Do we know where we are going?! Bringing your organisations’ vision to life

Do we know where we are going?! Bringing your organisations’ vision to life

The importance of bringing Organisational Vision or Strategy to life, and our top tips.

Everyone wants to know where they are going and how they are going to get there, unless of course you are one of those carefree travellers who puts a pin in a map at random and leaves the house with nothing but a backpack, a passport, a change of pants and a toothbrush… wow, that was a great conference…no, but seriously, we are talking about Organisational Vision and Strategy.

No, no, please don’t hit delete, we know it may sound a little corporate and dare we say uninteresting but isn’t that just exactly why we need to bring it to life in a more interesting way?

In our experience, the clearer an organisations’ plan is to see, understand and communicate, the easier it is for everyone to get behind it and the more likely you are to actually stand a chance of getting there.

If your people believe in what you are all doing and where you are all going, they are more likely to stick around and give their best in order to help achieve it. And that feels good for everyone!
Even better, if you can involve people, and truly understand the business challenges faced at all levels, then tangible, actionable, creative solutions can be developed.

This level of involvement gives individuals the chance to have their say and feel they are contributing, and are not just another number on a page. It will also ensure that your future vision is relevant and applicable to everyone.
So how on earth do you do this, especially if you have numerous global locations? We have a step by step process that we adopt and here are some top tips from some of our previous experiences…

1. Acknowledge the truth

You can’t make a clear path for where you want to go if you don’t know where you are. Get out into the business – talk to people, spend time doing focus groups, doing interviews etc- the more people and levels you speak to the better. If you can offer anonymity, you are more likely to get a truer picture of what is going on across the business.

We’re happy to talk to anyone, by the way.

2. Create the future

You may already have a stated vision, a mission statement, or a purpose statement. Don’t let it just be words on a page but encourage people to explore how it actually looks and feels.

Involve as many different voices as you can and ask them what they believe the future can be – an Leadership Team vision is not going to be the same for Mel who works in the plant.

3. Replay your findings

If you don’t tell people what you have done with their inputs, they will see this as an exercise and won’t believe you. We always use powerful visuals, videos or animations to replay these findings.

4. Involve everyone in the ‘how ’

This is undoubtedly the trickiest part, the biggest risk of people going off at a tangent or getting bogged down in the data and smaller intricacies of running a business. Or worse, just being generic and not specific enough.

Design events and communications in such a way that involve people, will allow localised teams to build on the existing state, add their relevance to the future vision, keep on track with their discussions, have an interactive experience and generate outcomes of tangible steps and actions that they can implement.

5. Share it!

Creating a rich picture is one way to show the collective vision and strategy. Tell your story to everyone!

Keep communicating and show evidence of things that have already happened as a result of this approach that is making a difference.

6. Don’t let it be a gimmick

Keep it front and centre.

If it is a picture, have it on display in offices. Keep dialogue going in meetings, townhalls etc…you name it.

Hold yourself accountable to it. If needs be, revisit it 6 months down the line for a refresher session; have you done what you said you would do? If not, then look at how can you amend that to ensure you are back on track.

An Example..

If you really want to be clear on where you’re heading and how to get people to all pull in the same direction then, in our experience, nobody has done this better than our friend Ben Hunt-Davies and his concept of Will It Make the Boat Go Faster. The ultimate literal ‘all pulling in the same direction‘ which ended in him and his colleagues achieving their lofty ambition.
Your ambition might not be an Olympic Title but if you and your people are losing direction and feeling overwhelmed then a clear view of where you’re going is going to help.

If you want a step-by-step guide about how to share your organisational strategy or vision, find a copy here 

Need your vision bringing to life?

We are experts in helping organisations to breathe life into their vision, values or strategies. Bringing our creative expertise to make corporate narratives engaging, compelling and memorable. 



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Who has got the ‘D’? Decision-making in complex organisations

Who has got the ‘D’? Decision-making in complex organisations

It may come as no surprise that if you search the term ‘decision-making’ on the internet, it doesn’t throw up just one framework or methodology, but, well … umpteen. In fact, it’s quite a decision to decide which ones to read.

Just searching the term RACI reveals the following deviations and variations. RACI, RASI, RASCI, RACI-VS, RACIQ and our personal favourite (just for the way it sounds), RASCEIO. Isn’t that one of the Lost Boys in Peter Pan?

Now we don’t intend to get involved in the politics of Brexit in this article. After all, we are doing everything we can to retain and build our readership, rather than conspire to drive people away. However, here’s a little help for those closely involved in the decision-making process and for those involved from a distance too; either as bemused observers, interested stakeholders or comedians seeking new material.

