Check out some high- and low-tech ideas to spark innovation that may surprise you with their simplicity. You’ll not only walk away with a fresh viewpoint, but you may be able to turn up the wattage at your very own mental desk.

1. IN N O VAT E : E N CO U R AG I NG “ L IG H T B U LB ” M O M E N TS I N Y OU R W O R KP L AC E

2. I N N O VA T E : EN C O U R AG IN G
“ L I G H T B U LB ” M O ME N T S
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I N NO VAT E : E NC O UR A G I N G “ L IG HT B U L B ”
MO M E N T S IN Y O UR W O R KP L A C E
When‟s the last time you experienced moments of unexpected insight that
could be called “a light bulb moment ”? Isn‟t it refres hing and energizing when
that happens? While there‟s no easy way to force these electric ideas to
happen, the common denominators to encourage these moments of
innovation are people and communication. Using these as a framework , let‟s
check out some high- and low-tech ideas to spark innovation that may surprise
you with their simplicity. You‟ll not only walk away with a fresh viewpoint, but
you may be able to turn up the wattage at your very own mental desk.
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Bridging the Creativity Gap
Corporate creativity is directly related to innovation. By isolating the countless causes of corporat e
„creativity gaps,‟ you can play a vital role in boosting innovation. In ot her words, if deficient creative-
thinking skills are to blame for a lack of innovative thought, companies can coac h employees to flex
their creative muscles and develop more original ideas. And, if the constraints of corporate life are
stifling creative endeavors, employers can provide mind -expanding tools and techniques to encourage
employees to use their imagination more fully.
As you can probably imagine, free-thinking individuals can keep businesses healthy and fiercely
competitive with innovative products, services and ideas. While supporting workers in the quest for
innovation may be a new role for management, giving employees an extra little push in the right
direction may be all that‟s needed. So what‟s causing your own creativity gap? Read on to check out
some “innovation legends” that might be influencing you right now.
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Busting Some Myths
If you‟ve ever watched the television show “MythB usters,” you know that old ideas die hard. One such idea is that of the lone inventor toiling away in
the laboratory and eventually hitting pay dirt with a new discovery. This erroneous idea was explored in a business article presented by Drs. Rob
Cross, Andrew Hargadon, Salvatore Parise and Robert J. Thomas. These researchers pointed out that “… companies continue to assume that
innovation comes from that individual genius, or, at best, small, sequestered teams that vanish from sight and then return with big ideas. But the truth
is most innovations are created through networks — groups of people working in concert.” So even though “individual genius” is a nostalgic way to
look at innovation, the truth is that most of today‟s original ideas stem from group efforts. So, take it from us…this myth is busted!
Here‟s another myth that emerges from time to time: small companies can‟t even begin to compete with the big guys,
so they shouldn‟t even try. Innovation is actually one of the best ways smaller companies can level the playing field to
offer more to clients than the corporate giants. In fact,
a recent study in the UK presented this surprising
information: “…small companies with up to five
employees are the best at generating new ideas,
with half of them giving staff formal thinking time.
In contrast, just 13% of the work force in large
corporations sees their ideas regularly taken up.”
Is this myth causing your small company‟s
creativity gap? Consider it busted.
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I‟m sure you‟ve heard this myth before: you need cutting -edge technology to be innovative in today‟s marketplace. In a recent business article, “A True
Story About a Chair, ” a fantastic idea stemming from a low-tech approach won out corporate disbelievers. With the manager and a couple of chairs —
and nothing else—here‟s how the idea worked:.
… [the manager] plopped down t wo chairs in the heart of this busy corporat e campus and put a sign over the t wo chairs calling out a topi c for the day.
She occupied one chair and then waited. And waited. And waited for anot her employee to sit down and discuss the topic she had posted. No
technology. No motives. Just a person genuinely interested in her co -work er’s thoughts and feelings.… People start ed to sit and talk . One at a time,
[the manager] sat and spok e wit h employees. Tak ing notes on employees’ conc erns and feedback , she promised their input would be anonymously
passed on to upper management — and it is.
Can you believe there are long lines of employees waiting to talk
with this inventive and open-minded manager? They trust her
honesty and aren‟t bothered at all by the lack of technology or
topic to focus on. Spurring employees to innovation can be that
simple. It really doesn‟t even require a chair. What it does require is
a willingness to communicate and some free time. So now that
we‟ve exposed thes e outdated beliefs, let‟s dig in to the real
business of “innovation enlightenment” and how to brighten the
lights in your own business.
