Curiosity in the workplace - the wellspring of innovation

A colleague raised an interesting topic for discussion on LinkedIn recently about encouraging a campaign for curiosity. We liked the initiative so we thought to put the spotlight on our trainers this time to find out where they stand on the issue. Saira Nisa’s response caught our eye, you can read it below.

There are many ways in which employers can help to encourage curiosity in the workplace. Interestingly enough, we tend to find that companies within the tech industry invest a lot of time and money into creating an environment and a culture where curiosity and creativity can exist.

Millions saw the apple fall, but Newton asked why. ( Bernard Baruch)

Mindfulness - How to Focus on Success

On paper, meditation and business might seem like they are worlds apart. However, in 2014, the ancient art of meditation has made a comeback and the chances are it is here to stay.

In this article ‘Mindfulness – How to Focus on Success’ we are going to explore exactly why meditation might just be the one key ingredient your day to day business is missing to levitate to the next level.

First of all – Why do we need meditation in the first place?

Knowing that we are more switched on than ever before with smart phones, laptops, emails, conference calls, contending with rush hour traffic, it is no wonder why many of us are wired up but actually melting down.

Take some time and clear your head to function on a higher level

 

Making Success a Habit

Many books over the years have been written on the power of setting goals; perhaps you have attended a training course or motivational seminar in which ‘setting goals’ was a big part of the programme?

Even though goals are a key piece of the puzzle when creating success, many people end up setting goals of being successful as opposed to simply ‘making success a habit.’

Make your own success

Mindset: How People React Differently

We all think differently, we all have our own unique view of the world and attach completely different meanings to different subjects, ideas and experiences. In NLP (Neuro Linguistic Programming) terms, ‘the map is not the territory’.  None of us think about any situation in exactly the same way.  This is because we all have our own unique values, beliefs and needs.

The iceberg, used in Cognitive Behaviour Therapy, represents how our results are driven by our behaviours which are derived from our emotions which are created by our thoughts.  Therefore what we achieve is driven by what we think.

People react and internalise situations differently

In order to change someone’s results, we need to dive beneath the surface and change the way they think. Most managers tend to float on the surface and concentrate on the performance itself. This usually results in a directive or advisory approach.  When you understand how the brain works, then you will understand why these traditional approaches are ineffective long term.

When you recognise that everybody has a different view of the world, then it would follow that what is right for one person isn’t necessarily right for another.  Think about this the next time you want to offer your advice to somebody.  Yes, it may be good advice for you, and it may be what you would do in that situation, but is it right for them?

Start taking note of conversations over the next month, conversations that you have at home or work or with friends, but also other people’s conversations (honestly, you are not being nosey, you just have a genuine interest in people!)

• Note how often people are not always talking about the same thing even though they think they are.
• Listen to how people’s opinions differ. 
• Notice how people get frustrated when they can’t get their point across or the other person doesn’t quite get it.
• How often do people give, a ‘whatever’ answer and just quit trying to explain?
• How often do people give their advice only to have it shrugged off?
• How often do you receive advice that fall on deaf ears?

You will start to smile to yourself as you notice different points of view on the same subject, or different meanings assigned to the same conversation. The next time someone asks you for advice, try asking them questions to help them think it through and come up with their own answers.

Yvonne Bleakley
Learning Consultant, Capita Learning & Development

Should managers possess and encourage creativity and innovation?

In striving for results and measuring the degree to which objectives are achieved, managers often fixate on effectiveness  – doing the right thing  – and pay less attention to efficiency  – doing things right.

This may lead to a lack of attention to solving problems or introducing improvements and the tendency to think of that well worn adage – “If it isn’t broke, don’t fix it”

But managers are required to “fix it” –  to ensure operational and strategic problems are solved.  Generating solutions require creative problem solving and the encouragement of creativity in themselves and their teams –  to develop the ability to go beyond the obvious daily habit and routine.

Creative Problem Solving

In his book “Applied Imagination” Alex Osborn said:

 “Creative problem solving defers judgment on a right answer. Instead, the process evaluates many possible answers, seeking patterns and relationships that might suggest solutions we wouldn’t otherwise see”. 

Naturally not all solutions and suggestions require innovation or unique ideas. However, developing the capacity to extend the style of thinking and problem solving provides the opportunity for creative solution generation.

It’s crucial to understand – and help the team understand - that creativity is:

• An ability – creativity is often suppressed but everyone has the ability to imagine or invent something new and to generate solutions by combining, changing, or reapplying existing ideas
• An attitude – creativity is grown by overcoming socialised norms, accepting change and newness, being willing to play with ideas and possibilities and the habit of enjoying the good, while looking for ways to improve it
• A process – creativity requires hard work to suggest ideas and solutions. Creative people make gradual alterations and refinements – few works of creative excellence are produced with a single stroke of brilliance

It’s worth remembering that people tend to generate their creative resources in two environments:

• In stressful situations 
• When feeling uninhibited

The manager has massive impact on the emotional temperature of the team and the environment in which it works, and must ensure that this is free of inhibitions and:

• Eradicates the “What will people think?” mentality which encourages conformation (promoting the notion that to deviate from ‘norms’ is wrong) but increases the toying with the “What if?” 
• Eliminates limiting thinking about ability. People often defer to ‘experts’ to create solutions – “I can't do it”, or “There’s nothing I can do”. History, though, is replete with examples of solution generation from the unlikeliest of sources – and a good mind with a positive attitude will go far in producing creative solutions 
• Abolishes the “I might fail” syndrome – the reluctance to risk that is caused by the societal view of failure and results in people being afraid to experiment. Fear of failure is one of the major obstacles to creativity. The cure is to change attitudes. Controlled failures should be expected and accepted – they are simply learning tools that help focus the way toward success 
• Deals with overcertainty – the reaction of “It can't be done” gives the situation or problem power; giving up before starting is self fulfilling.  Prejudice caused by preconceived ideas often prevents clear sight beyond what is already known or believed to be possible. 

When this environment is in place, managers should develop creative methodology with the team – techniques that can help define situations or problems, explore their attributes, generate alternatives and evaluate and implement ideas. These tools include:

• Ishikawa (or Fishbone) – an analysis tool that provides a systematic way of looking at effects and the causes that create or contribute to those effects. This tool will assist the team identify and categorize the many potential root causes of problems or issues in an orderly way 
• “5 Whys” – a simple process of articulating the current situation and asking “Why the situation or problem happens”. If the answer provided doesn't identify the root cause of the problem, the question is repeated and there is a loop back to the previous step until the team is in agreement that the problem's root cause is identified
• De Bono’s Six Thinking Hats – this industry standard team discussion and individual thinking tool provides a means for teams to plan thinking processes in a detailed and cohesive way, and in doing so to think together more effectively. Looking at a situation with this technique helps to create solutions using all approaches. 

So, should managers be creative and innovative, encouraging the team to do likewise?

The harmony of effectiveness and efficiency requires it.

Find out more about Creative Problem Solving Training Courses Available in London.

Written by David Mathieson, a learning consultant at Capita Learning & Development.