Whatever Brexit may represent to you, one thing we can all be sure of is that after a long decision-making process, involving a huge number of people, it did not happen on time.

The deadline has come and gone and we’re no clearer on the next steps. Now that is certainly a familiar story in business and one that affects us all.

So, what can help us to make better decisions, or perhaps more timely ones?

The Cynefin Model

 

In an article for HBR, David J. Snowden and Mary E. Boone suggest that understanding the kind of problem you’re solving is a key starting point. They describe a framework which Snowden and a team at IBM developed, which must be one of the very few to have a Welsh title. Cynefin

Ref: Cynefin model. Dave Snowden (1999) IBM.

It sets problems into what he described as a ‘sense-making’ model rather than categorizing model. So, how might this help us everyday?

What kind of decisions are you trying to make?

 

If you are deciding where to hold your conference or which external speaker to book then this is ‘simple’, according to Cynefin. Weigh up the pros and cons, set a deadline for the decision and once made, go ahead with the arrangements.

If it’s simple, keep it simple. However, if the challenge is to shift behaviours and ways of working and you wish to bring that problem to life through experiential activities, you can’t expect to arrive at a ‘decision’ quickly or simply. This kind of solution takes time, because the problem is ‘complicated’ and requires deeper analysis. Be realistic about how much time it should take and plan accordingly.

According to Cynefin, it also requires experts, so if you’re looking for someone to bring complicated content to life, then remember to get in touch.

Who is making the Decision?

So, we know the context and the kind of decisions that need to be made, but who is going to make them? This can be the most complicated part of the process.

In large organizations, this problem can seem insurmountable, as there is no agreement about which function/region/individual has the authority to make a decision.

On one occasion we had stepped through the whole proposal, pitch and contract process before discovering that the person with the financial authority had never actually been told about the planned conference, at all.

It turned out that everyone was so scared of the individual, they dared not tell him. Thankfully the work went ahead, but that was only because, in the end, WE told him!

Having confidence to make the decision.

Finding out who approves or signs-off is something that can prove very elusive. We’re working with a client who has a useful framework in this regard, crafted specifically to fit their values.

Their company-specific framework focuses on knowing who has the ‘D’ for decision-making and endeavouring to make that transparent to everyone.

It may not be the most senior person, nor even the budget holder. It could be a number of people, such as a project board or steering group, but whoever it is, everyone needs to know. Other people can still be consulted or give advice or be in the information pool and so on, but the certainty is that they are NOT the ‘D’.

Since using this framework, and the nomenclature of the ‘D’, the company concerned has turned the corner in the speed and efficiency of their previously ponderous decision-making process. It’s more than a happy coincidence that they are also growing the company successfully too.

The fear that important business decisions, strategic and financial, will be held up, is slowly dissipating.

Do you need help bringing your decision-making process to life?

We are experts in bringing to life complex concepts and this can include helping people to understand the impact of the existing decision-making culture. 



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How to find a partner

How to find a partner

Don’t worry, Purple Monster has not ventured into the world of internet dating, although perhaps our avowed intent to bring content to life, might add a little something to the sector.

As a small organization, we can rarely take on any sizeable project without working with a partner.

For large conferences it might be a production company, or other creative agencies. For transformation and learning programmes, it might be partners from academic institutions, private companies, small or large consultancies. It may be single contractors who are working in the organization but see an opportunity to partner with us. Whoever it is, we’re always up for a new partner relationship.

And just like a first date, the initial meeting will set the tone for the relationship. Don’t try too hard to impress, but instead be as open as possible and be respectful of every potential partner, even if they are a direct competitor. Make sure you get to know each other. It might only be possible to meet over the airwaves to begin with but put the camera on and be prepared to share who you are. This approach will always work out better in the end.

Over the years this is what we have found that works best when partnering with others. But please note, this doesn’t mean that we are the perfect partner for everyone.

1. Make sure you treat your partner as an equal.

This might require acts of generosity towards a less experienced player, or it might require you to punch above your weight. Whichever way you flex, make sure you behave as an equal partner.

2. Be a trustworthy partner

At some point, you are almost certainly going to be involved in a ‘difficult conversation’ with your partner. So, be clear from the off and avoid the temptation of making claims you can’t back up.

