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A new role in the evaluation of ideas

When we talk about creativity, we talk about the emergence of a new idea, whether inside an organization or in another environment where we can possibly make part.

Creativity is the process that we have to bring something new to our life and requires passion and commitment when, as authors, we intend to bring our idea to its successful implementation.

This idea brings to our consciousness what before was not visible and this can happen when we collide other ideas or they woke up at a given time of observation.

When we talk about innovation we talk about the implementation of the idea, converting this into a successful business or in resolving a problem.

There are many environments where the generation of ideas can happen and also many processes and actors to pass of creativity for innovation. Perhaps one of the most common in organizations is the participation of employees in generating ideas and their consequent evaluation.

In fact, has given much emphasis in organizations, and well, to the process of generating ideas, but little attention to transpiration by which we must pass to reach a successful business.

“Innovation is 1% inspiration and 99% perspiration.”-Edison

Perspiration is the result of an additional effort in our usual pace and this effort is due often to the obstacles we found in the development of ideas.

How can we minimize these efforts?

“Try to imagine what a democracy of ideas would look like. Employees would feel free to share their thoughts and opinions, however politically charged they might be. No single gatekeeper would be allowed to quash an idea or set the boundaries on its dissemination. New ideas would be given the chance to garner support before being voted up or down by senior execs. The internal debate about strategy, direction and policy would be open, vigorous, and uncensored. Maybe this sounds hopelessly romantic, but such a thoughtocracy already exists—not in any big company, but on the web.”– “The future of Management”-Gary Hamel

I have verified that in many organizations, especially in small and medium-sized enterprises the ideas of the employees jump to “arena” with enthusiasm in the initial phase but tend to dissipate with time.

Even with the aid of good tools for collection and dissemination of these ideas there are many times killed without communication between those responsible for the treatment of these ideas and their authors. Sometimes it seems that the “gatekeepers” are on vacation and have not been replaced.

The motivation of the collaborators, authors of ideas, present to participate in the challenges of organizations is often injured by silence and goes quickly to disinterest and lack of confidence in the processes and people.

An idea without implementation has no great value in the context where it arose, but can serve for other externally run, that is, an idea not used remains full of potential.

In the absence of internal competence to implement ideas organizations can always resort to consultancy and there are already good examples of these attitudes by companies.

But first, let’s lead, motivate and train teams to learn how to analyze problems and opportunities and turn them into tangible results for their business in a sustainable manner.

One of the purposes of creativity is to unite the existing features to creating new value, which does not mean that, once by another, there may be a need to bring in some assets abroad to complete the project.

A few days ago, in a conversation about some difficulties in understanding the treatment of the ideas suggested by the employees of a company and facing complaints that heard about the silences and lack of discipline in the appreciation of the ideas came to me the idea to propose the figure of “Godfathers of ideas”.

In some cultures the godfathers have as mission to replace parents (when absent) in monitoring the education of children and usually accompany the life of godchildren with great affection.

As in the social life, the father of the idea (in the context of my proposal) would invite some of its partners work to support the development of the idea and simultaneously collaborate on the project’s author, technically, motivationally and in communicational way.

This way, from the moment that an idea has godfathers, and is expected they fulfill its role, the ideas would be lost in “suggestion box” because they, somehow take care of the visibility of its affiliates.

The great advantage that I see in this new figure “Godfather” are:

-It creates a positive emotional field to the author of the idea.

-It can supplement the skills of the author in the development of the idea.

-It keeps the journey from idea visible and establishes communication active and open.

-It increases the credibility and the possible value of the idea.

-It develops the participation of more collaborators on creativity and innovation.

This was a different approach to traditional evaluation system of ideas in an organization against the silence of the “evaluators”. It is possible that there are obstacles or less beneficial consequences in this proposal, so I invite you to share your opinion.

Thank you!

Build creatively in the tension of ideas

A reflection on various approaches to the role of intuition and affects in decision-making, can lead us to better understand the environment of innovation.

The choice of “good” or “less good” ideas implies a decision (evaluation).

The ideas will follow the path traced by the decision-makers and reach or not to the level more desired, the innovation. These ideas can be selected by a personal choice of company decision-makers, or may arise in seeking resolution of a problem identified or simply can arise in a hallway and consider relevant.

In any case the ideas must be aligned with corporate strategy.

It is not surprising then that thousands of ideas just some or only one reaches its destination.

But the choices made by holding the power of decision are not only supported on databases and tables of well-designed demonstration, they also involve emotions that are often responsible for large positive changes for the company.

And these emotions in decision making are a function of information on pleasure and pain that do not involve cognitive assessment of the situation.

The emotions also communicate information to other people and provide us with information about our environment preparing us to act and thus experience deeper lived.

But how do these emotions convey the energy required to move from idea to implementation?

When we feel that something is a “job to be done” we exploit emotions towards demand for objectives, it is a feeling that is oriented to the future and is imbued with progress or development.

This feeling that we call intuition is linked to decision-making to leverage ideas through a chosen path and that is not always equal in an organization it is also very tacit knowledge.

When I speak of intuition, I think it can be neither entirely conscious nor totally unconscious.

This means that if the intuitive signals are aware, they can be monitored and their influence on behavior can be controlled by the individual in a flexible and context-sensitive.

Intuition can be seen as the use of cognitive models (heuristics) par excellence, and are byuild as rules based on experience and planning replacing other based on algorithmic search solutions that reaches out to correct after you have combined the problem with all possible solutions.

They are the so-called sacred values that contain strong emotions and lasting.

Sacred values are the values that are seen as absolutes and non-negotiable and, consequently, are not allowed to be traded with other values. These values are not normative assumptions or customary practices and considered good, are the result of the incorporation of social values and experiences.

“The assessment of the financial statements and the subsequent decision to invest or not is full of emotions, physiological responses and heuristic.”- Dilip Soman and Rina Yoo

Most of the emotions are socially constructed, and one of its main functions is to regulate and coordinate social interactions, which most people dominate intuitively, for better or for worse.

The idea, of policy makers or decision makers isolated and rational, has been replaced by the idea, of decision makers as social beings that communicate with each other and experience many emotions in the planning and coordination of their actions.

“Aesthetics and Emotions cannot be separated into numbers, but are still important elements in decision-making” – Roger Martin


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