Contract No. FP7- 285287 INSEC is a project co-funded by the European Commission under the Seventh...

Contract No. FP7- 285287INSEC is a project co-funded by the European Commission under the Seventh Framework Programme (2007-2013)

INCREASE INNOVATIONAND RESEARCH WITHIN

SECURITY ORGANISATIONS


Module IV

Creativityimprovement •Innovating means what exactly?•Creative breathing•Suggestions of Creativity Strategies•Creativity Sessions•Key success factors & best practices•Added-value of INSEC project/Platform•References

2


Innovating means what exactly?

Creativity improvement

Creating ImaginingInventing

3


Creative breathing


Divergence/Convergence

•Asking the right questions

•Imagining

•Doing

Do one thing at a time!

4


Suggestions of Creativity Strategies


YOUR IDEA

• ZEN

It is not possible to innovate if we don't devote enough time

• PO

Innovation involves provocation, a constant challenging of conventionalisms and dominant ideas

• OPEN

Where is there more talent, inside your organisation or on the rest of the planet?

• FLOW

Knowing how to think creatively is key to achieving innovation processes.

• EMO

It is hard to innovate without emotions.

• HAPPY

You can do things with just professionalism or with a real passion

• TEAM

In order to innovate we need to replace the attitude of blind competition

5


Creativity Sessions


YOUR IDEA

Presentation of techniques and sessions that “open the mind” of the participants, helping them to “think out of the box” and to find disruptive solutions to specific problems.

Why?•To multiply disruptive points of view among employees.•To manage and tackle individual temperaments against creativity.•To neutralise typical organisational innovation antibodies.

How?•Orientation of creativity •Preparation of sessions •Implementation

6


Creativity Sessions


YOUR IDEA

Examples of Creativity Sessions Techniques

TO OPEN MINDS

Six Thinking Hats

Serendipity

Prigogine’s ants experiment

The nine cross exercise

Martian Interview

Creative breathing

TO GENERATE IDEAS

Ideart

Hall of Fame

Brainstorming

Brainwriting

Analogy

Empathy

TO VALUATE IDEAS

Plus Minus Interesting

The Checkerboard

Reformulation

Idea selection

7


Creativity Sessions - TO OPEN MINDS


YOUR IDEA

SIX THINKING HATS

It is a technique developed by Edward De Bono, a communication tool used worldwide to help resolve or analyse problems from different viewpoints or perspectives. It is a framework for thinking incorporating lateral thinking. De Bono proposes six hats of different colours representing the six directions of thinking we use when we face a problem:

•White Hat: with this thinking we should focus on the available data. See the information we have and learn from it

•Red Hat: observe problems using intuition, feelings and emotions. The participant exposes his feelings without having to justify them

•Black Hat: using this hat focus on thoughts of judgment and caution, highlighting negative aspects

•Yellow Hat: this hat help us think positively and see why something will work and what are its benefits

•Green Hat: this is the hat of creativity. Some of the existing techniques to develop creativity can be used at this time

•Blue Hat: represents the control and management of the thought process. With it summarizes what has been said and the conclusions reached

While the technique is being used, participants within the same group must use the same hat at the same time. The order of the hats can be different to the exposed.

8




YOUR IDEA

SERENDIPITY

It consists of solving a problem using a workaround, instead of attacking that problem through a direct approach. Gordon, creator of Synectics (creative method based on the use of analogies) insisted that "through this mechanism it is put in parallel some facts, knowledge or different disciplines“. For example, to solve a business problem we try to look at how other disciplines (in biology, in history, in a team sport ....) solve similar problems.

9




YOUR IDEA

PRIGOGINE’S ANTS EXPERIMENT

Telling the following experiment: “An ant colony was starved of food and kept isolated from the outside world. Then, the colony was connected to a honey pot by a wooden plank which acted as a bridge. The ants were looking for food, running in all directions, and one of them starts off across the bridge. Noticing that no other ant has ever passed that way (ants are guided by pheromones left by other ants) the pioneer ant turns back. By chance, in its movements hither and thither, a second ant is guided by the pheromones of the first ant follows the same path over the bridge going just a little further than the first one before turning back. When a third ant goes onto the bridge, it too carries its tell-tale trace a little further before turning back. And so it continues until, at last, an ant reaches the pot of honey and returns triumphantly to the colony”.

This experiment points out the power of collaboration. It is enriching on several accounts:

•If the ant nest had been perfectly organized, not a single ant could have gone on to the bridge as it’s an navigational error which takes them there in the first place

•There is only one ant which finds the way, but many others help prepare for this discovery

•For this to be achieved, it is important not to explain to the first ant that came back empty-handed that it was wrong

10




YOUR IDEA

THE NINE CROSS EXERCISE

Ask participants to draw 4 lines which go through each of the 9 crosses without lifting the pencil from the paper. This exercise will align participants in the claim that there are different ways to solve the same problem. This exercise has a variation, the square exercise: “find as many ways as possible to divide a square in 2 equal parts so that you can superpose one on the other”.