There is a helpful tool for this. The Trust Equation, created by Maister, Green and Halford. You can find a full explanation here

3. Find the right fit

Choose partners that offer capabilities you don’t have and when put together with yours create something unique. Always be prepared to put the partnership to the test with a client. Otherwise, you really can waste an awful lot of time talking about what might be possible.
Although the potential partner may have very different skills and capability than you, always try to choose a partner with the same values and principles. This isn’t about what is written on their website, but about how you observe them behaving. Do you trust them to speak to your client on your behalf? If yes, you’re in a good partnership.

And here are the stories….

The trials – We had one, now defunct, partnership, in which the other party always felt it necessary to do some carrot-dangling of future work. It rarely came to fruition and the work we occasionally did together didn’t ever feel like a partnership. We felt more like a performing seal, brought out to impress early in the relationship with a client. It wasn’t very life-affirming, nor effective.

The triumphs – We have two new partnerships well worth a mention. Our accountants, Pentlands, who are partnering with us to establish simple and efficient financial reporting and our wonderful Ukrainian friends at One Philosophy Group, with whom our partnering relationship has only just begun.

We also have many wonderful long-standing partnerships, including Craig Spivey, creative genius; Jon Trevor, improv legend; Ben Goddard, musical director extraordinaire; Catherine Allan, fabulous scribe. But one particular partnership is worth a special mention. By This River, our video production partner. Whatever request we make of Mike Sedgwick and his team, we always know they will be doing their absolute best work for us. They epitomise the description of trusted partner. 100%. They make us feel really special and this is not only life-affirming but it’s also terrific fun

 

Would you like to partner with us?

We are experts in bringing your business content to life, creating memorable meetings and events for your people.



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Bringing your culture to life; A best practice example

Bringing your culture to life; A best practice example

Bringing business content to life, such as the company vision, or a strategy or explaining a change in process perhaps, requires a great deal of skill and a level of creative thinking.  

 

However, in all these instances, you are working with something which can be written down, described in words or pictures and is tangible.

But what about if it isn’t tangible? What if it’s your organisational culture you are trying to bring to life? How do you know you have achieved success?

How can you get something so intangible clearly understood by every single person in your organisation? No, scrap that, every single person that encounters your organisation?

Here’s how…

Moneypenny is a phone and live chat answering service based in North Wales who recently hosted an event, sharing ‘Employee Voice’ best practice for the Employee Engagement Alliance.

On arrival at the building, the traditional battle with security – ‘Have you booked a space?’ ‘Can I see some ID?’ was noticeable by its absence. Instead there was a well sign-posted car park, featuring quirky icons for the various zones (a love heart for visitors – cute!)

 

On entering the office, after walking past a giant gorilla, visitors are greeted at a floating reception desk by a casually dressed receptionist who oozed warmth. Not the ‘I’ve been trained to smile like this’ type of warmth but genuine ‘I am really pleased you’re here today’ warmth. 

The décor of the office is funky with a cheeky edge. Sheep on the stairs, giraffes on the landing and a floating shed meeting room. Employee perks were obvious. A pub (called the Dog and Bone – genius) a gym and individually designed wings of the office with themed artwork on the walls. Each employee has a dedicated desk which they can decorate themselves and they all get money to buy a desk lamp of their choice.

Now any company with the cash could design a funky office to rival this, but the the beauty of Moneypenny is that the culture lives in the people; the physical environment, whilst pleasing on the eye, isn’t the point.

The office design is in support of the company culture, not the other way around.

Need help bringing a message to life?

Have you got a message or change you want to ‘bring to life’? Tap into our vast array of creative skills, tools and techniques to help your message land effectively. 

Now any company with the cash could design a funky office to rival this, but the the beauty of Moneypenny is that the culture lives in the people; the physical environment, whilst pleasing on the eye, isn’t the point.

The office design is in support of the company culture, not the other way around.

This isn’t about putting in a ping-pong table and hoping one day someone will use it. Their culture has been around a lot longer than the new building and is based on simple family values. The staff were consulted on the design and it’s fun and friendly, because they are. 

Here’s why

  • People are recruited by attitude rather than skill set. The recruitment process is extensive and focuses on cultural fit above everything else.
  • Teams work closely together and become tight knit so meeting for a drink in the ‘pub’ after work is a pleasure.  
  • Office requirements such as natural light, natural ventilation and lots of social spaces all came directly from employees. Even the footprint of the building was designed specifically to ensure employee desires were realised.
  • Anything less than perfect performance is taken as a reflection of the quality of the leadership, team management or training and not on the individual. If an individual isn’t hitting the targets it’s because they haven’t been supported effectively, not that they are ‘poor performer’.

