Currently viewing the tag: "Jeffrey Phillips"

(Texto em Português depois deste)

 

Making decisions and weighing risks

 

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

The choice, of “good” or “less good” idea, implies a decision (evaluation). These follow the path laid down by decision makers and agree or not to the level most desired innovation.

This path as Jeffrey Phillips says, from the idea or concept of interest is done in accordance with the propensity of decision makers (leaders) to:

Assignment – The leader or decision maker has already decided on the idea that they need to be implemented.

Patronage – The Executive recognizes a problem or solution and uses teams to create ideas.

Adoption – There is an idea that appears to bubble and convinced the executive, which adopts it.

Spin-out – There are ideas that do not fit the strategy or existing lines of business, but because they are disruptive give rise to a new business, a new company.

It is therefore not surprising that among thousands of ideas just a few or only one reaches its destination .

However the choices made by who holds the power of decision are not only supported on databases and frameworks for well-designed demonstration. They involve emotions that are often responsible for large enterprises.

Emotions are not a homogeneous phenomenon.

There are four types of functions that should be differentiated according to the function it serves the emotion in decision-making.

– The first function provides information about pleasure and pain for the construction of emotions that do not involve cognitive assessment of the decision situation.

– The second function is to allow quick choices under time pressure.

– The third function is to draw attention to relevant aspects of a decision problem.

– The fourth function is to generate commitment concerning morally and socially important decisions.

But what are the motivational aspects of emotions?

How do these emotions transmit the energy to go from idea to implementation?

When we feel something “to do”, we instrumentalize emotions towards the search for targets. This feeling is forward-looking and is steeped in 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 an organization.

Intuition can be neither fully conscious nor fully unconscious.

Turns out that the intuitive signals are conscious, they can be monitored and its influence on behavior can be controlled by the individual in a flexible way and sensitive to the context.

Intuition can be seen as the use of cognitive models of excellence (heuristics ) and represent themselves in this way as rules based on experience and in planning substituting other algorithmic -based search that reaches the correct solutions after the combined problem with all possible solutions .

It can be called sacred values which contain strong emotions and lasting.

Sacred values are the values that are seen as absolute and not negotiable and therefore are prevented from being traded with other values.

The sacred values may work as an heuristic and facilitate decisions.

We can thus say that there is a link between the emotion and intuition when making decisions, and communication processes and social risk judgments.

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

The idea of decision makers isolated and rational has been replaced by the idea of decision makers as social beings who communicate with others and experience many emotions in the planning and coordination of their actions.

 

Ideias, Intuição e Inovação

 

Tomar decisões e medir riscos

 

Uma reflexão sobre várias abordagens ao papel da intuição e afectos na tomada de decisão, pode levar-nos a compreender melhor o ambiente da inovação.

A escolha das “boas” ou “menos boas” ideias implica uma tomada de decisão (avaliação). Estas seguirão o caminho traçado pelos decisores e chegarão ou não ao patamar mais desejado, a Inovação.

Esse caminho para Jeffrey Phillips , desde a ideia ou conceito com interesse é feito de acordo com a propensão dos decisores (líderes) para:

Atribuição – O líder ou decisor já decidiu sobre qual a ideia que precisa para ser implementada.

Patrocínio – O executivo reconhece um problema ou solução e usa as equipas para criar ideias.

Adopção – Há uma ideia que aparece a borbulhar e convenceu o executivo, que a adopta.

Spin-out – Há ideias que não se encaixam na estratégia ou linhas de negócios existentes, mas por serem disruptivas dão lugar a um novo negócio, uma nova empresa.

Não é pois de estranhar que de milhares de ideias apenas algumas ou somente uma chegue ao seu destino.  

Mas as escolhas feitas por que detém o poder de decisão não são apenas suportadas em bases de dados e quadros de demonstração bem elaborados. Elas envolvem emoções que são muitas vezes responsáveis por grandes empreendimentos.

As emoções não são um fenómeno homogéneo.

