Finding the nugget of an idea that makes all the difference

I’m not a fan of pros and cons lists. The unspoken assumption is that if we just list everything good or bad about an idea, then one half of the list will likely outweigh the other. Such a binary approach gives little room to explore the gray area, and doesn’t offer any insight into what opportunities are waiting to be mined.

The Evaluation Matrix brings a deliberate approach to assessing which ideas have potential and which should come off the short list. The goal is straightforward: evaluate a series of ideas against the known variables that will help or hinder its potential for implementation. Let’s take a closer look at how we fill out this matrix.

Once you have completed a brainstorming session, select the top handful of ideas that really stand out. Give special attention to those that have a certain sparkle or pop, or really seem to “fit” the problem space. Enter each idea on its own row in the matrix.

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Next, assemble a list of options common to every idea, and enter them as column headings. Borrowing from the Issues step in POINt, ideate on ways we tend to critique new ideas: some examples are cost, impact, feasibility, ROI, likelihood of a quick win. Make sure every option you select is stated in a positive manner. Add at least three critieria to ensure a multi-dimensional evaluation. The more discrete the criteria you have, the more granular your assessment will be.

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Come up with a scale for assessing an idea against an option (1,2,3; High/Medium/Low). Color coding is highly effective in visually representing an idea.

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Then begin evaluating the first idea. Assess the idea’s entire row of critieria, one at a time. Then repeat with each successive idea until the entire matrix is filled in. There is no need to overthink the assessment – much like Planning Poker in Agile story sizing, the assessment serves to open up a conversation about why this option is a positive or negative attribute of an idea. So keep going!
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After assessing your ideas, take a closer look at where each one stacks up and where it falls short. If an idea is mostly red/low, they can probably be set aside. If it is mostly green/high and yellow/medium, it likely has merit to prioritize. If there are red/low items but the idea otherwise looks promising, target the weaker spots in its assessment. What is it about this idea that makes this one criteria a pain point? How might it be addressed? If this idea has merit, conduct a targeted brainstorming session on how to improve this aspect of the idea. If the concern is cost, some possible challenges are:

  • What might make this solution more cost-efficient?
  • How might we partner with <insert stakeholder> to help fund this solution?
  • What if we first conducted a proof of concept?

Once you generate ideas for how to strengthen the weak points of a solution, you can optionally add it as a new row in the matrix or prioritize it as a prerequisite for prioritizing the original idea. Occasionally you may even find new criteria arise out of scrutinizing an option. Don’t be afraid to add it as a new criterion in your matrix for further refinement.

Immediate takeaways for any team

Evaluation Matrix is a flexible tool – you can create it on a whiteboard, in a spreadsheet, as an online Mural, or even a Trello board. It’s also a flexible process; your team almost always knows which critieria are deal breakers and which need more focus. As mentioned earlier, the goal of the Evaluation Matrix is to strengthen alternatives by objectively assessing them against a known set of options. The ideas to capitalize on are the ones that have the greatest likelihood of implementation.

An “agile”​ model of creative outcomes

The more I have studied and begun to practice the Agile methodology, the more I have discovered it is not strictly a new way of working. It is a cultural paradigm shift. The culture that supports Agile is one of transparency, accountability, humility (strongly coupled with confidence) and trust. Its purpose is to facilitate both doing the right work and doing the work right. Because Agile is built on the premise of valuing people, working products, collaboration, and change over rigid bureaucracy and strict policy, the natural outcome of Agile is, or ideally should be, innovation.

When we talk about creating an agile culture, what we really mean is how we express our creative capabilities to change or improve our circumstances. Creativity is an innate capability every human possesses. It’s at the heart of what drives our curiosity and passion; it is what fuels our desire to grow, both personally and professionally. It thrives in environments where ideas are welcomed, even if not adopted because they are free to be adapted. Ideas in and of themselves are conduits of creative thought that spark other creative thought. Cultures in which ideas are welcome tend also to be those that allow for experimentation, and the iterative reworking of ideas leads to breakthrough. No one will risk an idea a second time if the first one is shot down. And few ideas thrive in environments hostile to change. Agile cultures are, or should be, fertile soil for cultivating the idea seeds that lead to rich solutions.

If Agile is the soil of innovation, I see Design Thinking as the fertilizer that enriches the soil and makes it receptive to growth; the Miracle-Gro that accelerates ideation and discovery. Since its focus is empathizing with end users, it is the catalyst to discover new opportunities that lead to creative outcomes. The team I work on at IBM has found seeds of novel thought germinate faster when infused with Design Thinking because of the intense focus on the user experience over new a feature set. Ideas are ultimately enriched with clarity of outcome instead of excitement for new tools.

