1.
Unlock the Creative
Potential of Your Teams:
An Introduction to the
Simplexity Method of
Applied Innovation
Dr. Ellen Moran & Tim Basadur

2.
The Whitmarsh
Consulting Group
• Human Resources Information Technology Consulting
• Multichannel marketing communication strategy
• Email Marketing
• Blogs and Social Media Marketing
• Research projects
• Whitepapers
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3.
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4.
DATA-DRIVEN CRISIS-STRATEGY
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Pre- and Post-Crisis Management
Strategic Planning & Alignment Program
During times of massive business, economic, and personal change, having an aligned team, and ensuring
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5.
Wendy Carrick
VP of People
TurnKey Coaching &
Development Solutions
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We provide enterprise learning and development
solutions that drive business results and improve
organizational culture.
● Outplacement Services
● Virtual Training
● Coaching Services
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6.
https://Leading-In-Crisis.TurnKeyCoachingSolutions.com/

7.
PhD Psychology
Certified PCC Coach--International Coach
Foundation
Certified in LEGO Serious Play
Certified Professional Innovation Advisor
Certified Coach for Conversational Intelligence
Certified in multiple assessments for
leadership, team dynamics and organizational
culture
Tim Basadur delivers and leads applied creativity
projects for corporate clients as part of Basadur
Applied Innovation, including Midwest BankCentre,
Pfizer, Elsevier, City College New York, Teradata,
and the Institute For Thermal Processing
Specialists, among others. Tim is also a doctoral
candidate at DePaul University and an adjunct
professor at Northeastern Illinois University. His
research interests include topics that can be said to
fall under managerial cognition including individual
and organizational creativity, motivated cognition,
and conducting effective meetings.

8.
Times are Changing and Business Too
• Covid-19 and evolving business conditions
• Urgency around dealing with Bias, Diversity and Inclusion
• More pressure on teams to adapt to and solve these challenges
8

9.
Our Learning Agenda
• Characteristics of effective organizations now
• Primary innovation skill—separate divergence and convergence
• Four critical process phases to solve real problems not symptoms
• Practical tools for each phase
• Four innovation styles—creating synergy not conflict
9

10.
React
Routine
Proactive
Characteristics of effective organizations
Flexibility
Efficiency
Adaptability

11.
Your view of your organization’s
response to the pandemic
Toyota, Honda
3M, Apple
Research on effective organizations
Flexibility
Efficiency
Adaptability

12.
Your Team
+ Basadur Process
+ Process Skills & Tools
+ Innovation Profile
= Innovative Results
for you and your organization
A Framework for Understanding

13.
Innovative Results System
No Judgment
No Logic
Relax
Quantity
Stream of options
Radical options
Think in pictures
Build onto fragments
Yes Judgment
Yes Logic
Clarify meanings
Use relevant criteria
Focus on a few
Consider risky options
Modify and refine
Move toward action
Your Team
+ Basadur Process
+ Process Skills & Tools
+ Innovation Profile
= Innovative Results

14.
Here’s your challenge:
How might we increase the digital capabilities of
all of our employees?
When you have an idea, type it into the chat!
Practice Diverging!

15.
Killer Phrases
• The boss won’t go for it.
• The old timers won’t use it.
• Too hard to administer.
• We have been doing it this way for a long time
and it works.
• Why hasn’t someone else suggested it before if
it’s such a good idea?
• Ahead of the times.
• Let’s discuss it.
• Let’s form a committee.
• We’ve never done it that way.
• Who else has tried it?
• That’s not our problem.
• A good idea, but….
• Against company policy.
• All right in theory.
• Be practical.
• Costs too much.
• Don’t start anything yet.
• It needs more study.
• It’s not budgeted.
• It’s not good enough.
• It’s not part of your job.
• Let’s make a survey first.
• Let’s sit on it for a while.
Killer Phrases stop innovative thinking!

16.
How do we prevent mixing divergent
thought from convergent thought?

17.
We need the third skill
Deferral of
Judgment
Separate divergent
and convergent thinking
No Judgment
No Logic
Relax
Quantity
Stream of options
Radical options
Think in pictures
Build onto fragments
Yes Judgment
Yes Logic
Clarify meanings
Use relevant criteria
Focus on a few
Consider risky options
Modify and refine
Move toward action
Your Team
+ Basadur Process
+ Process Skills & Tools
+ Innovation Profile
= Innovative Results

18.
Your Team
+ Basadur Process
+ Process Skills & Tools
+ Innovation Profile
= Innovative Results
for you and your organization
Let’s Talk about Process (through Style)

19.
19
The innovation process has four stages
“Getting things started –
finding new problems &
opportunities”
“Defining problems & putting
ideas together”
“Getting things done”
“Turning abstract ideas into
practical solutions & plans”

20.
20
Different people prefer different process stages
We call these process styles

21.
21
A definition of creativity
C = f (K x I x E x A)
C = Creativity K = Knowledge I = Imagination E = Evaluation A = Action

22.
22
Two ways of gaining knowledge
• Through direct experience
• Using abstract thought
Learning by
Direct Experience
Learning by
Detached Abstract Thinking
Using Knowledge
for Ideation
Using Knowledge
for Evaluation

