Websites Let People Farm Out Chores Is Innovation Too Messy To Be Managed And Taught? Hardly As an innovation consultant, I found the recent Co.Design post “Do Innovation Consultants Kill Innovation?” troubling. Jens Martin Skibsted and Rasmus Bech Hansen are right to castigate much of the innovation consulting industry, which is unfortunately full of firms that have rebranded themselves as innovation experts. Just peruse the website of any large consulting firm. Yesterday’s management, brand, or operations consultant is today’s innovation guru. The problem these consultants run into is that most of them have no ability to actually create an innovation, and so they fall back on what they really know how to do: They analyze. The authors attack innovation processes, arguing that “the difference between success and disaster is largely defined by the selection of a good team--not by its processes.” The authors believe innovation “should be an attitude that organically runs through the culture of an organization.” Pixar is a rare exception.
Rick Boersma: Saturday afternoon inking... Brainstorming Doesn’t Really Work In the late nineteen-forties, Alex Osborn, a partner in the advertising agency B.B.D.O., decided to write a book in which he shared his creative secrets. At the time, B.B.D.O. was widely regarded as the most innovative firm on Madison Avenue. Born in 1888, Osborn had spent much of his career in Buffalo, where he started out working in newspapers, and his life at B.B.D.O. began when he teamed up with another young adman he’d met volunteering for the United War Work Campaign. “Your Creative Power” was filled with tricks and strategies, such as always carrying a notebook, to be ready when inspiration struck. The book outlined the essential rules of a successful brainstorming session. Brainstorming was an immediate hit and Osborn became an influential business guru, writing such best-sellers as “Wake Up Your Mind” and “The Gold Mine Between Your Ears.” The underlying assumption of brainstorming is that if people are scared of saying the wrong thing, they’ll end up saying nothing at all.
Giving Constructive Feedback Performance feedback can be given two ways: through constructive feedback or through praise and criticism. Don't fall into the trap of giving praise and criticism on employee performance. Constructive feedback is information-specific, issue-focused, and based on observations. Positive feedback is news or input to an employee about an effort well done. Negative feedback is news to an employee about an effort that needs improvement. The guidelines for giving constructive feedback fall into four categories: content, manner, timing, and frequency. Content Content is what you say in the constructive feedback. In your first sentence, identify the topic or issue that the feedback will be about.Provide the specifics of what occurred. Without the specifics, you only have praise or criticism. Manner Manner is how you say the constructive feedback. Timing Timing answers this question: When do you give an employee feedback for a performance effort worth acknowledging? Frequency
Processus Forts, Culture Faible (Photo Michail Raškovskij) (In English) Excellent article, comme à son habitude, de Bertrand Duperrin, sur la nécessité d’avoir un socle de processus forts dans l’organisation pour mettre en oeuvre des Réseaux Sociaux d’Entreprise (RSE) et bénéficier de la valeur qu’apportent ces nouveaux outils. Et comme d’habitude, je ne suis qu’à moitié convaincu. Car ce qui m’ennuie dans la mise en avant des processus c’est que l’on sanctifie un objet institutionnel figé (le processus) plutôt qu’une culture, à savoir la réflexion systématique et les changements permanents nécessaires à l’amélioration continue de l’organisation. L’approche Lean est très éclairante à ce sujet comme le montre Yves Caseau dans son livre. Alignement par processus Par ailleurs les processus présentent une limitation en ce qu’ils encouragent ce que Built to Last de Jim Collins, ou l’essai Leading by Leveraging Culture de la Harvard Business Review, appellent une culture faible. Auto-Alignement Prescription et culture Like this:
Rick Boersma: Ch 6 p7 #innovation inked... Hosting a Remote Whiteboard Session? Try These - BestVendor Whiteboard sessions are great for brainstorming and planning, and we love tools like IdeaPaint that make it easy. But what do you do if you’re, say, brainstorming new product designs but your team is spread across the globe? Face-to-face isn’t an option, so how can you collaborate visually? This is where virtual whiteboards come in. Jot! An iPad is practically a whiteboard already, so it’s arguably the perfect platform for hosting your session. When you tap the Live Sharing option, you’re given the option of hosting your whiteboard in real-time. Jot! Scriblink Need a quick-and-dirty Web-based whiteboard, no software or sign-ups required? Inviting others to join is easy: You click “Get URL” or “Email”, then share your room’s address with your desired attendees. When you’re done with your session, you can save, send, or print the whiteboard. Twiddla Like the other services mentioned here, Twiddla requires no downloads, registrations, or other hassles. Ready, Set, Brainstorm!