Há quatro tipos de funções que devem ser diferenciados de acordo com a função que serve a emoção no processo de decisão.

– A primeira função fornece informações sobre prazer e dor para a construção de emoções que não implicam avaliação cognitiva da situação de decisão.

– A segunda função é permitir escolhas rápidas sob pressão de tempo.

– A terceira função é chamar a atenção para aspectos relevantes de um problema de decisão.

– A  quarta função é gerar o compromisso relativo à moral e decisões socialmente importantes.

Mas quais são os aspectos motivacionais das emoções?

Como é que essas emoções transmitem a energia necessária para passar da ideia à implementação?

Quando nós sentimos que algo “é para fazer” estamos a instrumentalizar emoções no sentido da procura de objectivos. Este sentimento é orientado para o futuro e está imbuído de progresso ou desenvolvimento.

Este sentimento a que podemos chamar intuição, está ligada a tomada de decisão para alavancar ideias através de um caminho escolhido e que nem sempre é igual numa organização.

A intuição pode ser nem inteiramente consciente nem totalmente inconsciente.

Acontece que se os sinais intuitivos são conscientes, eles podem ser monitorizados e a sua influência no comportamento pode ser controlada pelo indivíduo de uma forma flexível e sensível ao contexto.

A intuição pode ser vista como a utilização de modelos cognitivos por excelência (heurísticas), e constituem-se, dessa forma, como regras baseadas na experiência e no planeamento substituindo outras baseadas na procura algorítmica que chega às soluções correctas depois de ter combinado o problema com todas as soluções possíveis.

Podem ser chamados valores sagrados que encerram emoções fortes e duradouras.

Valores sagrados são os valores que são vistos como absolutos e não negociáveis e, consequentemente, estão impedidos de ser transaccionados com outros valores.

Os valores sagrados podem funcionar como uma heurística e facilitar as decisões.

Pode-se assim dizer que existe um elo de ligação entre, a emoção e a intuição, quando se tomam decisões e, os processos comunicacionais e sociais em julgamentos de risco.

A maioria das emoções são socialmente construídas, e uma das suas principais funções é regular e coordenar as interacções sociais, o que a maioria das pessoas dominam de forma intuitiva, para melhor ou para pior.

A ideia, dos decisores ou tomadores de decisão isolada e racional, tem sido substituída pela ideia, de tomadores de decisão como seres sociais que comunicam com os outros e experimentam variadíssimas emoções no planeamento e coordenação das suas acções.

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Words that matters!

 

Selecting the Best Idea is a Universal Innovation Problem by John Steen

 Tim and I write a lot about managing innovation as a process. This is important for a number of reasons, but the two main ones are that if we manage innovation this way then it isn’t dependent on any particular person and that it is proactive and constant rather than reacting to a crisis. In short, its about managing innovation as a sustainable contribution to the performance of the organization.

The Essence of Disruption by Tim Kastelle

Here’s Quincy Smith, who was the head of digital content at CBS at the time, talking about traditional media’s response to Google and the digital revolution (from Googled by Ken Auletta):

Metaphors Be With You! By Mitch Ditkoff

If you want to originate breakthrough business solutions, you will need to think differently than you usually do. In a phrase, you will need to “get out of the box.”

Creative communication is critical to success today, urges Sam Horn by Michelle James – Innovation Tools

 The Modern Corporation: It’s About People, People by Helen Walters

As turmoil continues to roil economies both large and small, as politicians struggle to figure out how to deal with the conditions of the 21st century, and as the United States and the West heads into what Paul Krugman describes as no less than “The Third Depression”, a new way of thinking about management and innovation is making the rounds.

How I learned to stop worrying and love idea collection by Jeffrey Phillips

If like me you are a film buff, you may be familiar with the Peter Sellers movie Dr. Strangelove.  The subtitle has always been my favorite:  How I learned to stop worrying and love the bomb.  In case you haven’t seen it, I’d highly recommend it. 

