Adaptive versus Innovative creativity

Adaptive versus Innovative creativity

by | Feb 8, 2021 | Creativity, Innovation, leadership

We often hear talk of adaptive creativity versus innovative creativity, and in this blogpost I will reflect upon the differences and implications of the two types. Everyone has the capacity to be creative, and everyone expresses creativity in their own way. Some of us express our creativity by taking something already in existence and make small changes to it. This is adaptive creativity. Others may be inclined to develop something totally new. Both are creative. ‘Adaptors desire to do things better; Innovators seek to do things differently.’  In organisations, probably the most frequent type of creativity is the adaptive type. For example, when Apple or Samsung update their mobile phone ranges, or Nikon and Cannon, their cameras. Occasionally companies have a need or desire to take bolder steps and create something completely new in the market.

This requires innovative creativity in order to think ‘outside the box’.   This can equally apply to individual creativity. The person who takes inspiration from a well-known artist and copies and builds upon their style to paint, or take a photo is demonstrating adaptive creativity. On the other hand, the person who develops their unique way of painting, or of any creative activity, is expressing innovative creativity. Michael Kirton developed an adaption/innovation theory to explain these differences. The theory is based upon two assumptions. The first is that creativity, decision making and problem solving are outcomes of the same brain function, and the second assumption is that everyone can solve problems, take decisions and be creative. What differs is their style. Kirton developed an instrument, KAI, to measure and define where someone falls on the spectrum of adaptor to innovator. This is useful for pulling together teams for work on creative projects. As with all differences in style, conflict can arise between people at either end of the spectrum. Adaptors may see innovators as too risky, argumentative, not focused, whereas adaptors can be seen as too methodical, and rule bound. However, both styles are needed for diversity of thought and balance. So in creative problem solving, the adaptor limits the scope of their ideas to solve problems. The innovator would go for the wild ideas, which when developed would be ‘out of the box thinking’. However, I believe that it  is  possible to develop our style of creativity, with the use of creative techniques. There are a couple of other factors to consider here that I believe influence style:

  • The first is that differences may be as much about our own limiting beliefs as about style. Sometimes we put up our own boundaries and limit the extent to which we allow our ideas to roam freely. If we give ourselves permission to think more widely then more ideas may flow. Creative workshops which encourage people to use techniques to expand their ideas can be helpful here.
  • Secondly. the more adaptive person may be limited by the role they have at work, for example, working in finance. Whereas the innovative person may be in a role that allows more freedom to express their ideas. On the other hand, people may choose their work domains to reflect their style.

So, to sum up, everyone can be creative:

  • Some people express creativity in an adaptive way, others are more innovative.
  • This may be due to their individual style.
  • It may also be due to their limiting beliefs or the roles they have taken on.
  • It is possible to expand our style and experiment with different ways of being creative, especially if we give ourselves permission to do so.

Barbara is an executive coach, leadership and creativity facilitator. She has coached  in a variety of corporate settings, and has developed a unique approach to using creative techniques in her coaching and workshops to enable change at a group or individual level. She has recently co-authored a book on creativity for leaders, called Creativity Cycling , with Dr. Tracy Stanley. 

Learning about creativity through photography

Learning about creativity through photography

by | Dec 14, 2020 | leadership

I have been learning to be a better photographer for many years, as well as  writing about and facilitating creativity. So, it is natural to connect these two spheres and ask, what am I learning about creativity through photography?  This is what I want to share with you today.

Starting with photography, the first point  I want to make is how important it is to learn the technical skills of photography. This requirement never stops, as technology evolves and as our skills develop there is always more to learn. However, as a baseline there are some skills that are essential before you can start to enjoy your photography shoots.

