Page 180 - kf fyi for your improvement license eng 3-4-15

• Not curious.
• Limited creativity toolbox.

• Slow to change and act.

Brain booster
Creativity and innovation happen when talented people are given the space and freedom to be inventive.
Mihály Csíkszentmihályi describes the flow state that promotes creative thinking and innovative results.
The flow experience happens when individuals are able to concentrate intensely, feel a sense of control,
and lose themselves in something they find intrinsically rewarding. This state of mind can produce
amazing works of art, music, literature, but also applies in the areas of science and business. In fact,
Green Cargo, Patagonia, and Microsoft have all applied flow principles in the workplace with success. Set
up a work environment that can function as a playground for ideas. Avoid distractions and obstacles as
much as possible. Kathryn Britton, who studied flow at work, finds that “frequent experiences of flow at
work lead to higher productivity, innovation, and employee development. 28, 29

Tips to develop Cultivates innovation

1. Wonder what role you can play? Innovation takes a village. You don’t have to be an Idea
Generator to bring value to innovation. As Roger von Oech and other experts have pointed out, many
roles are necessary. Mix and match based upon project needs, your skills, and motivation. An
Explorer seeks out new information, perspectives, and resources. A Leader aligns innovation with
strategy and nurtures the climate and process. An Evaluator determines the merits of options and
decides which to pursue. A Champion influences others to try it, fund it, or buy in. An Advancer
moves the innovation through necessary channels in the internal/external environment. An
Implementer executes, putting the idea into practice. A Refiner makes improvements along the way.
A Manager tracks the budget, metrics, and risks involved. A Marketer tells the story and socializes
good news. A Knowledge Manager shares lessons learned from successes and mistakes. A
Rewarder recognizes those who played a valuable part.

2. Desire to enhance group creativity? Diversify. During World War II, it was discovered that teams
with the widest diversity of backgrounds produced the most creative solutions to problems. The teams
included people who knew absolutely nothing about the area (i.e., an English major working on a
costing problem). Current research reinforces these findings. So when attacking problems, pull
together the broadest group you can—people from different functions, levels, and backgrounds.
Practice “open innovation,” gathering ideas from customers and suppliers. Invite people to act as
“provocateurs” to shake up ingrained ways of thinking about the challenge. Gather input through
internal or external crowdsourcing, from experts and novices. Go broad when looking for new and
different perspectives.

3. Don’t perceive yourself to be creative? Remove the restraints. What’s preventing you from
contributing to your organization’s innovative efforts? Are you overly cautious? Being creative is about
entering the unknown with curiosity and discovering what happens. Do you tend to be a perfectionist?

© Korn Ferry 2014-2015. All rights reserved. WWW.KORNFERRY.COM

180