What these offices have above all else, is warmth. You literally feel it as you walk in.  There is a genuine welcoming, homely feeling to the whole experience.  It’s no accident.

This isn’t about putting a novelty pub in the office hoping people who don’t talk to each other normally will suddenly have the urge to share a pizza on a Friday night.

This isn’t about scrapping annual appraisals in the hope that inadequately trained managers will hold more regular, high quality coaching conversations.

This isn’t about gathering employee views and then ignoring them because there isn’t the budget or because implementing them is just too hard.

This is about fundamentally understanding the culture you want to create, and EVERY SINGLE THING being in line with that culture.  

When a visitor to your office who knows nothing about your company can walk away absolutely clear about what your company does, what it stands for and why it is so successful. Then you know you have brought your company culture to life… and that warm glow stays with you for days.

If you want to bring some creative thinking to challenge your normal approach and help bring your messages to life then get in touch with Danielle on danielle@purplemonster.co.uk. 



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Disruptive Thinking- Scarman, 17th April 2018

Disruptive Thinking- Scarman, 17th April 2018

“Don’t know what I want, but I know how to get it…”

Clayton M Christiansen coined the term “disruptive innovation” in the mid-1990s, defining it as:

“a process by which a product or service starts with simple applications at the bottom of a market – often servicing an need that is not currently being met by the current incumbents of that field – and, from this foothold, relentlessly moves up-market, changing the environment, and, sometimes, displacing the established competition.”

It’s come to mean more. It’s become a zeitgeist word, bandied about as a new, exciting successor to creativity and innovation, and people seem to think they want it.

Or do they?

Whether people want to disrupt at industry, company, or team level. The first step is to question the currently accepted position… take the music industry as an example…

Where it was… What happened when the established belief was questioned…
Music is a physical product, sold in albums and singles on vinyl and cassette. Music is rented when you need it through Spotify, Amazon and iTunes. People create their own albums as they want to.
Sharing music is terrible. “Home taping is killing music!” Sharing music is to be encouraged as it builds interest, momentum and profile for artists. By turning music into a subscription service, Spotify has made the record collection of the whole world available to everyone.
Artists have to have a recording contract to get their music distributed. Artists control their own output, using the power of their fanbase to produce what they want to make, and what the fans want to consume. Companies like Apple do exclusive deals with artists to make their product available to consumers.
Recording live concerts damages the artists’ product and reputation. Live concerts are an experience that can be added to. Recordings of the gig you have just been to are available – at a price above the price of a live album – on the night of the gig, so the experience lives on for the people who were there.
And when digital is everything… People want vinyl. They want the physical experience of music. They want everything that digital no longer gives them!

“Something’s going on, a change is taking place…”

Things have to fall into place. The environment, timing and technology does have to support it, but disruption often comes from understanding the commercial outcomes and then reverse engineering from that outcome. Consider customer experience. Would people like their bills generated immediately? Enter Tonik Energy…

Disruption can be on a very simple scale but can have huge impact by really focusing on specifics that can meet customer needs better than the current offers. Patanjalimanaged to beat well established household good brands such as P&G and Unilever by focusing on an unserved customer group (natural products) and not adopting market established paradigms (such as having a large advertising spend).

The key is keeping close to the customer problem you are trying to solve.

New technology can open up obvious new markets, but can also create whole new markets. Everyone – or just about everyone – has access to the video capabilities of a smartphone. Why not offer them training, so they can make professional quality videos, without engaging a professional company, or purchasing expensive kit? Customer trends can drive whole industries and the best disruptors are those that can exploit those trends, especially if they can offer it in bitesize content.

A new idea is delicate. It can be killed by a sneer or a yawn; it can be stabbed to death by a quip and worried to death by a frown on the right man’s brow. -Ovid

The fear of failure, however, can stop people taking action. Ideas can die very quickly if not supported, so how do you respond to the ideas people come to you with? Do they get killed with a sneer or a yawn, or do you take a default “yes” approach?

Not seeing the world how it has been but being open to new trends as they develop is a key skill for people who want to work with, rather than against disruptive influences. Look at the rejuvenation of what was once considered an “elderly” market. People who would once have moved into a grey netherworld are becoming more aspirational and better connected – and new trends and new markets are opening up for older people who want to travel the world.

The instant gratification, and always-on solution that is driven by our increasingly app-based culture is providing impetus to rapid disruption, both on the demand side, and, through widespread social media, instant connectivity and high levels of visibility across industries. Disruption in one industry can be inspired by a completely different industry.