 

Technical skills

  • ‘Know your camera’ is a phrase I hear so often and which for me, someone who doesn’t read technical manuals willingly, is painful to hear. However, it is very true. If you must spend precious time checking your camera each time you reach for it, then the shot may be lost. I don’t mean the obvious checks, like is the battery fully charged, is there a card in the camera and even what ISO is it currently set at. These are essential before you even step out of the door. It is the other aspects; how do I change the settings to…? which is the button for this? So, have a good knowledge of all the buttons and settings on your camera before you set out. This is a must if you want to be in the moment when taking photographs.
  • There are compositional skills to be aware of, even if later you choose to ignore them: Rule of thirds, leading lines, negative space for example. It is important to understand why they are ‘rules’ and how they enhance your photography.
  • Then there are editing skills. I like to keep editing light and to have spent the time to get a good photo without much editing, however understanding editing software will be very helpful in making those final touches.

Yes,  a great photo may be due to beginners’ luck.  However, it requires  knowledge and skill to be able to stop and take a photo in the moment and capture it as you see it.

Then after technical skills, there are other aspects to consider:

Motivation. I will also include perseverance and persistence here. We need to be motivated to pick up our cameras and all other equipment and set out mindfully to take photographs. This year with its endless restrictions and lockdowns, I have certainly lost my motivation. This is something that I am aware I need to work on. Roll on 2021!

Inspiration is something that I need to get me motivated. I need to be inspired to set out to take photographs. What inspires you? The beauty of the landscape, the street with all its noise and activity, the quiet moments when the sun is rising or setting? Find that inspiration and go with it.

Mindfulness which I associate with observing and seeing what is happening around you is important. To be in the moment and not distracted. My best photos have come from the times when I have been absorbed by my surroundings. When I was not in a rush to get somewhere else or distracted by other thoughts or actions to take. This can lead us into  a state of flow, which Csikszentmihalyi describes as happiness in which we can lose all sense of time.

So, what do these points tell me about creativity in general and how does this relate to creativity in business?

To review how these ideas resonate with creativity in business I recommend the  work that Teresa Amabile  has done on identifying  ideal conditions for creativity at work. She asserts that in order to encourage creativity, it is important to have expertise, creative thinking skills and intrinsic motivation.

Creative thinking skills include:

  • ability to problem-solve in an open, positive and playful way,
  • being able and willing to challenge assumptions, both our own and others,
  • reframing our perspective.

When these three conditions interact, then creativity can emerge.

You can apply all of these to the creative realm of photography or any other creative activity.

Barbara is an executive coach, leadership and creativity facilitator. She has coached women and men in a variety of corporate settings, and has developed a unique approach to using creative techniques in her coaching and workshops to enable change at a group or individual level. She has recently co-authored a book on creativity for leaders, called Creativity Cycling , with Dr. Tracy Stanley. 

Why change is difficult and what to do about it

Why change is difficult and what to do about it

by | Nov 9, 2020 | Change, leadership

Change is difficult, that’s what we often hear, and yet the pace of change is unrelenting.

Let’s start by looking at why change is difficult.

All change involves people and their habits . We build habits over time and these change our attitudes and behaviours. It is possible to change these and to develop new habits, however, it is not easy because habits become embedded. This is particularly strong when we look at cultures in organisations and the habits that have developed within them. Habits show up when we try and answer the question, ‘what is the way we do this in my organisation?’ For example, it could be a simple action taken on a daily basis such as how the leader addresses everyone first thing in a morning.

How often have we heard  the response, ‘we have done this before and it hasn’t worked’ when a change initiative is introduced. Yes, this could be due to a general reluctance to change. However, it can also be due to other factors.  Often people do not see the need to change and are therefore not engaged in the change process, or, the change may not have been addressing the ‘real’ problem.

So, what can help overcome resistance to change?

A way to address these concerns is to treat the change as a messy problem. That is a problem with many dimensions to it and which does not have one clear solution. This is particularly appropriate when change is required around people and their actions. I would suggest therefore that any change program start with a creative problem solving process. This ensures a thorough investigation into the reason why change is needed; that is, asking the question, what is the problem to be resolved by change?

By introducing a creative problem-solving process involving those affected by the change, there is more likely to be a higher rate of engagement in the change. When you engage people and they can understand the need for change, they are much more likely to work to make the change happen rather than resist it.

