A Marketplace of Ideas

According to George Land’s Theory of Transformation in his book Grow or Die, every organization goes through the same S-Curve. This happens over time as things grow in complexity.

The S-Curve begins with a dip as the organization enters the invention phase. Here, the business uses creativity to explore what’s possible and make sense of the chaos of starting up.

The first breakpoint

Once the initial challenges are resolved and things begin to work, the first break point is reached and the organization moves into the improvement phase. Here, growth of the organization is managed as adaptive creativity is used to modify and improve products and processes.

The second breakpoint

Because complexity continues to grow outside of the organization—new technology, new competition, new trends—the improvement phase must give way to re-invention, using creativity to drive the innovation to become relevant again in the new complexity. This is an exciting, yet difficult time for many organizations because it requires another dip—more chaos, less certainty. Often there is an urge to go back to the old ways, which is, in reality, a path to obsolescence and eventually the end.

Where is your organization on the S-Curve? How do you access the creativity required to grow?

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The word transformational is as over-hyped in the business world as superstar is in the sporting and entertainment worlds. Programs, initiatives and products described as transformational are often useful or insightful, but rarely do they fundamentally change the way we live our lives. The computer and Internet are transformational; a new supply chain strategy or tracking system may not be. So when I talk about the study of the science of creativity as being transformational, I do not use that term lightly.

As a copywriter and Creative Director, I practiced creativity on a daily basis for years. However, I didn’t understand it until I began studying at the International Center for Studies in Creativity at Buffalo State. Here, I learned what I had always done intuitively, but never deliberately or to my fullest potential. My study of creativity fundamentally changed the way I approach my work and personal relationships to enable creativity in myself and others.

Now, I defer judgment. I look for what I like about an idea. I see issues as problems to solve not as brick wall barriers. I stop choosing my first ideas and generate many ideas before deciding. I imagine what is possible, then figure out how to get there.

These are just some of the transformational elements of creativity I write about on this blog. They were new and valuable to me as a professional “creative,” so I assume they will be new and valuable for those who want creativity in their lives and innovation in their business.

The science of creativity transformed me, but will it transform you?

In my consulting work facilitating groups through strategic planning, I’ve seen teams get turned on by the creative process. I’ve felt the energy. I’ve documented their breakthrough plans. And I often hear that they continue to use some of the tools and rules I introduce to them. But as a consultant, I’m there and then gone. Will the transformation continue? Perhaps for some. Others go back to the way they operate by default.

What makes one person open to the creative process, while others remain relatively unaffected? And how might an organization transform if it commits to the creative process? Hopefully, as I continue to teach and learn, these answers will become clear.

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Jeffrey Pfeffer and Robert Sutton wrote about the Knowing-Doing Gap 11 years ago. Invaluable concept for explaining why the business world is full of companies with great ideas, yet they never get their plans implemented.

So what drives implementation? And what enables us to leap the Gap after Knowing-Doing—that between Doing and Being—when Doing becomes an unconscious skill and part of the organization’s DNA.

I’ve identified five drivers in helping my clients leap those gaps—perhaps none earth-shattering, but each plan-shattering if not honored.

1. Get the Right People at the Table. If you want a plan to be implemented, make sure that those who must implement are part of the planning process. There’s no quicker way to kill a plan than to hand it to someone to implement who has had no input or buy-in to the plan.
2. Prioritize and Mobilize. Assign Champions and Sponsors for the initiatives and provide them with the appropriate resources for implementation. Choose a short list of doable tasks for early wins and momentum.
3. Report Progress. Report regularly using the metrics agreed upon in the plan. Provide a reporting structure that reaches the right people the appropriate number of times in a variety of ways to keep them engaged in the plan. Make sure to celebrate success.
4. Continuous Improvement. Within the governance structure, also include a time and place for problem solving to help get people unstuck. Remember, even the best plan is organic—circumstances change, often growing more complex—so continuous improvement is a critical step.
5. The Communications Loop. One of the biggest threats to implementation is a lack of communication. Motivation to implement in anonymity or a vacuum can be weak at best. By keeping all stakeholders informed and engaged, you treat the plan with the importance it requires. Good communications techniques can give energy and momentum to motivate plan implementation.

Done consistently, these five implementation drivers eventually becomes, “the way we do it around here.” From Knowing to Doing To Being.

What other strategies do you have for driving implementation?

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If you live or work in an urban area with tall buildings and cold winter months, you probably couldn’t miss the relatively recent phenomenon of signs on the sidewalk that say, Caution Falling Ice. Sound advice at the face of it, but upon further review, not a very effective piece of communications.

Inherent in good persuasive communications are three elements summarized as follows:

What. So what. Now what.

Like many signs (Stop and Exit for example) Caution Falling Ice is clear about the “what” of the message—there just might be ice falling from the buildings. The “so what” of the message is understood intuitively—you certainly don’t want to get hit. But unlike Stop and Exit, Caution Falling Ice does not provide a good “now what.” What are we suppose to do? Look up for falling ice? First of all, we probably wouldn’t see it till too late. Secondly, without watching where we were going, we would run into a pole or some other poor sap looking up. Cross the street, you suggest? The same signs are over there. Walk in the middle of the street? Obviously that won’t work. Taken seriously, these signs create unintended and disastrous consequences.

I’m sure the building owner must see this as liability protection, though if the only alternative is to find the Northwest Passage to your destination, it hardly seems like fair warning.

Perhaps there are better ways to solve the liability problem. Designate a safe path…build an overhang to catch falling ice…install heaters to prevent ice from falling…or something better. But short of that, don’t tell me to be cautious of falling ice. I’d rather take the chance of not knowing what hit me.

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