The Penguin and The Leviathan: How Cooperation Triumphs Over Self Interest I am enjoying hearing about this new book Yochai Benkler from Harvard University, also author of the Wealth of Networks. The argument he makes is that humans are not purely self-interested creatures. In this interview the question is asked "How did we even get ourselves into a position where we have to make that argument?" Benkler replies "If we look at the 40 year trajectory you might think of as scientific selfishness. Benkler goes on to describe how the rise of this thinking coincides with the period of the cold war and that these clash of ideologies - principally collectivism and capitalism, made it easy to adopt the model because we had a 'then and us' situation. The case that Benkler makes is not entirely new - but I like the way that he describes his thinking and I do think that this book makes a hugely valuable contribution to trying to shift the mindset away from designing policy and systems which call on the more negative human qualities.
Anthony Poncier : les Réseaux Sociaux d’Entreprise en 101+9 Questions February 12, 2012 Anthony Poncier et une des plus grandes références hexagonales dans le monde des Réseaux Sociaux d’Entreprise. Il est non seulement un leader d’opinion à travers son blog incontournable (classé à ce titre parmi les Enterprise 2.0 All Stars), mais aussi un acteur infatigable de la cause dans le monde francophone. Directeur Consultant en Management et Entreprise 2.0 chez Lecko, curator infatiguable pour toute la communauté (“Qui a besoin de veille lorsqu’il suffit de suivre le compte Twitter d’Anthony Poncier“ – Thierry de Baillon), évangéliste de la première heure (c’est lui qui a porté de main de maître le projet du livre blanc Entreprise 2.0) Anthony est aussi, pour ce qui nous concerne aujourd’hui, l’auteur d’un ouvrage sur le sujet chez Diateino : Les Réseaux Sociaux d’Entreprise en 101 questions. Un ouvrage précis et pratique à mettre entre les mains de tous les chefs de projet de mise en oeuvre d’outils collaboratifs au sein d’organisations. 1. 2. 3. 4. 5. 6. 7. 8.
Rick Boersma: Perseverance, the main tal... Eight Rules To Brilliant Brainstorming 1. USE BRAINSTORMING TO COMBINE AND EXTEND IDEAS, NOT JUST HARVEST THEMAndrew Hargadon's How Breakthroughs Happen shows that creativity occurs when people find ways to build on existing ideas. The power of group brainstorming comes from creating a safe place where people with different ideas can share, blend, and expand their diverse knowledge. If your goal is just to collect the creative ideas that are out there, group brainstorms are a waste of time. ), SAP's (SAP ) Design Services Team, the Hasso Plattner Institute of Design at Stanford University, the Institute for the Future, frog design, and IDEO -- brainstorming is treated as a skill that takes months or years to master.
Five Millennial Myths If you believe the conventional wisdom, everyone under the age of 30 is needy and narcissistic. They want the corner office and a company car, but they aren’t truly committed to their organization. They don’t take kindly to criticism, but can be easily won over with the next hot gadget. Such stereotypes of millennials abound, and some may have a degree of truth. But as this massive cohort enters the workforce in increasing numbers, can companies afford to put their trust in these types of characterizations? I’ve seen many corporate leaders and human resources departments twist themselves in knots trying to accommodate what media and marketers have told them are the preferences of this new generation of employees. For the past 12 years, I have studied the so-called generation gap through empirical research, and have found that stereotypes of millennials in the workplace are inconsistent at best and destructive at worst. Myth #1: Millennials don’t want to be told what to do.