6. Things that limit creative thinking
Existing neural
networks:
Our decision-making
framework
BEING CREATIVE
Threat, stress
Time
7. Things that help us let go
imagining the future
novelty
laughter
metaphor
BEING CREATIVE
dissonance play
8. Having an idea: Metaphor
Metaphor helps us to:
create language for things
we know instinctively
Dissonance:
Force new connections
Create new options
BEING CREATIVE
9. Having an idea: Imagine the futures
BEING CREATIVE
Visualization is a key skill for creative thinking
13. To generate breakthrough ideas
BEING CREATIVE
Interrupt our existing patterns
Create new patterns
incorporating creative thinking
Collaborate to shape and share ideas
14. Read more…
• James Zull
– The Art of Changing the Brain
– From Brain to Mind
• John Medina: Brain Rules
• Mihaly Czichzentmihaly: Flow
• Daniel Kahneman: Thinking, Fast and Slow
BEING CREATIVE
16. Ingredients for creative thinking
Trust
Engagement
Drive
Bet: how my work will be valued
- > what I will share
whether I feel valued
- > how I'll collaborate
the value I find in my work
+ trust & engagement
- > what I’ll invest of myself
MOTIVATION
24. Use the Retrospective…
Trust
Able
Believable
Connected
Dependable
Engagement
Status
Certainty
Autonomy
Relatedness
Fairness
Drive
Autonomy
Mastery
Purpose
MOTIVATION
25. Self motivating team
Trust
Able
grow skills
Believable
attainable goals
Connected
shared adventure
Dependable
show up, participate
Engagement
Status
celebrate improvements
Certainty
set target, measure success
Autonomy
choose how
Relatedness
contribute; share adventure
Fairness
participate, attainable
Drive
Autonomy
choose challenges
Mastery
understanding,
improvements, skills
Purpose
clear target, team benefit
MOTIVATION
26. Read more…
• Daniel Pink: Drive
• David Rock: Your Brain At Work
• Ken Blanchard: Trust Works
• Patrick Lencioni: The 5 Dysfunctions of a Team
• Edward Deci: Why We Do What We Do
MOTIVATION
30. Inspecting and Adapting 2.0
Close
Explore information,
insights and ideas
about the topic
Narrow the focus,
valuable & practical,
clarify actions
Open Divergent Convergent
RETROSPECTIVES
Understanding, Collaboration, Facilitation
31. Inspecting and Adapting 2.0
Set the
Scene
Agile Retrospectives – Esther Derby & Diana Larson 2006
Close the
Retrospective
Gather
Data
Generate
Insights
Decide
what to do
RETROSPECTIVES
Understanding, Collaboration, Facilitation
32. Inspecting and Adapting 3.0
Play
Make the retro a tinkering space
RETROSPECTIVES
Create our stories
33. Inspecting and Adapting 3.0
RETROSPECTIVES
Develop fluency and flexibility
Complexity
Systems thinking
Design thinking
Innovation
etc...
Make the retro a tinkering space
35. The Agile Principle
“At regular intervals the team
reflects on
how to become more effective
then tunes and adjusts
its behaviour accordingly”
- The Agile Manifesto
RETROSPECTIVES
36. What if: we make future our focus?
RETROSPECTIVES
37. Write a Goal hypothesis
“By [implementing our goal]
we expect [this result]”
(Pass conditions)
What we’ll see if we’re right
/ What we’ll see if we’re wrong
(Fail conditions)
RETROSPECTIVES
The Future (1) Explicit Bets
[review results]
38. What could we do to make this happen?
How can we prepare?
Resilience
RETROSPECTIVES
The Future (2) Imagine the Futures
What could we do if this happens?
39. The Future (3) Getting Really Creative
RETROSPECTIVES
Ideate
45. Ideate
State the challenge
Clarify the frame
Shift the thinking perspective
Reassess what we know
Draw new connections
RETROSPECTIVES
46. Ideate: Ideatoons
State challenge Need more ice cream
List attributes
Draw symbols
hungry sweet
delivery urgency
hungry sweet
delivery urgency
love packaging cold
love packaging cold
Experiment with combinations
Send ice-cream to a loved-one Sweet mix that you mix & freeze instantly
Ice cream delivery service Instant ice cream
RETROSPECTIVES
delivery love sweet cold packaging
47. Ideate: False faces
State challenge Client reprioritizes then loses touch with planning
List assumptions
Prioritizing new work delays planned work
We send a build twice per sprint
Reverse (write in the negative)
How could the world be
different for the reverse
to be true?