This calls for a laser sharp focus on what you are trying to achieve, and most importantly, what your customer is demanding from you… for example Chiltern Railways overcoming a traditional obstacle of lack of station facilities and simply building their own station.

 

“When problems come along, you must whip it…”

To adopt a disrupter’s mindset you have to see the barriers or obstacles that currently exist – or the threats to your current model that are manifested in the “desire paths” that your customers are taking to meet needs that you are not currently serving – as opportunities to be exploited, even if they appear to defy conventional wisdom for your industry. Sometimes it helps to consider what your overall product or service offering feels like for customers. Do you have an attention to detail over and above your competitors? Is something being missed that people would value?

 

F.E.A.R… Freeing Excellence Affects Reality

If you want to encourage disruptive innovation at a team level, it has to be obvious that support and permission is granted from the top down, even though the reality of taking on challenges and looking for new approaches will inevitably result in failure. The established culture – in life, society and business – can often mean that experimentation and failure is not celebrated and indeed, is often punished.

How can leaders or teams help to celebrate failure? “Failure cake” that is handed out at Tonik is one way of making light of people making genuine mistakes in their attempt to make improvements. Sometimes, you just have to stand up and celebrate with the “failure bow”. Don’t be ashamed of failure. The person who never made a mistake, never made anything.

It requires some personal reflection too. How comfortable are you as the leader or your leadership team with failure and risk? And what structures will you, as a leader, need to establish so that creativity and innovation can flourish without creating chaos and efforts being focused in the wrong area?

 

Tips for encouraging creative thinking and therefore more disruptive ideas are:

  • Hire well – don’t just hire on technical skills but hire for cultural fit and individual desire to keep developing and their ability to challenge in a constructive way.
  • Ensure that principles for decision making are clear from the top and provide guidelines for how people should act. This will give people a compass when they need to make decisions.
  • Look external for inspiration – don’t just look at your own industry.
  • Consider what you are measuring and how that is driving decisions and activity – if you change what you measure you are likely to change what people focus on.
  • Find a way to celebrate failure, so the word “failure” is not seen as a bad thing, but as a necessary step to refine thinking, remove doubt, and tighten the focus on what needs to be done.
  • Could Improv skills help you and your team be more confident with uncertainly and building skills in building on ideas? Would they benefit from learning to embrace ambiguity and change, operate from a “yes, and” position, provide mutual support and hold multiple thoughts while moving towards a common goal?
  • Where are the clichés in your business, and what would happen if you reversed them? What established practices are you simply sticking to but are restricting your ability to innovate and disrupt? What benefits could result from Re-inventing Organisations?

 

We do business differently, experimenting with the idea that there are other ways to do business, connect with people and get results. Different ways to learn and share outside of the normal taught approach, common in workshops, business schools and L&D environments across the globe. If you want to become involved, please sign up here to learn more.

To download this article as a pdf, please fill out the form below.



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Building an organisational climate that encourages creative and innovative outcomes

Building an organisational climate that encourages creative and innovative outcomes

At Purple Monster, we recognise the importance of creativity and innovative thinking in all organisations, regardless of size, sector or culture. Recently we have been working with Kate from Freestyle Innovation to fully understand how this can be developed.

There are plenty of “innovation processes” around- even though applying a process to innovation sounds counter-intuitive- but things that can help in this area (like Design Thinking, Lean Start Up and Customer Development) need a culture where creative and innovative thinking can be supported to thrive.

If you are unclear on the difference between Creativity and Innovation, or you are in an organisation that you feel could never ‘be creative’, this post explains these concepts a bit further. The fact is, that the potential to find creative solutions and apply innovative thought exists everywhere, and it doesn’t have to be revolutionary or ground-breaking– or even particularly large– to make a difference.

In our experience, there are three levels where the necessary climate can be encouraged: Individual, Team and Leadership. In this post, we’re going to share with you some practical ways of how you can encourage a higher degree of creativity and innovation at an individual and team level.

Improving individual creative thinking skills. 

Everyone can be more creative. That may seem unlikely to some of you, and it’s true that some people are naturally more creative than others, but organisations can provide opportunities for anyone to enhance and increase their ability to think in a more creative way. Here are a few…

1. Help employees to develop ‘T’ shaped experience.

Some individuals know their specialist domain really well, but also have a wide range of knowledge in other areas such as hobbies, interests, studies or experience from previous roles. Opportunities to increase their specialised knowledge and also their appreciation of a wider selection of topics will boost their creativity.