11

MARTIAN INTERVIEW

Part of the group asks the others questions as if they have just arrived from Mars and are astonished by everything they see. This technique works if you ask open questions. When you ask closed questions (yes/no), you are converging and get poor information. If you ask open question targeted to left, right and limbic brain, you get all the dimensions of the subject:

1.Limbic brain: emotions, wants / desires – ex: how does it make you feel?

2.Left cortical brain: language, mathematics, logic – ex: what’s the use of it?

3.Right cortical brain: images, visual – ex: how does it look?




YOUR IDEA

CREATIVE BREATHING

It consists of moving away from the problem set (diverging), then refocusing on it again (converging). Creative thinking refuses the illusion that you can go directly to your objective in a straight line. The approach is composed of 6 steps which alternate between divergence and convergence:

1.Exploration (divergence)

2.Reformulation (convergence)

3.Production of ideas (divergence)

4.Selection (convergence)

5.Experimenting-Tests (divergence)

6.Organization (convergence)

Other techniques are used to deploy each step.

12


Creativity Sessions - TO GENERATE IDEAS


YOUR IDEA

IDEART

It is a technique for generating ideas (within the realm of thought provoking) using visual stimulus, usually paintings. It was created in 2000 by Franc Ponti. Given a particular creative focus, a picture is chosen so that it can generate analogies and associations. First, attempt to describe the picture and "play" with the concepts that it might create (build stories, detect hidden aspects, fables, comparisons, etc.. ). Later, try to "force" connections between the creative focus and the picture using phrases such as:

•This is similar to our problem in that ...

•This aspect of the picture is linked with ...

•What if we do like ...?

•Our new service is like ... because ...

13




YOUR IDEA

HALL OF FAME

Technique created by Michael Michalko in his book Thinkertoys. It consists of extracting ideas starting from quotations of famous people and great minds of history (both real and fictional). The steps to develop this technique are:

•Find quotes, you can look for famous quotes in internet.

•Create a list of celebrities. Think of famous people living or dead, real or fictional that appeal to you for some reason or motivate you for something and make a selection (a list of about 30)

•Chose a creative goal or focus and check your list. Choose a celebrity (which is like an advisor) and select one of your quotes

•Write down the thoughts and ideas that will arise (all of them)

•Choose the ideas or information that you think have the most creative or innovative potential

•Do a creative pause (5 to 10 minutes) for new ideas

14




YOUR IDEA

BRAINSTORMING

it is a group creativity technique by which efforts are made to find a conclusion for a specific problem by gathering a list of ideas spontaneously contributed by its members. The term was popularized by Alex Faickney Osborn in the 1953 book Applied Imagination. Osborn claimed that brainstorming was more effective than individuals working alone in generating ideas. Osborn claimed that two principles contribute to "ideative efficacy," these being 1.Defer judgment, and 2.Reach for quantity. Following these principles were his four general rules of brainstorming, established with intention to reduce social inhibitions among group members, stimulate idea generation, and increase overall creativity of the group.

This technique is guided by the CQFD rule: make neither Criticisms nor Comments, Quantity rather than quality, Fancifully encouraged and Develop ideas proposed by others.

15




YOUR IDEA

BRAINWRITING

it is a written form of brainstorming. Brainwriting is particularly useful with a group of people who are somewhat reticent and would be unlikely to offer many ideas in an open group session such as brainstorming; even a shy person who doesn’t like to speak in front of others can contribute actively. There is no judgment and no hierarchical order. It also works well with large groups - there is no real limit to the group size.

•Each participant takes a blank sheet and carefully writes down an idea to answer the problem set

•Each one of them passes his paper to the fellow-participant to his left. Participants read the idea on the new sheet just received and react by adding a further idea or modification to enrich it

•They continue passing the idea sheets to the left neighbor, adding to each sheet until the sheets have come complete circle and are returned to their original owners

•Each participant reads “his” sheet with all the ideas and he circles the one he considers to be the best

•Each participant reads his preferred idea to the others

•All the participants at the table select the best one from all those selected

Sometimes, brainstorming goes too fast and in all directions. In a brainwriting, it goes more slowly, you have no critic and the production is made by the group. It is fun, productive and collaborative. It is a push to be present, to be active, and to participate. You can do it by email for instance. Ask people solutions via email. Those who don't answer the email won't be able to say this is "bullshit" to ideas produced because you can reproach them not to have proposed their solution by answering the email.

16




YOUR IDEA

ANALOGY

The aim is to look for examples from other fields and to transfer to our own challenge the solutions which work elsewhere. The idea is to go outside the usual framework in order to solve the problem.

First, you list people, companies, animals, etc. Who have solved the same problem as yours or who succeed in doing what you wish to attain. Then you transpose their best practice and ideas to your own field and subject.

It is important to come with a few examples as participants often have difficulty visualizing what it means to diverge by analogy given that there are very varied types of it. You can choose between comparing one system with another, functional analogies, sometimes even analogies based on shape. In all cases, there will always be things that don’t work but that doesn’t matter.

17




YOUR IDEA

EMPATHY

The aim is to look for examples from other fields and to transfer to our own challenge the solutions which work elsewhere. The idea is to go outside the usual framework in order to solve the problem.

