beast the attempt to more dependably structure the process of originating, developing, and executing new ideas. And so the madness continues. Does it always have to be this way No it doesn’t. But someone needs to step up and bell custodia cover huawei p10 the proverbial cat.

So read on. The following ten “ideation process best practices” are clues for you something to adapt to your particular company/team culture/ It’s not like immagini delle cover per iphone you have to implement all ten of them. But even one or two, applied on the job, will make a huge difference. That is IF you want to increase the odds of you and your team increasing the odds of innovation actually happening on the job.

1. COMMUNICATE A CLEAR, COMPELLING VISION: Regularly, let the people on your team know what the ultimate goal of their efforts are. When people, swamped by the day to day, forget the inspired vision that attracted them to cover per iphone 4s teschio your company in the first place, your hose has sprung its first leak. What can you do, this month, to remind everyone swarovski cover iphone 6 on your team what the big, hairy, audacious goal is the “gold at the end of the rainbow” aspiration that gets everyone out cover samsung a 40 of the bed in the morning

2. FRAME POWERFUL QUESTIONS: While custodia cover samsung a10 it’s great to have an custodia cover iphone 6 6s inspiring goal to aim for, unless you can translate that goal into the kind of meaningful challenges that people can get their arms around, all you are doing is hyping people up. The more skillful you are at framing your business opportunities as questions that begin with words “How can we”, the more likely it will be that your innovation garden will grow. Chesterton once said, “It’s not that they can’t see the solution. They can’t see the problem.” How might you frame the questions you want your team thinking about this week And when is your next opportunity to communicate these questions to your team

3. WRITE CRYSTAL CLEAR BRIEFS: I’m sure you’ve heard the phrase “garbage in, garbage out”. Yes Well, this phenomenon also applies to a company’s ideation process. If your project briefs are vague, incomplete, or non existent, you have just complicated the situation. Unfortunately, this is all too common. The reasons Your team doesn’t actually know what your customers want, no one is responsible for writing new project briefs, or no one is actually reading/understanding the briefs. The results Not good. What can you do to ensure that innovation efforts, on the front end, include some kind of clearly written briefs

4. Either key people won’t read them, won’t understand them, won’t be inspired by them, won’t check in with each other to make sure that everyone is on the same page, or won’t have the time and energy needed to push back and ensure that another, better version of the brief cover per iphone 5s per ragazze is written to get the party started. How can you include a “Brief Reality Check” in your company’s ideation process a way to ensure that custodia cover samsung s6 all key internal stakeholders are on the same (clearly communicated) page before cranking out new ideas and concepts

5. IMPROVE YOUR BRAINSTORMING SESSIONS: Most company’s brainstorming sessions are hugely ineffective, a kind of hyper caffeinated Rube Goldberg machine where the same, usual suspects go through the same tired process of trotting out their pet ideas, jousting with each other, and calling it “ideation.” How can you upgrade the quality and impact of your in house brainstorming sessions

6. LEVERAGE THE SPONTANEOUS BRILLIANCE OF YOUR WORKFORCE: During the past 25 years, I have asked more than 10,000 people where and when they get their best ideas. Less than two percent tell me they get their best ideas at work. cover samsung s5 viola The most common times and places In the shower. Late at night. Early in the morning. Exercising. Commuting. Or doing something completely unrelated to the task at hand. Curiously, most companies do not have any kind of dependable process in place for leveraging this naturally occurring idea generation phenomenon. And because they don’t, many awesome ideas never get planted in your garden. That is unfortunate. How can you encourage your team to honor, capture, and communicate the cool ideas they are conceiving away from the workplace

7. COMMUNICATE CLEAR CRITERIA FOR IDEA EVALUATION: Generating ideas is not all that difficult. Indeed, that is one of the reasons why the phrase “ideas are a dime a dozen” is so common. What is less common is letting your in house “idea people” know what the criteria will be used to assess the ideas they conceive. Identifying and communicating clear criteria before engaging a mass of people in a “creative process” is another way to plug one of the big holes in your ideation hose. In other words, if you are the boss, department head, or team leader, be very clear with your people about how you will be evaluating cover iphone 5s stilinski the ideas they will be generating. Take a shot at it now. For the most compelling project now on the table, what are five criteria you will use to assess the viability of ideas presented to you

8. CAPTURE AND DOCUMENT IDEAS: Most brainstorm sessions or any kind of intentional ideation processes, usually spark a lot of ideas some good, some bad, some ugly but very few of these ideas are captured. And even the ones that are captured don’t often make it out of the room. A post it on the wall or a line on a flip chart is a good start, but unless those ideas, like a baton in a relay race, get passed on to the next runner, nothing much happens. What is your current process for capturing and documenting ideas generated in brainstorming sessions or project development meetings. Is it working If not, what can you do to improve it

