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CREATiViTY & iNNOVATiON

2. Puzzle??
Anthony and Cleopatra are lying dead on the floor of a villa
in Egypt. Nearby is a broken bowl. There is no mark on
either of their bodies and they were not poisoned. How did
they die?
2
Anthony and Cleopatra were goldfish whose bowl was
knocked over by a clumsy dog.

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OBJECTIVES
 Understand the significance of innovation
within South Ayrshire Council.
 Think about strategies to improve personal
creativity and promote a culture of innovation
across the council.
 Comfortably apply creative techniques and
processes in a practical setting.

4. Session 2 – Why Creativity is so Importa4 nt

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Chief Executive’s Department
Education, Culture & Life Long
Learning
Responsive
Inclusive
Regeneration
Commercial Development
Social Work , Housing & Health
Development, Safety & Regulation
Managing Change
Community Planning

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WHOLE BRAIN THINKING
 Left
 Convergent
 Vertical
 Chooses
 Looks for what is right
 Sequential
 Predictable
 Based on experience
 Right
 Divergent
 Lateral
 Changes
 Looks for differences
Unpredictable jumps
Welcomes intrusions
 Explores least likely

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The Decision Taking Process
Stimulus Response
Gather Information
Generate Options
Select “Best” Option
Take Decision
Review Decision
M
A
K
E
Make

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But in reality what does this mean?
Small incremental changes
Improvements to services, policy,
procedure
Listening to customers
Listening to employees at all levels
A “Can do” attitude from everyone

9. Session 3 – Positive v Negative Thinking
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What does this say?
happinessisnowhere
happiness is now here

10. One View of the World
“Heavier than air flying machines are impossible” – Lord Kelvin, president,
Royal Society 1895.
“Who the hell wants to hear actors talk?” – H.M.Warner, Warner Brothers 1927
“There is no reason anyone would want a computer for their home” – Ken
Olson, president, chairman and founder of Digital Equipment Corp 1977
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“Everything that can be invented has been invented” – Charles Duell
Commissioner US Office of Patents 1899
“We don’t like their sound, and guitar music is on the way out” - Decca
Recording Co rejecting the Beatles 1962
“640K ought to be enough for anyone” - Bill Gates 1981
“If I had thought about it, I wouldn’t have done the experiment. The literature
was full of examples that said you can’t do this.” – Spencer Silver on the work
that led to the unique adhesives for 3-M Post-It Notepads

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A Different View of the World
“When choosing between two evils, I always like to try the one I’ve never tried
before” – Mae West
“Instead of pouring knowledge into people’s heads, we need to help them grind
a new set of eyeglasses so they can see the world in a new way” – JS Brown
“If you can dream it, you can do it.” – Walt Disney
“An invasion of armies can be resisted, but not an idea whose time has come.” -
Victor Hugo
“Discovery consists of looking at the same thing as everyone else and thinking
something different” – Albert Szent Gyorgi
“Never forget that only dead fish swim with the stream” – Malcolm Muggeridge
“Curiosity has its own reason for existing” – Albert Einstein
“Problems cannot be solved by thinking within the framework in which the
problems were created” – Albert Einstein

12. Targets (Moving) Goal
Alpha Performance
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The Alpha – Beta Model
Performance Gap
(where the coach
works)
Beta Performance
What we fear - redundancy(stick)
pay award (carrot)

13. “If you believe you can
or if you believe you
can’t – you’re right
Henry Ford (Ford Motor
Company)
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Challenging Mind Sets
One correct answer thinking
Negative or ‘yes but’ thinking
Over regard for logical thinking
Over reliance on experience
Over regard for the status quo
These can block us & lead to ‘stuckness’

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Puzzle??
A man went into a café, sat down and
ordered a cup of black coffee, a glass of
orange juice and a Danish pastry. “Ah,”
said the waitress, “You must be a
policeman”. How did she know?
He was wearing a uniform

15. Session 4 – Is your view of the world the only one?
What do
you see?
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16. Paradigms
The way an individual perceives, understands and
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interprets the surrounding world
– a mental map

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Changing your PARADIGM
“If you want small changes, work on your
behaviour. If you want quantum leap
changes work on your paradigms”
Stephen R.Covey- The Seven Habits of Highly
Effective People