“We don’t send a build twice / sprint”
Only send one build / sprint
Send multiple builds / sprint
Client could build on demand
–> upload changes to a central server
-> Sprint length is three weeks
We could change our sprint length
& send one build per sprint
RETROSPECTIVES
49. Elaborate: Body storming
Experiential Prototyping
Act out an interaction
with the product
Surfaces tacit assumptions
RETROSPECTIVES
Capture as you go
Overall shape of the idea
Questions to answer
50. Validate
• Empathy Map
• Ritual Dissent / Play the Critic
• Lean Canvas
RETROSPECTIVES
51. Validate: Empathy Map
Flesh out the detail; picture the future
Surfaces incorrect assumptions
& hidden opportunities
RETROSPECTIVES
58. To change our futures
have a practical play structure
in a motivating environment
supporting creative thinking
and create our own stories…
59. special thanks
to Linda Rising
whose talks at Agile India 2013
inspired this talk
Book: Fearless Change
Patterns for Introducing New Ideas
60. Get in Touch
Creative geniuses do not wait for the gifts of chance;
instead, they actively seek the accidental discovery.
Cara Turner
- Michael Michalko
Cape Town, South Africa
projectcodeX.co
sugsa.org.za
twitter: @cara_faye
facilitatingagility.com
slideshare.net/carafaye
Editor's Notes
Creativity happens alone, inside an individual, lit connection of ideas.
But innovation is a social / community phenomena: to succeed you need multiple perspectives, and validation within a social context
"Almost always great new ideas don’t emerge from within a single person or function, but at the intersection of functions or people that have never met before." - Clayton Christensen
Creativity is individual: it’s true, sometimes we come up with better ideas alone, and we incubate them alone, and sometimes we develop them better alone. But to change the world you need to be in and of the world; because ideas work together, build, feed, chance & connected mind.
Creativity happens alone, inside an individual, lit connection of ideas.
But innovation is a social / community phenomena: to succeed you need multiple perspectives, and validation within a social context
"Almost always great new ideas don’t emerge from within a single person or function, but at the intersection of functions or people that have never met before." - Clayton Christensen
Creativity is individual: it’s true, sometimes we come up with better ideas alone, and we incubate them alone, and sometimes we develop them better alone. But to change the world you need to be in and of the world; because ideas work together, build, feed, chance & connected mind.
Creativity happens alone, inside an individual, lit connection of ideas.
But innovation is a social / community phenomena: to succeed you need multiple perspectives, and validation within a social context
"Almost always great new ideas don’t emerge from within a single person or function, but at the intersection of functions or people that have never met before." - Clayton Christensen
Creativity is individual: it’s true, sometimes we come up with better ideas alone, and we incubate them alone, and sometimes we develop them better alone. But to change the world you need to be in and of the world; because ideas work together, build, feed, chance & connected mind.
Leadership trust – I’m safe at work
To be honest, we must have trust – otherwise we’re trying not to offend people, trying to be respectful. Don’t share our ideas
Able - Competent ; Believable: make promises they can keep; Connected – Relate, not distant; Dependable: fulfil their part of the bargain
I like my work – towards response
Status: recognition
I want to give my best at work
Purpose: Must connect to a feeling state - stories
We synthesise happiness - able to work with obstacles, don’t need plain sailing, need to see purpose in what we’re doing.
Story: Architects, surly -> positive & contributing, excited.
We synthesise happiness - able to work with obstacles, don’t need plain sailing, need to see purpose in what we’re doing.
Story: Architects, surly -> positive & contributing, excited.
no mechanism for understanding; sandwich effect; mires us in problem thinking
Retro is a punishment for a bad sprint
Actions and Ideas limited by lack of safety, but also absence of idea generating process
