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Thought Pieces
Leon Gettler: Connecting with a team
Thursday, 11 October 2012
A team is only as good as its connections. The great industrialist Henry Ford said: “Coming together is a beginning, staying together is progress, and working together is success.” Team members connect when they share a common goal.
Read more at http://blog.aimvic.com.au/2012/10/08/leon-gettler-connecting-with-a-team/
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Real Innovation: Designing for 7 Billion
Monday, 1 October 2012
by Julian O’Shea
In his book, Material World: A Global Family Portrait, photojournalist Peter Menzel coordinated an international team of photographers on a unique photo project. Spanning thirty countries, photographers took images of statistically average families in front of their homes with all of their worldly possessions. As you’d expect, the variance was extreme: in some cases families posed with little more than basic clothing and cooking supplies, and for others they filled the street with furniture, electronics and multiple vehicles. The imagery provides a striking visual illustration of the different access to resources around the globe. The book aims to also explore our relationship with ‘stuff’, and to better understand the differences, as well as similarities, that exist across countries and cultures.
In a planet of seven billion people, we should give serious consideration to how we can live sustainably, while also improving the quality of life for all. The issue is one of social justice – the poor are simply missing out on new technology and innovation. Founder of International Development Enterprises, Paul Polak, claims, “90% of the world’s designers spent all of their time addressing the needs of the richest 10% of the world’s customers”. The change he is advocating for, is more emphasis on designing affordable and useful products for the bottom of pyramid, those living on $2 a day or less, instead of more consumer products for the richest few.
One contributing approach is that of “humanitarian engineering”, applying technical expertise to improve the quality of life of people in disadvantaged circumstances. This is a shift to serving people most in need, rather people that are most able to pay. Fortunately there are groups and individuals who are taking on the challenge.
I’m privileged to work for Engineers Without Borders Australia (EWB), one such organisation contributing this movement. My role involves coordinating the organisation’s research program, engaging local students and researchers to work collaboratively with our community partners across Asia and in Australia. These innovative projects are making a real contribution to outcomes on the ground in areas including renewable energy, water access, sustainable infrastructure and education. Projects include the development of a maintenance-free rainwater harvesting system in Cambodia; prototyping a low-cost dust mask for stone quarry workers in India, and improved pipe design for landslide-affected areas in Timor Leste. The projects are what I call, “real innovation”: innovation measured not by its commercial value or number of patents produced, but rather on their impact on people’s lives.
Should there be a future edition of Material World, I’d love to see families around the world proudly showing off new products, systems and technologies that have been specifically designed for their own needs. That would be real innovation.
Julian O’Shea is the Director of the Engineers Without Borders (EWB) Institute and was awarded an Innovation Leadership Scholarship for the 2012 Creative Innovation Conference.
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Inviting potential innovators in…
Monday, 1 October 2012
by Susan Wade
Many exceptional, creative minds are currently not being invited into our organisations.
Despite her remarkable visual abilities and innovative approach to the design of livestock handling facilities, Temple Grandin, arguably the most famous living person with autism, talks of having to “get in through the back door” throughout her professional life.
Some highly able and creative individuals on the autism spectrum may have successfully walked through the front door of organisations – indeed there are participants in my PhD research who have. Yet, there are many more on the autism spectrum with high intellectual and creative potential that remain on the wrong side of the professional employment door. This is a significant problem, not just for the individual living below their potential, but also for organisations and ultimately for society which risks missing out on the creative contributions of these ‘different minds’.
The old saying ‘be careful what you wish for’ is good advice for organisations in their employment decisions. It seems entirely logical to prefer employees who are socially skilled, politically savvy team players. The interview process in most organisations does an outstanding job at ensuring that people with this skill set are welcomed. Yet, when we start to see a broad range of capacities as ‘basic’, ‘mandatory’ or ‘core’ there is the possibility that a great deal of skill diversity – and potential for innovation – is lost.
The important question to ask here is, ‘who is not coming through the front door of our organisations’?
