ImagineNation LAST Generating Creative Conversations Presentation
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A creative conversation transfers ideas from one mind to another, it also allows you to reveal and remove all obstacles in the way of making creative ideas and inventions happen. It even allows you to see opportunities, realise possibilities and easily solves real-life, personal and business problems. It’s not that we’ve forgotten how to hold genuine conversations. The problem is much deeper. We’ve stopped learning how to hold a genuine conversation. The good news is we can all learn it. All this ability demands is the ability to be observant, having a core skill-set and following the four key steps in the generative discovery cycle.
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ImagineNation LAST Generating Creative Conversations Presentation
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- 3. Generating Creative Conversations Bridging Humanity, Technology to achieve Positive Strategic Change Explore & play with being contrary, provocative & safely disruptive to be creative, inventive & innovate to collaborate across locations geographies internet devices & demographics. Janet Sernack Founder & CEO ImagineNation™ Coach for Innovators 3
- 4. We are living in times of exponential change & disruption, in almost every sector of our lives = 6D’s & tipping point The internet is fundamentally addictive and yet, is a great global research, knowledge and social resource, most of us couldn’t live without our devices Robots are coming = 47 out of every 100 jobs could conceivably be done by computers one day in the future if a bunch of massive engineering challenges get solved, not to mention if regulations and public opposition don’t get in the way (Singularity University) So far today….
- 5. Taking a systemic perspective: considering the individual, other & the collective consciousness to emerge creative ideas & individual solutions to global challenges Jobs requiring creative and social intelligence are deemed least likely to be automated So what are some of the possibilities (think 2040) & challenges for us to consider in moving forwards in our careers & businesses towards adding value to the quality of our users or customers lives? Requires a human response…..and a systems reboot
- 6. Take Just a Minute Quiet Time Photo by dorota dylka on Unsplash Pause Retrea t Reflec t Reboot
- 7. Reference- Riding the Creativity Roller-Coaster Dr Nick Udall
- 8. Innovation mindsets – Beginner, Growth, Loose Beginner Growth I know so much, how can I unlearn what I already know? I am in charge, what can I learn from the challenges & risks in this situation? Loose I am so busy, how can I be present & come from an empty mind and from not knowing?
- 9. Innovation mindsets –Possibility, Whimsy, Gamer Gamer How can I win the game, what are the risks & how will they help me experiment & win? Whimsy I am curious, I wonder how I/we can play with this idea? Possibility What could be possible in this situation?
- 10. Listening & Inquiring Warm Up Be curious, connected, collaborative, creative, confident, compassionate & provocative
- 11. “The first step is a conversation” Basis of a cultivating a learning, collaborative & innovative team and culture
- 12. What is your problem or opportunity focus? Develop Skills Be Intentional Pay Attention Be agile Experiment Make mistakes Fail fast to learn quickly
- 14. Idea Emerging Idea Exploring Idea Colliding Problem Finding Fact Finding Problem Definition Idea Refining Idea Deciding 4. Elicit Creative ideas (debate) 1. Describe the Territory 2. Identify the Causes of the Current Reality 3. Disrupt the Territory (debate) Asking Who What When & Where Occurrence Questions Asking Who What When & Where Causal Questions Asking Deeper What & Why & Why Not Questions Disruptive Questions Asking What If & How Might We Questions Ideation Questions
- 15. 1. Elicit a description of the territory Asking “who, what, when & where” questions What are some of the assumptions do you hold about your problem or opportunity? What would the problem of opportunity be like if some of your assumptions were not true? What exactly would you like to achieve by solving this problem or maximizing this opportunity? Where is this problem or opportunity taking you? What are you afraid might happen, or not? What do you really think or feel about that? Who else might be impacted or involved with this problem?
- 16. 2. Identify the causes of the current reality occurring in the territory Asking causal questions What do you think or feel might have caused this problem or opportunity? What can you do to understand the deeper causes? How could you frame this problem or opportunity now? How is that important to you? What else might be at play around your core problem or opportunity? How does it feel to be in this situation? What is it that you really want to resolve or maximize?
- 18. 3. Disrupt the territory Asking deeper “what” & more “why” & “why not” questions What would a significant breakthrough solution look like? What do you really believe about that? What if the opposite is true? What are you expecting to happen? Why is that important? What could be possible in this situation? Why are we doing it that way? Why is it so important for you to solve this problem? Why not think differently about that? Why can’t it be done differently? Why aren’t our customers happy with that idea/solution?
- 19. 4. Elicit creative ideas Asking “what if” & “how might we” questions What if you were to think differently about that? What if you could reframe the problem into an opportunity? What if that didn’t work? What if that did work? What if you do the opposite to that? What if you saw that constraint as an opportunity? What if there were no limitations, what would you do? How might we think differently about that? How might we introduce...? How might we explore that idea more deeply? How might we handle it differently?