  • Encourage them to use the resources available via TED talks and MOOC (Massive Online Open Courses) …
  • Support them to do work experience in other business areas or organisations….
  • Develop cross functional collaboration by holding teambuilding sessions with other business areas…
  • Give them the opportunity to attend industry or local networking events or seminars….
  • …all of these things increase an individual’s ‘T’ shaped knowledge providing enhanced knowledge across a diverse range of subjects.

2. Develop key creative problem-solving skills.

These aren’t necessarily tangible, measurable attributes, but qualities such as resilience, perseverance and a willingness to take risks and experiment. Innovation and creativity rely on the ability to bounce back after setbacks, so by building these skills, individuals will be more comfortable and therefore more proficient at creative problem solving.

3. Truly engage people in order to increase levels of intrinsic motivation.

Research has demonstrated conclusively that offering extrinsic rewards, such as bonuses, do not improve the level of creativity in individuals. By contrast, intrinsic motivation – the desire to solve a problem or solving a challenge because it is personally interesting – does increase levels of creativity. If you look to understand what motivates employees at an individual level, and provide opportunities for them to get involved with challenges they feel most drawn to, you will see an upsurge in innovative thinking. Don’t let it wither on the vine though. Always remember to reward people with praise, and offer opportunities for further development.

 

Building teams which encourage, support and promote creative outcomes.

A supportive climate is vital. People who are actively looking to become more creative thinkers can find their efforts being encouraged or crushed depending on the team environment they work in. There are some aspects of team working which can encourage the former and avoid the latter.  

1. Build trust.

Individuals within a team need to feel that they trust each other. By your actions and attitude, you must exemplify the qualities you need others to show. You need to create an atmosphere where it is easy to trust other team members to support, encourage and nurture ideas.

“A new idea is delicate. It can be killed by a sneer or a yawn; it can be stabbed to death by a quip and worried to death by a frown on the right man’s brow.” – Ovid

Taking time to develop trust between team members is a critical element of building a creative team. Individuals, no matter how well developed their personal creative thinking skills are, won’t be able to flourish in a team environment where trust isn’t present. Tools such as the Trust Equation, and taking time to develop understanding and how these tools can be applied, will help in this respect.

2. Create teams that are diverse in terms of skills, experience and knowledge.

Diversity in a team encourages different perspectives and ideas. A team with a wide range of experiences, skills and knowledge is more likely to promote unique combinations of thoughts. To maximise the benefits of having such a team, individuals should be skilled in understanding and appreciating different perspectives – and trusting the value that others can bring to a topic. Innovation teams can be a mixture of operational personnel, directors, and people who just like getting things done. Abandon notions of hierarchy or authority, and allow them to bring their own insights to promote the inspiration of novel ideas. Unique combinations of contributions can encourage sharing, and everyone can build on ideas: behaviour that is critical to creativity and innovation.

3. Train people in how to use non-personal conflict.

Teams that encourage and promote creativity should expect to experience some conflict and challenge. This is a critical part of any robust development process, but this conflict needs to be non-personal to avoid damage to the trust and openness a good creative team needs. Developing skills in providing and receiving feedback are a good way of achieving this. Making people feel comfortable in challenging ideas, as well as seeing the feedback on their ideas as a positive, helpful experience, rather than a personal attack, is hugely important.

4. Maintaining team cohesion and spirit.

It will come as no surprise that a team that has high levels of creative thinking is usually found to have a good team dynamic, and features strong connections between individuals within that team. It is this element that leads to well-known ‘creative companies’ having table football and social activities woven into the fabric of their office environment. Opportunities for teams to ‘play’ together creates stronger connections, and helps people to feel comfortable bouncing ideas off each other to jointly develop creative outcomes.

This wouldn’t be much of a post on creativity and innovation if it didn’t call for your input, so… what do you think? Do you agree that all organisations have the capability to increase their proportion of creative and innovative thinkers? How else can the organisational climate support innovation processes and methodologies?

  • Do you want to increase the level of creative and innovative thinking in your team or organisations?
  • Are you looking for advice on how to build a ‘climate for creative outcomes’?
  • Are you interested in how to create a project team that is able to develop creative solutions to business challenges?
  • Get in touch with us below and we can walk you through some ideas and solutions.

If you’re interested in finding out more about getting the culture and processes in place to promote creativity and innovation, then contact either Danielle from Purple Monster at danielle@purplemonster.co.uk or Kate from Freestyle Innovation at kate@freestyleinnovation.co.uk.



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