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 […]
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.
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