First, you list people, companies, animals, etc. Who have solved the same problem as yours or who succeed in doing what you wish to attain. Then you transpose their best practice and ideas to your own field and subject.

It is important to come with a few examples as participants often have difficulty visualizing what it means to diverge by analogy given that there are very varied types of it. You can choose between comparing one system with another, functional analogies, sometimes even analogies based on shape. In all cases, there will always be things that don’t work but that doesn’t matter.

18


Creativity Sessions - TO EVALUATE IDEAS


YOUR IDEA

PLUS MINUS INTERESTING

It allows a more detailed assessment of the most relevant ideas. Each idea is analysed into the following sections:

•Pluses ("P"), are those potential reasons why we believe that the idea can work successfully

•Minus (“M"), its weaknesses and those reasons we believe that the idea may not work or that lead to caution

•Interesting aspects ("I"), issues that are important to take into account, but they are neither positive nor negative, or they may have both effects

19

THE CHECKERBOARD

It is a technique for evaluating creative ideas in which you can measure each idea in relation to a set of specific criteria. The steps for the development of the technique are:

•Develop a list of criteria relevant to assess, identify, select and support each idea

•Write these criteria at the top of a sheet of paper

•Make a list of all your ideas in a single column down the left side of the paper

•For each idea, make a signal under each criterion as appropriate in relation to its benefits

•Select the idea that has more signs




YOUR IDEA

REFORMULATION

After a divergence exercise(e.g. Martian interview), you converge. It is better to do it alone (written) and then share your reformulations. Try to reformulate the subject in 1 to 3 questions/creative challenges beginning with “how to...” Afterwards you diverge again on each of them to produce ideas. When you have 50 ideas, then you choose the solution (new convergence). The secret is to have 50 ideas before selecting and judging them.

20




YOUR IDEA

IDEA SELECTION

Before passing to the selection itself, two complementary techniques can be employed: to combine the ideas, by keeping in each one only its positive aspects; and to list the limits of each “candidate” idea with the solution, and to produce a creative work to raise the objections. This technique is also known under the name - popular - of the “devil's advocate”.When the work of reformulation and clarification of the objectives was well undertaken, the criteria of appreciation of the ideas are explicit. To have attended many situations of selection, we can testify that the personality of the individuals who decide is determining in the final choices. Very irrational criteria can appear such as the effects of spots blind, the aversion to the risk, the will to remain irreproachable (the umbrella effect), the search for originality. On the other side are the intuition and the audacity.You have to leave time at the end of the creativity session for the idea selection phase so that each participant can give his opinion about the best ideas he has heard. This has a positive impact, even among participants who are not in a positive frame of mind, as they hear the satisfaction expressed by other participants. What’s more, this exchange of views about the best ideas prolongs the amazement and also the divergence phase. Why? Simply because participants are surprised by the fact that such and such a person found a particular idea interesting, whereas he had felt it to be totally without interest. And from this contrast between two views will emerge the idea that the world can be perceived in different ways, that this creates tension and that this tension can be used to create new ideas. And this is precisely the reason why it is possible to be more creative in a group than alone.If the overall result is weak in terms of ideas generated – which is unlikely if the meeting has been well facilitated – you will need to repeat the exercise with a slightly different technique, asking the participants to assess the number and quality of their own productions. A Brainwriting exercise will make participants face up to their responsibilities and produce ideas. Always bear in mind that being creative requires time, and no one can tell in advance precisely how much time will be necessary. Momentary failure must not be allowed to defeat patience, the greatest of all virtues for creative people.

21


Key success factors & best practices


YOUR IDEA

• Multidisciplinary teams in the sessions increase the flow of ideas (various departments or other sectors)

• During the sessions, postpone sheer criticism, this is the first “creativity killer”. • Evaluating ideas too much also kills new ideas.• Playing fosters creativity.• Considering gaming practices is highly recommendable, taking into account the formal

behaviour typical of the security sector.

22


Added-value of INSEC project/Platform


• Related Innovation elements (available at Innovation management Tool Kit or via diagnosis)• #1 culture assessment• #2 creativity sessions• #4 Innovation Strategy & Policy

• INSEC will organise 1 creativity session for each type of end user involved in the project (4 in total). These one day respective sessions will gather all relevant people in the security organisations in order to:

• Generate new innovative ideas;• Structure the ideas expressed based on the objectives expected;• Express a first ranking; • Identify weak point in the current management system.

• Additionally, one creativity session will be organized with the members of the Advisory Board in order to find the right balance between the end-users’ point of view and the SMEs cooperation needs.

23


Financing RDI at European level

ReferencesCreativity Techniques by Kaos

http://www.kaosconsulting.com/metiers/explorer_ref/explorer-savoir-faire/

Creativity Development Program by Actitud Creativa

http://www.actitudcreativa.es/english/ac-abierto-como-convertirse-en-un-profesional-creativo.php

Systematizing Creative Thinking by Inteligencia Creativa

http://www.inteligenciacreativa.com/eng/

24

Contract No. FP7- 285287 INSEC is a project co-funded by the European Commission under the Seventh...

Documents

Transcript of Contract No. FP7- 285287 INSEC is a project co-funded by the European Commission under the Seventh...