Creative Climate: A Leadership Lever for Innovation · Creative Climate: A Leadership Lever for...
Transcript of Creative Climate: A Leadership Lever for Innovation · Creative Climate: A Leadership Lever for...
© 2012, Perspectiv LLP. All rights reserved. Working out ways to high performance.
Creative Climate:Creative Climate:A Leadership Lever for InnovationA Leadership Lever for Innovation
Developed and presented by:Developed and presented by:
Andy WilkinsAndy WilkinsSenior Honorary Visiting Fellow, Cass Business SchoolSenior Honorary Visiting Fellow, Cass Business School
Partner, Perspectiv LLPPartner, Perspectiv LLP
© 2012, Perspectiv LLP. All rights reserved. Working out ways to high performance.
My preferred definition of creativity andMy preferred definition of creativity andinnovationinnovation
Newnessthat isuseful
(at least to the creator)
© 2012, Perspectiv LLP. All rights reserved. Working out ways to high performance.
The spectrum of newnessThe spectrum of newness
Dev
elo
pm
ent
Ad
apti
on E
xplo
ration
Inven
tion5 4 3 2 1
Innovation can tend toward…
1. Absolutely new: it changed the industry and is new to the world.Examples include a new category, technology, invention, brand,process etc.
2. Reasonably new: there is nothing very much like it in the industry3. Fairly new: there are some similar things in the industry
4. A little new: there are a small number of things that mark it out asdifferent
5. Hardly new at all: it is basically a repackaged version of an alreadyexisting product or service but still requires creative input, fundingand resources
© 2012, Perspectiv LLP. All rights reserved. Working out ways to high performance.
Press
Product
Process
People
At the highest level, innovation depends on howAt the highest level, innovation depends on howwell the following 4Ps are attended towell the following 4Ps are attended to
© Creative Problem Solving Group Inc.
© 2012, Perspectiv LLP. All rights reserved. Working out ways to high performance.
Have you ever considered theworkplace climate or atmospherein your team or organisation or
around you?
© 2012, Perspectiv LLP. All rights reserved. Working out ways to high performance.
“Isn't trying to understand atmosphere liketrying to nail jelly to the wall?”
“Anyway, how can you measureatmosphere?”
“And I don't really believe it is as important asthe hard and technical stuff.”
You might be thinking to yourselfYou might be thinking to yourself……..
© 2012, Perspectiv LLP. All rights reserved. Working out ways to high performance.
ResourcesWork Environment, People, Machinery, Concepts, Funds,Rewards, Management, Hierarchy, Tools, Methods, etc.
Effects onQuality, Creativity & Innovation, Productivity,
Well-Being, Job Satisfaction, Profit, etc.
Climateorganisational & Psychological Processes
Problem-Solving, Decision-Making,Learning, Motivation, Communication, etc.
© Creative Problem Solving Group Inc.
Climate moderates between resources andClimate moderates between resources andresultsresults
© 2012, Perspectiv LLP. All rights reserved. Working out ways to high performance.
Climate is the psychological aspect of theClimate is the psychological aspect of theenvironment (in contrast to the physical)environment (in contrast to the physical)
Physical
• The buildings, offices, desks,factories, décor
• The ‘hard’or ‘tangible’stuff• Reflects lower levels of
Maslow’s hierarchy of needs• Reflects Herzberg’s
‘hygiene’factors or thedissatisfiers
Psychological
• The atmosphere, feel,culture, climate, context
• The ‘soft’or ‘intangible’stuff• Reflects Maslow’s higher
needs• Reflects Herzberg’s
‘motivational’factors orsatisfiers
© 2012, Perspectiv LLP. All rights reserved. Working out ways to high performance.
© The Creative Problem Solving Group Inc. 2003.
There are many different words used whenThere are many different words used whentalking about the workplace environmenttalking about the workplace environment
Place
Context
Culture
Climate
Environment
Situation
Press
© 2012, Perspectiv LLP. All rights reserved. Working out ways to high performance.
Climate is different to cultureClimate is different to cultureClimate
The observable habitsthat characterise life in an
organisation.
CultureThe values and beliefs that
reflect the deeperfoundations of the
organisation.
© 2012, Perspectiv LLP. All rights reserved. Working out ways to high performance.
Some practical strategies leaders can takeSome practical strategies leaders can taketo increase innovation through climateto increase innovation through climate
•Measure the climate for creativity and innovationusing KEYS or SOQ (Situational OutlookQuestionnaire - www.soqonline.net - the SOQ isour preference due to the Buros Institute review)
•Developing leadership practices that enable acreative climate
•Take the ‘Michael’–the Masters in Innovation,Creativity and Leadership at City University
© 2012, Perspectiv LLP. All rights reserved. Working out ways to high performance.
DIMENSION DESCRIPTION
Challenge/Involvement
The degree to which people are involved in daily operations, long-termgoals, and visions
Freedom The independence in behaviour exerted by people
Trust/Openness The emotional safety in relationships
Idea-Time The amount of time people can (and do) use for elaborating new ideas
Playfulness/Humour
The spontaneity and ease displayed within the workplace
Conflict The presence of personal and emotional tensions
Idea-Support The ways in which new ideas are treated
Debate The occurrence of encounters and disagreements between viewpoints,ideas, differing experiences and knowledge
Risk-Taking The tolerance of uncertainty and ambiguity exposed in the workplace
The SOQ measures 9 dimensions of climateThe SOQ measures 9 dimensions of climate
© 2012, Perspectiv LLP. All rights reserved. Working out ways to high performance.