9. ENSURE MORE DEPENDABLE IDEA EVALUATION: Because most people in your organization are running from one meeting to another, they rarely take the time to slow down, reflect, and evaluate promising new ideas that emerge. Instead, some kind of voo doo science is applied an odd cocktail of mood driven opinion making, idea jousting, half baked conclusions, and whoever stays latest at the office decides. And while, sometimes, this approach can actually work, it is often a huge hole in your pipeline especially since most of your idea genereating sessions are way too short and have no time baked into iphone x cover initials them for idea evaluation. Who are the likely suspects on your team to evaluate new ideas and how can you ensure that they make the time to do so

10. CREATE A WAY FOR SENIOR LEADERS TO GIVE FEEDBACK: This is a big one. Ignore this step at your own risk. At the end of the day, your company’s senior leaders need a chance to share their feedback with aspiring innovators especially in regard to ideas that are going to require funding or company resources. This does not need to be an “uh oh” moment, like some kind of surprise IRS audit. Done well, it can be supremely helpful. Your creative team will get a much needed reality check. Viable ideas will be refined. And you will radically diminish the odds of the “11th hour squashing of good ideas” syndrome, because cover iphone 7 ferrari your key stakeholders will have had an opportunity earlier in the game than usual to weigh in and be part of the creative thinking process. Of course, how these idea feedback sessions are structured and facilitated make all the difference. What is your concept for how these idea feedback sessions might be structured

CAUTION: The above noted “ideation process” suggestions are not intended to be treated as sacred or followed blindly. They are simply intended to spark some fresh thinking and forward movement on this topic. What works for your team or your organization will not, necessarily work for another team or another organization. Your ideation process will need to be customized for your particular needs. How might you pull together a sub team, in the next week or so, to come up with a customized ideation process approach that has the best chance of working

Do you work in an organization that is trying to raise the bar for innovation, teamwork, storytelling, and leadership, but doesn’t have the budget to pay for trainings, keynotes, and workshops Here’s an alternative Idea Champions’ Micro Learning for Innovators service. It all happens online. At your own pace.

The price YOU decide on the value of our service and make us an offer. 95% of the time we go with what our prospective clients suggest. 5% of the cover samsung s6 marmo time we decline. Many of those sessions left you feeling underwhelmed, over caffeinated, disappointed, disengaged, and doubtful that much of ANYTHING was ever going to happen as a result of your participation. Yes, again I thought so.

There’s a ton of reasons why most brainstorming sessions under deliver, but the main reason the Mount Olympus of reasons (drum roll, please.) is the brainstorm facilitator. Armed with a short list of ground rules, a flipchart marker, and a muffin, most brainstorm facilitators miss the mark completely.

The reason has less to do with their process, tools, and techniques than it does with their inability to adapt to what’s happening, real time, in the room. In an all too professional attempt to be one pointed, they end up being one dimensional, missing out on a host of in the moment opportunities to spark the ever mutating, collective genius of the group.

If only our well intentioned brainstorm facilitators could abide by the words of Walt Whitman, when he confessed that he “contained multitudes.”

Translation If you or anyone you know is going to lead a diverse group of time crunched, opinionated, multi tracking, people through a process of originating breakthrough ideas, DON’T BE A ONE TRICK PONY! Be a book cover samsung tab s4 multitude or, at the very least, be multi cover orsetto iphone 6 faceted. Let it rip. Hang ten. Pull out the stops.

Use your right brain and your left. Let all the cats out of the proverbial bag and by so doing, exponentially increase your chances of sparking brainpower, brilliance, and beyond the obvious ideas.

OK. Enough bloggy pep talk. Let’s get down to business. Take a few minutes now to rate yourself, on a scale of 1 10, for how skillful you are at embodying the following personas of a high flying brainstorm facilitator. Then tune into your biggest strength and ask yourself how you can amplify that quality. Then identify your biggest weakness and figure out how you can improve in that arena.

Skillful brainstorm facilitators are bold experimenters, often taking on the crazed (but grandfatherly) look of an Einstein in heat. While respecting the realm of logic and the rational (the ground upon which most scientists build their homes), the enlightened facilitator is willing to throw it all out the window in the hope of triggering a “happy accident” or a quantum leap of thought. Indeed, it is often these discontinuous non linear moments that produce the kind of breakthroughs that logic can only describe, never elicit itself…