- 20. The 5-Step Creative & Social Intelligence Checklist for Being Consciously Innovative 1. CONNECT to self, other & system to create a safe container 2. EXPLORE new possibilities by asking disruptive questions & listening from the whole 3. DISCOVER & emerge creative insights & ideas by asking disruptive questions & listening from the whole 4. Diverge & converge creative ideas to DESIGN into innovative solutions 5. DELIVER commercial outcomes that customers value and appreciate
- 21. Take Just a Minute Quiet Time Photo by dorota dylka on Unsplash Pause Retrea t Reflec t Reboot What 3 things will you think, talk about or do differently?
- 22. 1. 2 2
- 23. Hello World 1. 2 3 M +61 420 679303 E janet@imaginenation.com.au W http://www.imaginenation.com.au L https://au.linkedin.com/in/janetsernack F https://www.facebook.com/compasslearningptyltd/ F https://www.facebook.com/coachforinnovators/ T https://twitter.com/JanetSernack T https://twitter.com/imaginenationau Global online Coach for Innovators Certified Program October 22 Bespoke Corporate Innovation Blended Learning Programs Cultivating organisational cultures that adapt & grow thru disruption
Notas do Editor
- We’re spending on average 6 hours and 42 minutes online each day. Half of that is spent on mobile devices. What are some of the key consequences? A 2018 survey of adolescents in China showed an internet addiction prevalence of 26.5 percent.
- We’re spending on average 6 hours and 42 minutes online each day. Half of that is spent on mobile devices. What are some of the key consequences? A 2018 survey of adolescents in China showed an internet addiction prevalence of 26.5 percent.
- Taking action - developing a reflective stance & cultivating learning agility Being intentional about taking a reflective stance, involves being fully present & aware as to what is happening in the worlds both inside & outside of yourself, with detachment, wonder & curiosity. Exercise 4 breaths in and out.
- Review the be, do have model Mindsets (handout) Recreation Activity Group Discussion
- Review the be, do have model Mindsets (handout) Recreation Activity Group Discussion
- The ImagineNaion Generative Discovery Cycle
- 1. Elicit a description of the territory; Let’s explore these in more detail, starting with the next slide, number one, which is to elicit a description of the territory or the field of attention. Like the famous American TV detective they start with the ‘Columbo Technique’ to explore, understand and describe the specific (cognitive, emotional, and visceral) territory they are in. They know that the ‘map is not the territory’, only a picture or a representation of the actual territory. Problem Finding Fact Finding Problem Definition This requires us to listen deeply at levels 2 and 3, to reveal ‘what is’ and to connect with them and build empathy with how it feels to be in that kind of territory. Asking who, what, when and where questions.
- 2. Identify the causes of the current reality occurring in the territory or social field; To really know the territory, we have to immerse ourselves in it, to observe the flora and fauna, as well the mountain peaks and deep hidden valleys as well as the impact of the weather on the environment. As disruptive provocateurs and innovative managers, leaders or entrepreneurs, we really need to generate a deep understanding of the business problem and how it impacts on current and potential customers. Problem Finding Fact Finding Problem Definition This is so that we can move towards developing a hypothetical disruptive solution, to then prototype, test and verify. Asking causal questions will help us get to the core of the business problem, and it requires continuing shifting across level 2 and 3 listening. Ask causal questions.
- It is important now to make the shift from specific and descriptive questions towards generating intentionally disruptive ones. Idea Emerging Idea Exploring Idea Colliding This is to create collisions between people’s internal programming, perspectives and thought patterns to initiate mindset shifts, create ‘cracks’ and openings and to elicit possibilities for solutions. In doing this, we have to ensure that, as coaches we do not come across as aggressive, or as oppositional as this will result in our clients becoming defensive and may cause them to withdraw from the conversation. When we demonstrate deep coaching presence; we automatically create a safe holding space which basis for an empathic and compassionate relationship. Doing this effectively enables us to unconsciously create an assertive, candid and constructive generative debate that ultimately results in a ‘right hand turn’ or an inflection point for breakthrough ideas. Asking deeper ‘what’ and more ‘why’ and ‘why not’ questions
- This step creates conflict, disagreement and dissonance that generate a deeper, provocative and creative debate. Idea Refining Idea Deciding This enables the coach to draw on the potentiality of the interaction to elicit the range of unexpected possibilities awaiting us in the emergent space. Asking ‘what if’ and ‘how might’ questions
- Taking action - developing a reflective stance & cultivating learning agility Being intentional about taking a reflective stance, involves being fully present & aware as to what is happening in the worlds both inside & outside of yourself, with detachment, wonder & curiosity. Exercise 4 breaths in and out.