Past creative breakthroughs have often been the product of individuals who are not natural team players or highly socially skilled. There is a risk of losing the creative contributions of many and constraining the full potential of organisations if we don’t better understand the value and needs of individuals with uneven abilities.
Uneven abilities – or high abilities co-existing with an area of significant weakness – may even be related to creative potential. Creativity researchers have long recognised that those producing creative works have often had an uneven profile of abilities – featuring striking strengths and profound weaknesses.
The cognitive profile of those with Asperger’s syndrome is described by Professor Tony Attwood as being ‘conspicuously uneven’. Professor Baron-Cohen from Cambridge University considers the characteristics of Issac Newton and Albert Einstein, concluding that their social difficulties were consistent with a diagnosis of Asperger’s syndrome – an Autism Spectrum Condition. Research has also documented the traits of autism in profoundly gifted people, including a Field Medal winner (the Nobel Prize equivalent in mathematics).
Autism includes the whole ‘spectrum’ of abilities and it is certainly not helpful to buy into stereotypes or myths about all people with autism having special talents. That said, Autism Spectrum Conditions such as Asperger’s syndrome are diagnosed in some individuals with very high abilities. Dr. Hans Asperger first noted the creative potential of individuals with Asperger’s syndrome in 1944. He highlighted their potential for success in high positions, describing their ‘autistic intelligence’ as being “akin to the intelligence of true creativity”.
The participants in my PhD study “Abilities, Achievement and the Autism Spectrum” also demonstrate remarkable abilities and high achievement across a wide range of talent domains. Attributes supporting creativity in gifted individuals on the autism spectrum may include the ability to disregard social conventions, intense focus, drive for perfection, divergent thinking and extended time spent alone. A different way of thinking is described beautifully by one highly successful participant working in the finance industry. He proposed that while other people seem to want to “think outside the box”, people with Asperger’s syndrome don’t see a box.
Organisations can develop a more innovative culture by inviting less conventionally employable individuals to find a place within the organisation and then by supporting them appropriately. This will require leaders of the future to be aware of the full range of human capacities and find creative ways for people to contribute their unique strengths. Future leaders will need to use their intellect alongside their empathy, flexibility and vision in order to facilitate this. Strong leadership will be required to ensure that employees with a ‘difference’ are valued and respected within the organisational culture.
The complex nature of community and global challenges we face must be met by empowering individuals to make their unique contribution rather than encouraging ‘generic’ skills and competencies. How many highly gifted, innovative, divergent thinkers – including those on the autism spectrum – are not given the opportunity to bring their intellect and creativity to the challenges we face at a range of levels?
Opening the door to potential innovators can happen if organisations fully appreciate the value of drawing on a diversity of talented minds.
Susan Wade is a Ci2012 Innovation Leader Scholarship winner and PhD Candidate in the Faculty of Education at Monash University. Her research focuses on talent development in highly able individuals on the autism spectrum.
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3D Printers
Wednesday, 19 September 2012
3D printers bring hi-tech manufacturing to the home
“There are those who think 3D printers may even be able to someday produce food – or, more worryingly, guns.”
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It’s time for a 21st century approach to strategy
Monday, 17 September 2012
By William Donovan
Right now, there are companies wondering what the next 12 months is going to hold, how to deliver the strategy or begin to build the next one with the aim of becoming the change making organisation for 2012, ‘13 and beyond. A strategy has more to do with communicating the vision than spelling out exactly how it will be done.
I find it interesting that we rarely get to see how people put a strategy together. It tends to be learned from mentors or via some type of study that provided you with a strict process to follow. So for those who have followed the process to create and deliver strategies, how have they gone?
In my experience there is a point during the strategy where you say: “how do I deliver the it?” or “What is it going to be?” or “Didn’t we do this a few years ago”. Or the unfortunate scenario “it has been done already, what next?“
I don’t know about you, but as each year passes in the 21st century, the more obvious it becomes when we see a misguided, well intended strategy go awfully wrong. Was it someone’s fault? We all work hard and no-one intentionally sets out to create a bad strategy, product or service.