23.
23
Two ways of using knowledge
• To ideate (create options)
• To evaluate (judge options)
Learning by
Direct Experience
Learning by
Detached Abstract Thinking
Using Knowledge
for Ideation
Using Knowledge
for Evaluation

24.
24
Strong
Generator
Strong
Conceptualizer
Strong
Implementer
Strong
Optimizer

25.
25
Strong Generator
• Initiator
• Comfortable with ambiguity
• Very sensitive to the surrounding
environment
• Likes to get things started

26.
1. What do you know, or think you know about this fuzzy situation?
2. What don’t you know, but you’d like to know?
3. Why is this a problem for you? Why can’t you make it go away?
4. What have you thought of or already tried?
5. If this problem were to be resolved, what would you have that you don’t
have now?
6. What might you be assuming that you don’t have to assume?
A Key Generation Tool: Fact Finding Questions

27.
27
• Idea developer
• Patient thinker
• Able to put pieces together to
form the “big picture”
• Develops understanding
Strong Conceptualizer

28.
How might we…?
A transformational shift in
thinking
your language of innovation.
Make
A Key Conceptualization Tool
 We can’t because…
 We don’t have any others…
 The top team will never buy in to it…
 It would cost too much…
 It’s not on our list…
 We don’t do it that way here…

29.
29
Strong Optimizer
• Testing and experimenting
• Practical solutions
• Thorough analysis
• Confirms ideas and notions
• Creating step-by-step plans

30.
A Key Optimization Tool: The Criteria Grid

31.
31
Strong Implementer
• Gaining acceptance from others for
changes
• Making changes work and stick
• Will do anything and try anything to
make the solution work
• Experiments and alters plans to make
them work in the “real” world

32.
Style Tensions

33.
33
Implementers view
of Conceptualizers
• Should not get paid
• Never see them do anything
• Only see them thinking

34.
34
Conceptualizers view
of Implementers
• Think they are dangerous because
they’ll do anything
• Don’t appear to think first
• Bang their heads against the wall

35.
35
Optimizers view of Generators
• Think they are unable to focus
on the “real” problem
• Think they start working on 5
new problems before main one
is solved
• They are hard to “pin down”

36.
36
Generators view of Optimizers
• Think they are too narrow minded
• Cannot see the big picture
• Think they know the right answer
but it is for the wrong problem
• “Green eyeshade people”

37.
Style Job Types

38.
38

39.
Real World Applications

40.
40
Not Enough Time Devoted to Conceptualization and
Optimization
A banking organization
attempting to establish new
financial products quickly in
a very competitive
environment but
encountering a high
percentage of failures.

41.
41
A typical group of managers
from a large aerospace
manufacturing company
serving the aircraft, airline,
and aerospace industries
wanting to expand faster into
new products and
new markets.
Not enough Generators?

42.
Manufacturing plant’s Top Management
Team
The Firm is profitable despite:
• Many quality defects
• Much rework, waste
• Duplication of effort
• Fire-fighting
• Makeshift steps correcting errors cause
extra damage
• Resource underutilization
Not Enough Optimizers?

43.
43
An HR strategy development
team in a large health
insurance company is having
difficulty moving forward.
They are unable to decide
which new strategy to
recommend and keep on
coming up with new ones.
Too Many Conceptualizers?

44.
44
Air Traffic Controllers, Aren’t We Glad?

45.
45
TheMarketResearchTeamLooksaLotLikeThis

46.
46
Is the market research team in for a big surprise?
The Market Research team is
eager to present 57 pages of
great new data to the Sales
Team.

47.
Lessons learned about Basadur Innovation Profile styles
• Everyone is a blend of preferences
• States not traits
• You can be skilled in all four stages regardless of personal style
preferences
• Heterogeneous Teams perform more innovatively (but have
less satisfaction)
• Generators are in short supply in corporations
• Different jobs/functions favor different quadrants/styles
• this can cause much wasted time and
frustration in cross-functional
environments

48.
Some Objectives of the Basadur Innovation Profile
• Be confident in your own creative and innovation style
• Appreciate and value others’ styles
• Introduce Cognitive Diversity as a proven competitive edge
• Diagnose team problems
• Set up successful teams
• Understand innovation as a continuous process, not as a
discrete event or happening

49.
Take Home Tools
• Diverge -- Defer Judgment -- Converge
• Use Fact Finding to get multiple perspectives
• Watch out for Killer Phrases
• Convert challenges to How Might We…
• Consider how to sell your plans before implementing them
• Synchronize and leverage the perspectives of all four styles

50.
Unleashing innovation in your teams means:
• Continually finding and defining
problems, solving them, and
implementing the solutions
1. Knowing what you have to do to be
innovative
1. Generation
2. Conceptualization
3. Optimization
4. Implementation
2. Knowing your team’s style preferences
3. Adapting to do all four stages well, not
just those stages team members prefer
Your Team
+ Basadur Process
+ Process Skills & Tools
+ Innovation Profile
= Innovative Results
for you and your organization

51.
Free Offers
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www.basadur.com
tbasadur@basadur.com
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52.
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53.
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