James Shelley on his blog:
Put a group of people in a room. Give them a whiteboard, pens, and markers. Ask them to develop an idea.
Put the same group of people in another room. Give them pipe cleaners, Play-Doh, a stage, a guitar, and LEGO. Ask them to develop an idea.
How different will the ideas be that emerge from the two different rooms?
In other words: How do the tools we use determine what we come up with?… or whether we engage at all.
It’s a question worth asking – in addition to location, time and venue.
Perhaps our people fail to come up with new solutions or ideas because we always ask them for those novel ideas in the same meeting, in the same place, in the same manner, and using the same tools.
p.s. The tile of the post is not a typo 🙂
At the workplace, at home, at school,
the only stupid question is the question that is not asked,
the only stupid comment is the comment that is not made, and
the only stupid idea or suggestion is the one that is not shared.
So, go ahead, by all means… be stupid!
Tim Brown: The biggest barrier is needing to know the answer before you get started. This often manifests itself as a desire to have proof that your idea is worthwhile before you actually start the project: “show me the business proof that this is going to be a good idea.” You can understand this, of course, because it’s an attempt to mitigate risk. But wanting to know whether you’ve got the right idea—or the assumption that you’ve got to have a business case—before beginning to explore something kills a lot of innovation.
Now, if you want to do some incremental innovation in a market, with products you understand well, then there’s a reasonable argument that you should have a pretty good business case. But not if your ambition is “to create the next iPod.” Steve Jobs didn’t know what the business case was going to be for the iPod before he started.
The innovation process is a series of divergent and then convergent activities—a very simple concept, but one that a lot of leaders used to managing efficient processes in their businesses struggle with.
via The McKinsey Quarterly
In his book, Thinkertoys: A Handbook of Creative-Thinking Techniques, Michael Michalko provides a few suggestions for this technique…
- Select three to five business movers and shakers, living or dead, whom you admire most (real or fictional, living or dead).
- Get photographs of your Board and pin them up to constantly remind you of the talent at your disposal.
- Research your heroes. Read everything about your heroes that you can get your hands on.
- Take notes on your favorite passages. Pay particular attention to the creative techniques they employed to solve problems.
- When you have a challenge, consult the members of your board and imagine how they would solve it. (thanks Paul)
In a rare appearance together on the same stage at the same time, Bill Gates and Steve Jobs discussed each other’s contributions to the technology industry.
All Things Digital hosted the event and its website provides all text and video coverage of the event. Here is the highlight reel:
Besides allowing viewers to get to know both individuals and what they think of each other, the interview covers a lot of history of the personal computer, software development, standard adoption, and other subjects with which younger students might not be familiar.
so says Sir Ken Robinson in an 18-minute talk he gave at the TED conference in February 2006.