My background is mostly in digital, and traditionally a strategy points towards… well, digital assets; website, mobile app, social media and the like. However, recently I reviewed a range of suggested approaches by leading agencies around the world and felt there wasn’t a REAL approach suitable to tackle today’s complex, complicated and challenging problems that face the world today.
I found the stand out approaches all pointed to a key component for delivering any digital strategy; that was to approach it the same way you would with any strategy. The digital and real world has overlapped but are they both listening to each other?
Re-thinking the innovation landscape
Then lets do a 360 turn-around and take a look in the mirror. Ideas are cheap, conversations are ubiquitous and we’re becoming hyper-connected. Innovation starts with a conversation for action, a conversation for doing something and an approach that values the contribution of people who creating it together. The digital landscape is an enabler for greater connection, conversation and action.
The workplace is changing
The boardrooms are changing, or they don’t exist, preparing for leaders with the courage to begin conversations that describe a journey, one that asks for a contribution, not just a delivery date. And a vision that looks outwards to add value not just dollars to the bottom line. This requires creative leadership and a collaborative group of people with a passion to see a problem through to the end; it’s end.
Thinking differently about the approach
Words like Strategic Business Design, Design Thinking, Service Design and Social and Creative Innovation are permeating through the business world. The terms describe a landscape of tools and conversations that can enable us to think differently about how we approach problems and shift our our attention to the experience of others and the communities we work within, not just ourselves.
Strategy built around action
Delivering a strategy that takes real action outside of the organization it is not an easy feat. Especially when you realize you are at the mercy of your customers and communities. It starts with the right type of creative conversations that tackle the challenges of today and work towards the wicked problems of tomorrow. A strategy like this will include thinking deeply the people impacted by the decisions made, generously sharing ideas, testing these concepts and thinking creatively about their delivery.
Creative Innovation Aisia Pacific 2012
On November 28th to 30th, Melbourne’s answer to TED, Creative Innovation Asia Pacific 2012 will be hosted at the Sofitel Melbourne. This opportunity extends the chance for as many conversations on creative innovation and leadership you can fit into 2 days. Spend time with thought leaders making a difference and bringing substance to what seems like superfluous words. Because the future is now, tomorrow has arrived and no one has time to sit on the fence anymore.
Which brings me back the title of this post. We have the people, the technology and the ideas to create amazing opportunities. This is only going to happen if the conversation starts with a focus on the people it involves. This includes the stakeholders, employees, customers, the connected networks and also embodies the values of the community operates in.
By approaching these new challenges holistically, with empathy and a creative outlook can the opportunities discovered from exploring the entire experience and journey of your offering be realised.
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Fun at work boosts Creativity and Productivity
Monday, 17 September 2012
A number of companies seem to be following in the footsteps of Google and LinkedIn by encouraging fun in their workplaces, it has been revealed.
While Google employees are paid to play beach volleyball, go bowling or scale a climbing wall, employees at LinkedIn can play football or ping-pong when they tire of answering emails.
“I think there are some enlightened companies that are beginning to get this, especially companies in research and development and design,” Fox News quoted Dr. Stuart Brown, founder of the National Institute for Play, as saying.
Brown offers play consulting for tech and non-tech companies, including Whole Foods as not only does having a playful atmosphere attract young talent, but experts say play at work can boost creativity and productivity in people of all ages.
“There is good evidence that if you allow employees to engage in something they want to do, (which) is playful, there are better outcomes in terms of productivity and motivation,” Brown said.
Play can also lower your stress levels, boost optimism, and increase motivation to move up in a company and improve concentration and perseverance.
“All sorts of creative new connections are made when you’re playing that otherwise would never be made,” Brown added.
Playing also engages the creative side of your brain. When you’re fully engaged in play, you lose some of your psychological barriers and stop censoring or editing your thoughts. This allows creative ideas to flow more freely.
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