Engaging people in the change process

Engaging people requires a participative leadership model. To rely on deciding strategy at the top and disseminating it downwards does not engage them. Leaders need to involve people in the process of why the change is needed and what it will look like. It is a top down and bottom up approach.

An excellent example of engaging people in change can be seen in the change process facilitated by Marjorie Parker and detailed in her book ‘Creating Shared Vision‘. The leader created a vision for the culture change that was needed. This was shared throughout the organisation. Each department  interpreting the vision in order to make the changes needed.

A process I undertook when leading a culture change programme involved something similar. We started by involving everyone in identifying the problem, then creating a vision for what it would look like when the problem is resolved. The gap between the current situation and the future vison was identified by teams of people working together. Then behaviours were identified which were needed  to get from the present situation to future vision.

When individual behaviours are identified in the process of change, it breaks the process down into manageable parts. A great overview of change and the importance of behaviours in the change process can be seen here in the interview with Edgar Schein, one of the gurus of culture change.

Change is difficult, it is also a long process and can take years, particularly if it involves culture change. Therefore it is important to keep people energised and engaged throughout the whole process. In the example above, we had regular small collaborative meetings in the different areas where change was needed, and there was constant follow up on the actions required. It was important to keep the momentum and energy up.

Summarising the key points:

  • Change is hard, habits are enduring, and there will be resistance to change.
  • Engage people in order to overcome resistance to change; in the analysis of the problem, and the steps to change.
  • Provide or co-design a compelling vision of the new post-change situation to engage people.
  • A participative and collaborative leadership style is needed to engage people in change initiatives.
  • Working at the level of behaviours makes the change process more tangible.
  • Change takes time and energy and requires resilience of all involved.

Barbara is an executive coach, leadership and creativity facilitator. She has coached women and men in a variety of corporate settings, and has developed a unique approach to using creative techniques in her coaching and workshops to enable change at a group or individual level. She has recently co-authored a book on creativity for leaders, called Creativity Cycling , with Dr. Tracy Stanley. 

Facilitating creative techniques

Facilitating creative techniques

by | Oct 5, 2020 | creative problem solving, Facilitation, leadership

I have written previously about the importance of different creative techniques to help with creative problem solving. One of the barriers to introducing these into the workplace may be the confidence of the leader in facilitating them. Here I want to simplify the process and offer some guidelines for facilitating creative techniques in the workplace.

Creative team having a discussion on new design project in office. Project plan laid on floor with coworkers meeting and discussing.

The first point to make is that for many people at the moment, being at work no longer means being present in the workplace, so many of the techniques may need to be adapted for remote working.

To keep this relatively simple, I have divided the topic up into the main issues to consider,   and will address each one in turn.

 Purpose

If people are going to buy into a creative workshop, in whatever form, they need to believe that it has a useful purpose. So, clarify the purpose and consider justifying why this requires a creative workshop? For example, the need to resolve a wicked problem, or a space to create new ideas for the future generation of products.

 Space

The ideal space to hold creativity workshops, would be a flexible space, off-site with outdoor space available. Off site is always best as it signals a different way of working. It is hard to change to a creative mode when working in the same environment as your everyday work. If off-site is not an option try and find a space where a conducive atmosphere can be created – for example where there are no tables, nor computers, and plenty of wall space to exhibit outputs as you go along.

If working remotely, for example using Zoom, then ask that participants come with space around them to work, and with the possibility to move around a little. Ask them to have resources at hand, such as coloured pencils and paper.

 Timing and structure

I have linked these two together because one will determine the other.

If timing is a constraint, that is you only have a couple of hours, then it is impossible to structure that time for a complete problem-solving process. It would be more realistic to introduce a couple of creative techniques such as brainstorming and a playful variation on it, like reversals.

If, on the other hand it is more important to address a serious wicked problem or plan for a future product, then structure the process and carve out the time required.

The level of experience in use of creative techniques will also influence the time required. The more experienced you and/or the team are, the less time you will need to get into the creative mode.