As an ecosystem for organizational growth, there are strong linkages between Creative Problem Solving (CPS) and the Agile and Design Thinking practices. CPS is a well-known, well-researched methodology for bringing novelty to problems, challenges, and opportunities. When we see CPS at the base of any methodology for process improvement, we begin see every process as an expression of creative opportunity. When we look at software development and product design as halves of the same whole, we might begin to consider how all of our work for customers and users is an exercise in harnessing our collective creative energy. Our purpose, ultimately, is to continuously produce something novel that is useful to our customers and end users. To me the implications of this thought are that Agile, Design Thinking, Lean, Scrum and other such practices are elegant frameworks for channeling our creative energy through a specific process to produce a specific type of creative product or outcome.

The Systems Model of Creativity, as articulated by my colleague Dr. John Cabra, is one way of looking at any process improvement effort as a means to producing novel and useful outcomes and therefore, creative change. Substitute “Design Thinking” for process, and you have output specific to empathizing with users. Plug in “Agile” and you have a pipeline for continuously improving a product or service.

This is not to suggest a simple “plug-and-play” model of cultivating innovation. However, considering the strong alignment Agile and Design Thinking practices have with CPS, there is strong evidence to suggest the union of the three offer tremendous synergy. This specific area of focus is rich in potential exploration.

How to take an idea from good to great

What most people don’t realize about evaluating ideas is that we do it far more frequently during informal discussions than we do in a structured setting. That means we are much more likely to have a new idea presented to us without any warning. In those moments, POINt (also called “Praise First”) is an ideal evaluation tool that is uniquely suited to having a creative conversation.

The real power of POINt lies in its ability to affirm the person pitching an idea by affirming the idea itself. Let’s peel back the layers and see how easy it is to turn an impromptu proposal into a creative thinking opportunity.

When someone comes forward to share a new idea, our typical response is to skip over what we like about it – the positives – in favor of critiquing what is missing. Just like in a brainstorming session, the key to an effective response in this moment is to defer judgment just long enough to assess an idea’s actual merits.

“Here’s what I like about …” or “Yes, and …” is a very effective way to respond to someone asking for your input on their novel thought. Even in the unlikely event the idea really isn’t novel, you’ve just been given a chance to build rapport with a colleague. Instead of turning something down that may have value, why not acknowledge and explore what the idea (and the person behind it) has to offer?

Spending some time considering why a new idea has value can and should give way to assessing the opportunity it promises. If you’re willing to look at a proposal with an eye toward value, it should “automagically” open you to your own creative thought. What potential might be here? Where might this thought progression lead? This is where your own creative energy can kick in, and lead to an even better potential breakthrough. Phrases like “wouldn’t it be great if …” and “how might we …” are great statement starters to open a new round of brainstorming and refining an idea into a potential solution.

By now you’re probably thinking, “when do I get to critique?”. This is the time! Once you have given some positive thought to an idea, then built on its potential, it’s time to look at the issues which might block your creative efforts. Who is likely to support or resist your proposal? What shortcomings or oversights could kill your idea in its tracks? What factors affecting the outcome of your ad hoc creative collaboration need to be addressed? This is the time to surface those concerns so you can address them.

Once you know what barriers to success might be in front of you, you’re ready to look at some New thinking. This is the moment your collective energy can bring insight into overcoming issues. What are some ways to engage stakeholders who might be for or against the idea? How might you overcome the issues you identified? While you always want to look for novel approaches, the new thinking here should also be specific.

Immediate takeways for any team

The ultimate goal of using POINt to have a creative conversation is that you build trust and collaborative momentum with a team member. The happy byproduct is that you come away with a new or improved direction for implementing something special.

Innovation building blocks

How we collaborate dictates how we innovate. How we build teams predicts how they will perform. Research in the field of creativity demonstrates the explicit use of a creative process yields higher predictive team effectiveness (number and quality of ideas, team morale and enjoyment). So it is crucial for leaders to understand how their teams are best structured to creatively solve problems. But how to measure effective collaboration? How do we tune talent to tools and technology in a sustainable way?

Chances are the foundation of whatever process or framework you employ looks like Breakthrough Thinking, an applied innovation methodology based on 60 years of study in the field of creativity.

Deconstructing the building blocks of innovation, we find a common set of elements:

1 – Explore your Challenge – Clarify the problem, challenge or opportunity. Sift through the relevant data and context of a problem to highlight the essence. This is the time to get all your assumptions out on the table. It is also the optimal time for root cause analysis.

One effective means of understanding your challenge, goal or problem is to perform a gap analysis:

  • Where are we now? (current reality)
  • Where do we want to be? (desired future state)
  • What are all the things standing between our current reality and our desired future state?

Design Thinking offers exceptional input here as well in the form of empathy maps. The more intimately connected you are to your end user, consumer or stakeholder, the greater the likelihood you will uncover  a meaningful insight.

2 – Imagine the Possibilities – Consider all the possible ideas related to answering the challenge. How do we bridge the gap from current reality to our desired future state?

Brainstorming is a technique most often used here, though there are numerous divergent thinking tools to help bring out the best novelty.

However you generate ideas, deferring judgment during ideation is key. That means get your ideas out on the table (or wall), and determine their value later. Studies show the best (most novel) ideas are in the last third of ideas generated, so don’t be afraid to push for more.