Stagnated climateDimensionProductive climate
Committee bound, slow to action, intolerantof uncertainty, failure punished
Risk TakingActions taken, tolerance withuncertainty, failure seen as learnings
Little questioning, voices do not speak up &are not heard
DebateContentious voices heard, new insightsexplored
Poor listening, critical & knee jerk feedbackSupportActive listening, professional &affirmative feedback
Unproductive discounting and negativepersonal comments, turf wars exist
ConflictDiversity and disagreements betweenpeople are valued and dealt with
productively
Dull, seriousPlayfulnessHappy, humorous
Little off task experimenting, reflection,learning
Idea timeOff task experimenting, reflection,learning
Suspicious, defensive, fearful participation,expectations not met
Trust &Openness
Safe participation, expectations met
Passive, rule boundFreedomIndependent choice
Rationally engaged in the outcome,indifferent, alienated
InvolvementEmotionally engaged in the process,enjoyable, energetic
The 9 dimensions of climateThe 9 dimensions of climate
© 2012, Perspectiv LLP. All rights reserved. Working out ways to high performance.
The climate for innovation dimensionsThe climate for innovation dimensionsand the normative dataand the normative data
Sour ce:Ekvall,G.CCQInter nationalNor ms. SwedishCouncil forManagementand*N=NumberofCompanies
Innovative(*N=10)
ClimateVariables
Stagnated(*N=5)
Average(*N=15)
Freedom
Idea Time
Conflict
Debate
174
111
88
128
153
97
140
105
210
148
78
158
Challenge & Involvement
Trust and Openness
Playfulness/Humor
Idea Support
Risk -Taking
190
160
169
164
112
163
128
140
108
53
238
178
230
183
195
International Organizations
© Ekvall & Arvonen
© 2012, Perspectiv LLP. All rights reserved. Working out ways to high performance.
Strategies to address climateStrategies to address climate
Organisation-wide ImprovementsMeasure the climate and then help the entire organisations, or divisions withinlarger organisations, to create a climate more conducive to innovation,change, and growth.
Developing Leadership SkillsMeasure the 360 climate around leaders to help those responsible for leadingand managing others to better understand the impact of their behavior onclimate creation.
Improving Collaboration and TeamsMeasure the team climate to help groups function more creatively andproductively.
© The Creative Problem Solving Group, Inc. 2005
© 2012, Perspectiv LLP. All rights reserved. Working out ways to high performance.
050
100150200250300
Challenge&Involvement
Freedom
Trust&Openness
IdeaT ime
Playfulness/HumorConflict
IdeaSupport
Debate
Risk-Taking
ABC CompanyInnovative Stagnated
Organisational or Team Application ExampleOrganisational or Team Application Example
Number of Companies:
InnovativeCompanyAverages
ClimateVariables
StagnatedCompanyAverages
ABCCompanyAverages
Freedom
Idea Time
Conflict
Debate
Challenge & Involvement
Trust and Openness
Playfulness/Humor
Idea Support
Risk-Taking
10 Companies 5 Companies
178
114
81
182
222
168
203
190
137
210
148
78
158
238
178
230
183
195
153
97
140
105
163
128
140
108
53
1 Company
© The Creative Problem Solving Group, Inc. 2005
© 2012, Perspectiv LLP. All rights reserved. Working out ways to high performance.
Leadership Development ExampleLeadership Development Example
050
100150200250300
Challenge &Involvement
Freedom
Trust & Openness
Idea Time
Playfulness/HumorConflicts
Idea Support
Debates
Risk-Taking
Total Group Your Observers Your Score
Climate Variables Total Group Your Observers Your Score
Challenge & Involvement 181 222 243
Freedom 148 117 167
Trust & Openness 147 180 200
Idea Time 113 69 133
Playfulness/Humor 140 114 83
Conflicts 61 74 33
Idea Support 149 131 120
Debates 163 176 167
Risk-Taking 118 123 120
Number of Individuals: 116 7
© The Creative Problem Solving Group, Inc. 2005
© 2012, Perspectiv LLP. All rights reserved. Working out ways to high performance.
What can you do?What can you do?
•Up to 65% of the perception of climate isaffected by Leadership Behaviour.
•Climate is local so you can create a microclimate that is different to the corporate climate… if you want to!!!
•You can change the climate at a low financialcost … but the real cost is in the energy anddesire to personally learn, grow, andchange - to innovate yourself.
© 2012, Perspectiv LLP. All rights reserved. Working out ways to high performance.
Innovation and growthInnovation and growth: 3 clusters of: 3 clusters ofcapabilitycapability
Product: % of the Survey Sample–most & least innovative
Adapted from: Davis, T., Arnett, A., Gibbons, P., Milton, F. (1997)Innovation Survey. London, UK: PricewaterhouseCoopers.
Process:Deliberate Method
Environment:Creative Climate
People: Inclusive Leadership
Top 5%
Top 20%
Bottom 20%
Fostering a healthy climate is one of three core capabilities that separates the top 20%from the bottom 20% that succeed in meeting the innovation and growth challenge
In the last 5 years,those companies in thetop 20% have higherturnover and ROCEfrom new products
and services.
© 2012, Perspectiv LLP. All rights reserved. Working out ways to high performance.
More informationMore information
Books•Meeting the Innovation Challenge•An Introduction to ClimateNet•www.city.ac.uk•www.perspectiv.co.uk•www.soqonline.net
© 2012, Perspectiv LLP. All rights reserved. Working out ways to high performance.
Creative Climate:Creative Climate:A Leadership Lever for InnovationA Leadership Lever for Innovation
Developed and presented by:Developed and presented by:
Andy WilkinsAndy WilkinsSenior Honorary Visiting Fellow, Cass Business SchoolSenior Honorary Visiting Fellow, Cass Business School
Partner, Perspectiv LLPPartner, Perspectiv LLP