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Happy Accidents at Work
When a team of experts from Rensselaer Polytechnic Institute researched some breakthrough innovation projects such as GE‟s di gital X-ray, GM‟s
hybrid vehicles, and DuPont‟s biodegradable plastics, they discovered most of the ide as came together as the result of “happy
accidents” rather than a purposeful quest for a new product or service. Since this haphazard approach is one that many
businesses use, it‟s no surprise 75% of executives questioned in recent worldwide surveys were disappointed by their
own company‟s lack of direction for innovation. A renowned California innovation and product design firm, IDEO, has
this take on the creative process: “Fail oft en to succeed sooner.” It‟s no secret that failures and false
starts can pave the way to outstanding inventions. The WD-40 Company, for
example, talked to employees and end users to come up with 600 product
ideas. The initial list was whittled down to 100 possible concepts and
finally to ten leading ideas. In the end, two new products were on the
market in less than two years. A whopping 598 product ideas were
destined to fail! It‟s pretty clear that the very ideas destined for your
“round file” right now may actually open the door to a unique solution.
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How can you structure your business so more of these happy accidents occur? After all, ground-breaking
ideas don‟t emerge from a vacuum. Robert I. Sutton, writing in the Harvard Business Review in 2001, thinks
he might know how to encourage innovation. Here‟s his unusual take: “Hir e naive misfits who argue with
you; encourage failure; avoid letting client input limit your vision; and fully commit to risky ventures.” E ven
though it sounds wacky and contradictory, he feels this extreme approac h to innovation works by mixing
things up in the boring and static office environment. Sutton believes that unconventional employees with
diverse backgrounds actually work for a company rather than against it. By challenging the status quo, a
few well-positioned “misfits” can inject new life into old problems and mindsets. Think of it as the contrarian
approach to innovation. But there‟s more than meets the eye when it comes to innovation approaches. Let ‟s
see what the experts say.
Opening Eyes, and Minds, to Innovation
On the following pages, you can read about some of the best ways to set the stage for creat ive problem
solving. E ven though the ideas were compiled from companies that specialize in fields other than training,
they could just as easily apply to training and development organizations. Take a look for yourself.
A host of tools, tips and techniques are available to cultivate employee innovation!
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The Approach: Hire individuals with a non-typical background
Want to read more on this topic?
How it Works: Look for individuals who have a background that‟s not quite an exact fit for your team. By hiring Access these links for
some interesting insights on
bright and enthusiastic employees who have “fresh ey es” and may question the status quo, you can rethink
encouraging innovation.
current approaches and add to the team‟s creative potential.
 IDEO “idea cards” spur free
The Approach: Limit your clients‟ input into projects—or involve customers in new ways thought and association
that’s useful in the design
How it Works: According to Robert I. Sutton, ignoring client input may seem counterintuitive, but clients can‟t process
always imagine the full extent of what‟s possible. By involving e very one—even employees not directly involved on ideo.com/work/item/method-
cards
a project—and then identifying the best ideas, you‟ll have a broader view of the problem and may strike gold with
 “Creativity is a Practice,”
a fresh project approach.
Innovationfocus.com, by
C.W.Miller and G.Graziano
If you do involve the customer, look for different methods of involvement. For ex ample, look outside your own field
 “10 Rules for Innovation,”
or industry for ideas on how to get input. Automakers, retailers, and consumer electronics manufacturers, for
Innovationfocus.com, by Anne
instance, frequently use customer surveys and are often considered the early adopters of innovative techniques. Orban, M.Ed.
 “Seven Strategies for
Consider creating advisory boards of key customers to serve as sounding boards for ideas. Identify customers
Generating Innovation,”
who tend to buy the latest versions of your products or services. Ask these early adopters to provide insight about
Innovationresource.com , by
where the market may be headed and how your organization can best position itself. Robert B. Tucker
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The Approach: Share ideas with coworkers to learn something new
How it Works: Encourage employees to get together frequently to share their best ideas with one another.
Create a „suggestion box‟ meeting forum where nothing is off limits or not good enough.
The Approach: S wap jobs or take on a project that‟s out of the realm of your regular work
How it Works: Have employees and managers switch roles every so often just to get a feel for the good—
and the bad—about another team‟s processes and business methodologies. Is there a better way to do
things?
There‟s nothing quit e like walking a mile in another employee‟s shoes to see your own role in a different light.
Any effort you make to step out of the realm of your „regular work‟ has a benefit. Just pick a period when work
demands are lower than usual so a crisis doesn‟t strike during the job swap.
The Approach: Get out of your comfort zone
How it Works: Try taking a class that pushes your limits to develop new skills. Using your brain in new ways
can also help unlock creativity: take a different route to work, eat at a different lunch spot, brush your teeth
with your non-dominant hand or put your clothes on in the dark (but check before heading out the door so
there are no “wardrobe malfunctions”). Anything novel can stimulate the brain to form new connections.
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The Approach: Involve everyone—at every level of the organization
How it Works: Include more employees in the process of formulating new product and servic e ideas and in
solving organizational problems. Encourage employees to really listen to customers. Listening in on
customer support calls is another easy way to get a feel for your customers‟ mindset.
The Approach: Increase communication and get the right people talking to each ot her
How it Works: E very company has its share of “information magnets” that need to open up and cont ribut e
their knowledge. Figure out what every one inside the company knows —and make sure they talk to people
with complement ary talents.