Choice of technique

  • If you are new to this, stay with a technique and structure you feel comfortable with. A facilitator needs to be able to guide participants and then let them free to work on the technique. If you are nervous about trying a new technique you may be tempted to intervene.
  • Choose  according to the purpose of each session.
  • The individual differences of participants may be a factor here. Introverts may take longer to think through their inputs. Build in techniques which they will feel more comfortable with, otherwise the extroverts will dominate.
  • In choosing the techniques and planning the sessions, reflect upon whether each technique will work best done individually, in pairs or as a whole group.
    • Working alone will work well if it’s an early input around perceptions of a problem.
    • Working in pairs for some of the exercises can offer a level of support and comfort.
    • Working as a whole group can produce more ideas, as with brainstorming, however there may be issues around everyone being involved. It will depend upon the group. My advice would be anything beyond six needs to be broken down into smaller groups.

Setting ground rules for the creativity session

 This is crucial and you will need to think this through in advance and present them for agreement at the beginning. Here are the rules I like to establish:

  • Brainstorming rules: defer judgement, go for quantity, the wilder the better, build upon others ideas.
  • Be constructive – no negativity
  • Be flexible and open to other ideas
  • Encourage active listening

You might want to add rules about keeping to time, confidentiality, mobiles off etc.

Resources

What resources will you want, or can have?

For example, I usually have lots of coloured pens, post-its and paper for writing and drawing as well as flip chart boards or walls to put paper on.

In general, for successful facilitation

  •  Have a structure and be flexible enough to change it if necessary. Not all techniques work with everyone. Sometimes you need to try something different to achieve the objective of the session.
  • When facilitating a group, start with some warm up exercise, and also have a couple of short energisers to use when energy is starting to flag.
  • Set out the instructions for the exercise and then stand back and let the participants work with the technique. It is important not to step in unless it is needed to clarify something. Do not try to influence what is happening.

For more ideas around techniques and how to use them, check out the book I co-wrote with Tracy Stanley.

Barbara is an executive coach, leadership and creativity facilitator. She has coached women and men in a variety of corporate settings, and has developed a unique approach to using creative techniques in her coaching and workshops to enable change at a group or individual level. She has recently co-authored a book on creativity for leaders, called Creativity Cycling , with Dr. Tracy Stanley. 

Create your vision with a storyboard

Create your vision with a storyboard

by | Jun 19, 2020 | creative problem solving, Creativity, leadership, personal development, Vision

Many organisations talk about creating a vision for their future. However what many do is to create a vision statement. This just doesn’t work for me. Visions need to be inspirational and for this to happen they really need to soar above the limitations of words.

For this reason, I usually recommend creating a future vision through image work, at least in the first instance. To check out ideas for creating a vision using drawing, take a look here. In my next blogpost I will take a look at some other tools for creating vision, such as collage.

Ok, so you have an inspirational vision and you have shared or even better co-created it with your employees, colleagues, family. What next?

One process that you can try, is to create a storyboard to show both your future vision, where you are now, and the steps to get there.  This seems to be versatile enough to satisfy people who need a structured approach, and is also attractive to people who dislike a structured approach. For this latter category it can be fun to complete all the boxes using images.

To complete your storyboard

Take a large piece of paper and create 6 numbered  boxes as shown.

  • Put your vision image into box 6,  and in box 1 you put a picture to represent where you are now.
  • Brainstorm the gap between where you are now and your future vision. Find other people to work with on this.
  • Turn the ideas coming out if this brainstorm into actions.
  • Put all the actions down on a separate piece of paper and then work out where they fit on the journey from box 1 to box 6.
  • It  is often difficult to take those first steps from box 1 to box 2 . It’s a bit like stepping into treacle and you may get stuck. Working backwards from box 6 can help in this process. so ask yourself, what is the last action I need in place before I achieve my vision.

For people who are less structured, this can remain as a loose journey based upon some big action steps. Drawing them can be fun and inspiring.
If you are a more structured person then you can work with defining each step and adding targets etc to them.  Bullet proofing can be helpful at this stage to check out what can prevent and what can help achievement of the final vision.