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Puzzle??
Dave was trying to match 4 different
coloured pairs of socks which had come
out of the washing machine. There was
a blue pair, a red pair, a green pair and
a yellow pair. He is completely colour
blind and could not differentiate
between them, so he paired them
randomly. What is the probability that
exactly 3 pairs matched?
Zero – If 3 matched the 4th must also match

19. Session 5 – Building a Creative Environment
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JOHARI WINDOW
Known to Self Not Known to Self
OPEN BLIND
Known
to
Others
Ideal window Bull in a china shop
HIDDEN UNKNOWN Not
Known to
Others
Interviewer
Turtle

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A Foundation Model – For you to follow
Trustworthiness
Character Competence
A person with high
character exhibits integrity,
maturity and an Abundance
Mentality
A person with high
competence has
knowledge and
ability in a given area
Trust
Being Truly
Effective

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Where
do you
spend
most of
your
time?
REACTIVE
PROACTIVE

23. Attitude is everything – Who chooses yours?
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“We who lived in concentration camps can
remember the men who walked throughout the
huts comforting others, giving away their last
piece of bread. They may have been few in
number, but they offer sufficient proof that
everything can be taken away from a man but one
thing : the last of the human freedoms – to choose
ones’ attitude in any given set of circumstances, to
choose ones own way”
Viktor Frankl – Man’s Search for Meaning

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Puzzle??
‘Two’s company and three’s a crowd’.
What are four and five?
4 + 5 = Nine

25. Session 6 - Tell us what to do we are used to it!
“When I was a little boy, my parents told me what to do and
scolded me if I didn’t. When I went to school, my teachers told
me what to do, and punished me if if I didn’t. When I joined
the army, the sergeant told me what to do, and God help me if
I didn’t, so I did! When I got my first job, my boss told me
what to do too. So when I reached a position of authority,
what did I do? I told people what to do, because that is all my
role models had done.
That is true for the majority of us, we have been brought up
on telling and we are very good at it.”
PREDOMINANT STYLE IN HOUSING?
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26. Reviewing the Experience
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Having an Experience
Planning the Next Stage
Concluding from the Experience
How we Learn

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Concrete Experience
“Not my Problem”
MAYBE
Observation & Reflection
“I wonder what’s causing it”
NEVER
Plan Activity & Experience
“Lets fix it”
Finding Themes & Concepts
“I think I know what’s causing it”
Stagnant Organisation
MAYBE
NEVER

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Concrete Experience
“This is my problem”
ALWAYS
Observation & Reflection
“I wonder what’s causing it”
ALWAYS
Plan Activity & Experience
“Lets fix it”
Finding Themes & Concepts
“I think I know what’s causing it”
Continuous Improvement
ALWAYS
ALWAYS

29. Session 7 - Creative Problem Solving Techniques
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www.mycoted.com

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The Decision Taking Process
Stimulus Response
Gather Information
Generate Options
Select “Best” Option
Take Decision
Review Decision
M
A
K
E
Make

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DEVELOPING HIGH PERFORMANCE TEAMS
PROBLEM SOLVING PROCESS – KEY POINTS
IDENTIFYING THE
PROBLEM
PROBLEM STATEMENT OCCAMS RAZOR WHAT/WHY/WHEN/
HOW/WHERE/WHO
ANALYSING THE PROBLEM FISHBONE DIAGRAM
(CAUSE & EFFECT
ANALYSIS)
CAUSE ANALYSIS
(WHY/WHY/WHY)
SELECT PROBABLE
CAUSES
DATA COLLECTION FROM PROBABLE CAUSE CHECKSHEETS
BAR CHARTS LINE GRAPHS
INTERPRETING THE DATA PARETO CHARTS
FINDING POSSIBLE
SOLUTIONS
FORCE FIELD ANALYSIS
COST BENEFIT ANALYSIS ASSESS COSTS
IDENTIFY ALL BENEFITS
(BRAINSTORM)
COMPARE COSTS TO BENEFITS
PRESENTING SOLUTIONS INTRODUCTION
MAIN BODY
CONCLUSION/RECOMMENDATION
FOLLOW UP DISCUSS ISSUES INFLUENCING EFFECTIVENESS OF
SOLUTION
WHO IS RESPONSIBLE
FOR ACTION?