The Approach: Reject the “it‟s not my job” mindset
How it Works: Some employees may have exactly the right range of skills to produce new ideas, but they
aren‟t „allowed‟ to innovate because of limited job roles. Make sure wort hy ideas aren‟t rejected just
because it‟s “not their job” to come up with good ideas.
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The Approach: Communicate up, across and down
Looking for innovative ideas for How it Works: Record the milestones along your path to innovation, and keep everyone in t he company
your training organization? Try informed of steps you‟re taking. Let them know that innovation works best when everyone participates, and
out these resources when you want
continuously encourage communication.
to encourage a “light bulb
moment.”
The Approach: Focus on customer needs that they don‟t always express
 5min.com : any solution can be
How it Works: Learn from customers by observing what they are not doing as well as what they are doing.
visually explained in no more
than 5 minutes. Along the same lines, listen to what they are not saying as well as what they are saying. Recognize the sources
of their frustration and explore potential ways to eliminate it.
 shmoop.com : fun, refreshing,
plain-spoken study guides &
The Approach: Seek ideas from new customer groups
teacher resources to get you
thinking about new
How it Works: Look at your customers and your competitors' customers. Instead of looking at only the present,
approaches for your own
training. look also at the past (former customers) and the future (potential customers). Ask how you might meet those
 3 Proven Techniques to Add customers' needs.
Creativity to Your E-Learning
Courses: Based upon Tim The Approach: Involve suppliers in discussions regarding product innovation
Brown's TED presentation.
How it Works: Just as you look to your customers for new ideas, think of your organization as your supplier's
customer. You also have needs. Try to nail down your own needs and then get your supplier's idea -generating
capacity working in concert wit h yours.
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The Approach: Think outside the corporate meeting room
How it Works: Use technology wisely to conduct productive meetings from multiple locations. Allow teams to co-locate and create an innovation
space that is uniquely theirs. Some companies have designated a special room with an unusual decorating scheme, blog or e -mail listserv designed
solely for group idea sharing. Or, considering taking employees outside on a nic e day for a little project brainstorming over a picnic lunch.
The Approach: Have fun
How it Works: Facilitate humor, share it and celebrate it. You‟d be surpris ed how many creative
doors this may open.
The Approach: Appoint a CEI (Chief Executive Innovator)
How it Works: Organizations that rely on innovation to build their company need to seriously
examine the climate in whic h idea development takes place and then put someone in charge
of creating that climate.
Innovation-adept firms invest in formal innovation sessions, read books, attend
seminars, and constantly seek to improve their skills. Your CEI should
work with others to identify these opportunities and make them
available to everyone in your organization.
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The Approach: Tear down the walls
How it Works: Large companies can undermine their innovation efforts by keeping workers isolated from
other groups. Take down the visible and invisible barriers that s eparate groups from one another and don‟t
segregate employees unnecessarily.
The Approach: Consider energy dynamics
How it Works: If you feel positively about a co-worker, you're more likely to turn to him or her for help and
advic e. Generating ideas together isn‟t easy, but people who are paired with others they get along with are
more likely to share ideas, strengthen connections and contribute positively to the corporat e “think tank.”
Conversely, someone who leaves you feeling drained or irritated can put a damper on innovation.
Ask management to map the energy and enthusiasm in their net works by asking people to identify who
leaves them feeling positive and energized.
The Approach: Develop corporate folklore
How it Works: Encourage senior management to tell stories, create an innovation-focused folklore, and
actively counteract the „anti-innovation‟ syndrome. They can also provide support and tools for the various
components of the company to cultivate an inn ovation-friendly climate.
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Want to increase your own po tential for innovation? Try these quick, fun activities:
Count to 100: Stimulate your senses:
Make a list of the first 100 ideas or Do something that involves as many of your senses as
thoughts that come to your mind. They possible. For example, go to an arb oretum, go for a
don’t have to be related in any way; the drive in the country, visit an art museum or get
purpose is to generate unfiltered a massage. By stimulating your b ody
thoughts that may lead to something and mind, you may just turn on that mental
bigger and better. light b ulb .
Get colorful: Embrace the silence:
Did you know that yellow inspires creativity? Try adding some yellow Go somewhere comfortab le—inside or outside—and turn
to your workspace, or spend off the TV or radio. Be alone with your thoughts, and allow
some time in a place with them to wander. There are plenty of ideas already swirling
yellow walls or furniture. around in the b ack of your b rain—you just have to quiet
down and let them come to the front.
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Do Something Better
As you‟ve seen, innovation isn‟t a quest to be taken lightly. Companies need to be fully pre pared for today‟s competitive environment, and inno vation is
one of the best ways to increase the chances of success. A recent article in the Harvard Business Review by Ted Hoff, inventor of the mic roprocessor,
had these words of wisdom: “Don‟t do what the customer wants; do something better.” How‟s that for innovative thinking?
If you would like to know more about how your own team can be more productive and innovative, contact us. We‟re here to help!
Michaels & Associates — where innovative ideas happen every day.
marketing@michaelsandassoc. com www.michaelsandassoc.com toll-free: 877-614-8440
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