This process can be used in many different ways. for example, I have coached people to use it to develop their strategy, or to map out their personal and professional development. It is also very useful as a process withing creative problem solving to pull together the different stages of the process.

I hope this has given you some ideas for working with putting vision into reality. The next step to take is to do exactly that – take some action!

Barbara is an executive coach, leadership and creativity facilitator. She has coached women and men in a variety of corporate settings, and has developed a unique approach to using creative techniques in her coaching and workshops to enable change at a group or individual level. She has recently co-authored a book on creativity for leaders, called Creativity Cycling , with Dr. Tracy Stanley. The use of storyboarding and how it fits into creative problem solving is covered in this book.

The importance of raising energy in a meeting

The importance of raising energy in a meeting

by | Apr 30, 2020 | Facilitation, leadership

In January I wrote about icebreakers and their value in setting the scene for an event. Today,  to follow on from this, I will focus on the importance of raising energy in a meeting and how to do it.

What are energisers?

These are exercises, or some form of activity that can be inserted into a workshop or meeting to raise the energy of the group. Coffee can of course serve that purpose, and it works for me in a morning! However, the use of group energisers increases the energy level of the whole group and can inject a sense of fun into any meeting.

When to use energisers?

  • Energisers can be used at the beginning of an activity, or during it when energy is dropping in the room. After lunch is a great time for an energiser.

  • At the beginning of an event an energiser can also work as an icebreaker to create a good environment for the work ahead. For example, if it is a training event encouraging creative thinking, the use an energiser to open up the group and start to develop a creative climate for the event.

  • Mid-way through a project an energiser can be used to re-invigorate the thinking and energy in the group. This can rekindle the enthusiasm and motivation of the group.

  • Longer term projects or programs may warrant more time spent on energizers. This can be at the beginning to create a working climate, and throughout the project when energy is starting to flag. For a lengthy program a longer time can be justified in setting the scene. Here, energisers may be of a different nature.  Outdoor exercises, dance workshops, cookery classes have been examples of energisers I have noted.

    To summarise:

  • Energisers raise energy when it is most needed.

  • Use them to develop a group climate for the success of the event/program.

  • Insert them anywhere into a program or event to reinvigorate it.

  • They may only need a short time to work.

Energising virtual groups

I have offered a couple of  examples of energisers here. However we are currently living in a time when group meetings are not encouraged. Therefore it is important to consider how to energise groups who are meeting virtually.

 Many people will be struggling with a loss of energy during these times. Using platforms such as Zoom are good for virtual  meetings however, there is a tendancy to sit rather passively when we are facing a screen. Raising energy at the start of such meetings can make a difference to the climate of the meeting and ensure it is more productive.

So how do you do this?

I hope that these simple guidelines may help.

  • To raise energy people need to be physically active. This is more difficult sitting in front of a screen but not impossible. Ask participants to stretch, to stand, do some gentle exercise before the meeting gets underway properly.

  • To enable everyone to participate, ensure that each person gets a chance to contribute early on. Prepare in advance and ask them to send in or have  something ready to share.

  • For example, ask each person  to send in a photo of themselves as a baby – put these up anonymously and ask participants to decide which one belongs to which participant. You could also use first car, a first pet or favourite song etc.

  • You could ask each person in turn  to state two truths and a lie and ask everyone else  to decide which is the lie.

Use your imagination here , prepare ahead, and then limit discussion  to two minutes per person.

Create an atmosphere of fun if the meeting warrants it. For training, or creative/innovation working groups then it would. However, for other more serious meetings  then use an exercise which is a little more serious. Remember the aim is to encourage sharing and for everyone to raise their energy early on in the meeting.

What  have you used to energise a virtual meeting?

Barbara is an executive coach, leadership and creativity facilitator. She has coached people  in a variety of corporate settings, and developed a unique approach to using creative techniques in her coaching and workshops to enable change at a group or individual level. She has recently published a book on creativity for leaders with Dr. Tracy Stanley, entitled Creativity Cycling .