seaBlog

I have been going through the pile of journals that has built up since Christmas.  Lots of good stuff.  newmediaage ran a series of articles about how social networking is influencing the style and interactivity of business websites. In particular it highlights the need for online video to play a more central role in digital media campaigns and “not be confined to the box in the corner”.

December’s ‘Harvard Business Review’ identified the skills of the most creative executives. From research conducted over six years, HBR identified five components of the innovator’s DNA . The research confirms that innovators are adept at making connections between seemingly unrelated ideas to generate fresh ideas (skill 1 - `associating’). Indeed, many new products are the result of combining ideas rather than having new ideas. At SEA we have found that using creative thinking techniques to construct unorthodox pairings is a great way to generate new ideas. Our approach was inspired by Arthur Koestler (`Act of Creation’ 1964) where he identified “The creative leap which connects previously unconnected frames of reference”.

HBR refers to Drucker’s belief in the power of provocative questions (skill 2 - `questioning’). A well-targeted question can change our perspective on a problem: it can help us reframe, or see things from a different angle or take us into new territory where the really creative solutions may be found.

As a sociologist I was really pleased to see that the skills of this sometimes marginalised profession being put to such good use (skill 3 - observing). HBR quotes the example of Rajan Tata who came up with the idea for the Tata Nano car “by observing the plight of a family of four packed onto a single motorised scooter”. Sociology has also been drawn into the marketing arena through the work of George Lakoff. Lakoff has proposed that most Americans vote according to their identity and values not according to their economic self interest. His suggestion is that politicians can engage people by addressing their core values and `framing’ their policies in language that resonates with voters. This can be adapted to the world of marketing. How effective is your organisation at talking to its clients or stakeholders in language they can relate to?

The fourth skill identified in HBR’s research is `experimenting’. This is about being willing to try new things – and not expecting all of them to work. Organisations need a culture which encourages trial and error (rather than the all-too-common blame culture that discourages experimentation). HBR cites Edison’s remark that “I haven’t failed.I’ve simply found 10,000 ways that did not work.” Similarly – the Post It Note was an unintended outcome of a series of experiments to develop new glues. Later, when Art Fry of 3M needed markers for hymn books that would stick but were also removable, he recalled the trial glue that didn’t stick properly.

Finally, it is now official that networking (skill 5) does not always have to be about making sales or boosting careers. HBR has endorsed the value of networking in order to meet interesting people and to exchange ideas. Try to go to events with as diverse a range of participants as possible.

Most encouragingly, HBR concluded that “the good news is, if you were not born with it, you can cultivate it”. HBR cites research with twins showing that “our ability to think creatively comes one third from genetics but two-thirds…through learning…then practicing”. This echoes the findings of research in 2003 from the Chartered Institute of Personnel and Development (CIPD).This research concluded that “creative thinkers are not necessarily born ‘different’ to anyone else. What makes the difference, it seems, is whether you practice creativity and are encouraged - first by parents and teachers and then by employers”

Click here if you would like to find out more about how we can encourage your teams to be more creative.Or drop me an email: steve@sea-ltd.co.uk