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Force Field Analysis
Resisting Forces Resisting Forces
Working to
Diminish/Reduce
The Change/Proposed Solution The Change/Proposed Solution
Working to
Enhance/Increase
Driving Forces Driving Forces

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Making Meetings Effective
SIX THINKING HATS (PARALLEL THINKING)

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Making Meetings Effective
Stimulus Response
Gather information
Generate Options
Select “Best” Option
Take Decision
Review Decision

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Making Meetings Effective
SIX THINKING HATS (PARALLEL THINKING)
 Separate thinking into six distinct styles, change your hat,
change your way of thinking
 Explore each situation, and generate alternatives
 Promote the use of several different ways of thinking
 Replaces adversarial thinking (“This proposal won’t work – Yes it
will”) with Parallel Thinking (Thinking along the same lines at
the same time)

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Making Meetings Effective
Focuses on data available to you.
Intuition, gut reaction, and emotion.
Consider the bad points
Positive thinking
Creativity
Controlling the process

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Making Meetings Effective
Key benefits of the 6 Thinking Hats Process
Works – You see immediate
results
Simple to learn, use and
implement
Not dependent on others (you
can use it by yourself)
Modifies behaviour without
attacking it
Empowers
Improves cross-cultural
interaction
Reduces conflict
Encourages cooperation
Enhances quality of thinking
Supports other change
initiatives
Can be used at all levels

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De Bono’s 6 Thinking Hats -
The hat is concerned directly with data and information
The Questions
What information is available?
What information would we like to
have?
What information do we need?
How are we going to get the
missing information?
The Hat Key Points
Notes both views when information
conflict
Assesses the relevance and accuracy
of the information
Separates fact from speculation
Pinpoints action needed to fill gaps
Reports on someone else’s feelings

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De Bono’s 6 Thinking Hats -
The hat is concerned with feelings, emotions and intuition
The Questions
What are my feelings right now?
What does my intuition tell me?
What is my gut reaction?
The Hat Key Points
Should be limited to 30 seconds or
less
Gives us “full permission” to express
feelings, hunches & intuitions
Does not require us to justify or
explain the reasons for our feelings
Can be used as part of the thinking
that leads to a decision
Can be used after a decision has
been made

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De Bono’s 6 Thinking Hats -
The hat points out the weaknesses in our thinking
The Questions
What could be the possible
problems?
What could some of the difficulties
be?
What are the points for caution?
What are the risks?
The Hat Key Points
Helps us make good decisions
Points out difficulties
Explores why something may not
work
Must give logical reasons for
concerns
May sometimes offer information
that also appears under white hat
Is a powerful assessment tool when
used after yellow hat
Supplies a road map for
improvement and problem solving
when used after a green hat

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De Bono’s 6 Thinking Hats -
The hat looks for benefit and value. It also looks for feasibility.
The Questions
What are the benefits?
What are the positives?
What are the values?
Is there a concept in this idea
that looks attractive?
Can this be made to work?
The Hat Key Points
Requires a deliberate effort
Is less natural than a black hat
Complements the black hat
Reinforces creative ideas and new
directions
Must give reasons why an idea is
valuable or might work
Is a powerful assessment tool
when used with the black hat

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De Bono’s 6 Thinking Hats -
The hat looks for benefit and value. It also looks for feasibility.
The Questions
Are there other ways to do this?
What else could we do here?
What are the possibilities?
What will overcome our difficulties
The Hat Key Points
Encourages a search for new ideas
and alternatives
Seeks to modify and remove faults
in existing ideas
Sets up a micro culture for
creativity
Makes time and space for a creative
“effort”
Allows us to balance the natural
dominancy of the black hat

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De Bono’s 6 Thinking Hats -
The hat is concerned with managing the process
The Questions
What is our agenda?
What is our next step?
What hat are we using now?
How can we summarise the
discussion so far?
What is our decision?
The Hat
Is usually the role of the
facilitator
Can be worn by any member of
the group
Focuses and refocuses thinking
Handles requests for certain types
of thinking
Points out inappropriate
comments
Asks for a summary of the
thinking

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Making Meetings Effective
Focuses on data available to you.
Intuition, gut reaction, and emotion.
Consider the bad points
Positive thinking
Creativity
Controlling the process

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Do you see gray areas in between the squares?
Now where did they come from?

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