3 – Shape your Future – This step in Breakthrough Thinking helps you answer the question, “What do we need to do to achieve our to-be?” Select and strengthen the best ideas, assess them for impact and feasibility, develop them into a workable solution.

  • Filter: which ones stand out?
  • Evaluate: what do you like about the ideas you selected? What could you improve?
  • Prioritize: what do you see yourself doing now? What next? Who are the key stakeholders who must be on board?

4 – Act! – Plan for action and implement. Set up an action plan and assign concrete tasks. Then execute on those tasks. Learn from your mistakes, but keep the ball in play. The goal is to learn by doing; experimentation helps challenge your assumptions and validate your level of clarity.

Contingency planning is key. What could go wrong? What should we do if it does go wrong? Whose support do we need? How do we get it?

5 – Iterate – It’s not over yet. Breakthrough Thinking is a re-entrant process, in which you revisit previous steps along the way to verify you’re on the path to breakthrough.

Immediate takeways for any team
  • The process of applied innovation is not linear. Every step of the process can and should repeat, especially where there needs to be more clarity or re-calibration.
  • None of the elements of breakthrough thinking are novel. Most likely you recognize the intuitive part each element plays in collaborative problem solving. The question is: how deliberate is your team’s approach to collaboration?

If your method of innovation is not intentionally reinforced, it is likely your team has biases (both strengths and blindspots) that will hamper your innovation potential. The more you experiment with these steps, the more likely you will uncover both.

How misfit toys can rule the world

Or, to innovate first be creative

Creativity is the union of person, process, and environment that leads to a novel and meanzingful outcome. If creativity is defined as novelty with meaning, then innovation is the adoption of that novelty and meaning as a changed behavior. So another way of seeing innovation is as a creative product that causes systematic change.

If I see a gap between desired future state and current reality as a problem, mentally I may cast all my gaps in a negative light. But if I were to see a gap as an opportunity for meaningful change, I might begin to embrace those gaps as ways to improve my standing or way of life. Were I to then form a habit of seeing gaps as opportunities, my creative approach might take on a behavioral change in others. The potential for my novel approach to problem solving would likely influence my team to also view problems in a counterintuitive fashion:

  • How might we build trust and rapport in the face of crisis?
  • What are all the ways we can surprise and delight our users when we fix this bug?
  • What if we took advantage of this challenge as a new way to see our purpose?

The essence of creativity is novelty: asking open-ended questions, turning a conventional thought process on its head, refashioning the meaning of a current circumstance to see it from another perspective. Employing novelty as a way of doing things moves a team from a creative approach to a single challenge to an innovative culture in which it works and creates value.

Creativity is the plumb line that leads to building a common innovation structure for every new project. The more intentional a team becomes in asking questions designed to reframe the discussion, the more endemic the approach and the more likely it will apply new ways of doing things to its work routines. So much so our “routines” themselves stand the chance of becoming novel disciplines that differentiate our outcomes.

The genesis of the Moneyball phenomenon was a novel question: how does a small market baseball team compete for talent with large market teams when their operating budgets are orders of magnitude apart? By necessity, the Oakland A’s focus needed to shift from assessing talent based on traditional scouting techniques, known as the classic ‘5 tools’ (hitting for average, hitting for power, baserunning skills and speed, throwing ability, and fielding abilities), as an indicator of team success. By reframing their monetary challenge (“What if we were to buy runs to win games, not players?”), they began to see value in players who were considered liabilities to the rest of major league baseball.

The solution? For every high profile player lost to free agency, The A’s recreated the player in the statistical aggregate. That is to say, if they could not afford a player whose on base percentage is .347 (makes it on base nearly 35% of his at-bats), then they found cheap players whose collective average equals a high OBP. Why cheap? Because MLB viewed each player through a lens that suggested the players are defective in some way. To remain competitive in an unfair market, the A’s found value in undervalued players to create an Island of Misfit Toys who could be just as competitive as big money teams. Their line of thinking eventually became disruptive enough to major league baseball for teams such as the Boston Red Sox to adopt their approach – and win two world championships as a result.

A creative approach to money management led to a disruptive force in an industry. And it all began with a simple question: how do we compete in a field where we are doomed to fail?

Immediate takeways for any team

What questions best open up your team discussions for a creative approach to solving critical challenges? And how have you found those approaches turning into a way of working?

Envisioning effective leadership

You’ve got to see it to believe it.

It all starts with a vision. A way things ought to be, a way they can be. It is what inspires you.

It’s what inspires every great leader.

To connect.

That’s where you need more than management skills: you need effective leadership. And here is the key:

Leadership is communication in action.

Developing an effective leadership style requires commitment. It means you have to hone your technique. Cultivate your uniqueness. Being a people person is essential.

Effective leadership is as much an art as it is a science; it is the union of the visceral with the mechanical; words and images made active.

Effective leadership is not bound by a perpetual slavery to the tyranny of the urgent. It is proactive and intentional.

Effective leadership influences and inspires others to dream your dreams and share the journey to realization with you.

Share your dreams and visions. Inspire others. Model the way.