Building Corporate Innovation Capability: Great Initiative from Statkraft by Stefan Lindegaard

I have been invited to work with Statkraft, Europe’s largest renewable energy company on their Innovation Agent Programme. This is the second year, I am involved in this programme and I am quite impressed by their efforts.

Enjoy it!

Some of my readings:

 

Critical Lessons, Facts On Open Innovation by Stefan Lindegaard

In early May, I moderated a great panel discussion at The Front End of Innovation conference in Boston working with Chris Thoen, Managing Director of Open Innovation at P&G and Jeff Bellairs, Sr. Director Connected Innovation at General Mills.

To see the invisible make distinctions by Jorge Barba

Over the weekend  Ralph Ohr shared a blog post about 20 ways to see the invisible to which I want to add to it.

How many times a day do you notice something? 

My grandfather was a successful Mexican entrepreneur in his time, he designed bags for women and was also an interior designer. I was 7 seven years old when I started hanging out with my grandfather and one thing I remember about him is that he had deep empathy for people (my grandparents had a room in their house where they would give low-means people shelter for a few days).

E-tailing and the Net Generation by by Rowan Gibson

“Hey Dad, can I have your credit card number? I need to buy something online”. This is not just an annoying question my sixteen-year-old son seems to ask me two or three times a month. It’s a harbinger that e-tailing is set to go ballistic as soon as today’s teenagers get their first paychecks.

“I Link, Therefore I Am” by Mitch Ditkoff

Rene Descartes, the famous 17th century philosopher, mathematician, and physicist is best known for having distilled his world view down to five words: “I think, therefore I am.”

Innovation is playing offense, not defense by Jeffrey Phillips   via @ralph_ohr

Innovation is playing offense, not defense

Where would we be without a good sports analogy every so often?  I was thinking about the challenges of innovation recently and it occurred to me that corporate strategy and innovation is often about making a choice between defending turf and taking or creating turf.

Guidelines for Engaging in Generative Dialogue (a.k.a. The Conversation)  by Venessa Miemis 

This article is crossposted from Jorge Jaime’s blog, in response to my video post a few weeks back about “The Conversation.” I recorded an hour long chat on skype with Scott Lewis (@jazzmann91), broken down into 5 minute clips, in which we discussed the concept behind Junto. Namely, it is a conversation platform we are inspiring to be built around the intention of creating a respectful space where people can engage in generative dialogue and come to a place of understanding and shared meaning

 

Dozens of integrated tools help you capture what inspires you in Evernote By Chuck Frey

If you’ve read this blog for any length of time, you know that I’m a big fan of Evernote, an application that enables you to capture content from web pages, write notes, and store just about any kind of digital content you can think of. That makes it an ideal tool for me to capture all of my ideas and the things that inspire me. In short, it’s my idea management tool of choice.

Go Out and Do Great Stuff  by Tim Kastelle

I just finished an executive education course on Public Sector Innovation. It was a terrific week – doing a full course in one week is very intensive, but when you’re working with a really smart group, as we were this week, it is exhilarating.

 

The end of busy  by  Leo Babauta via Paul Sloane

Stop being busy and your job is half done.

Think about how busy we are, and how it has become a way of bragging: I’m so busy, I must be important.

 

Bruce Mau’s new book: The Third Teacher by hellodesigners

I had the opportunity to work with Bruce Mau Design at OWP/P a few years ago on a 50th Anniversary Book for the firm. Since then the two design firms completed a book, The Third Teacher. This is a strong-willed and informative book, as are all of BMD’s work. Large type, bold colors and the use of shocking statistics make this book a great addition to anyone involved in education, any parent concerned in their child’s education, and anyone questioning our country and planet’s future (hummm, that would be everyone).

Enjoy it!

Why a CIO Isn’t by Paula Thornton

Chief Information Officer, Chief Technology Officer: What’s the difference? Sometimes one reports to the other. How accurate is the title, Chief Information Officer? Do they champion and defend the delivery of information? Really?

FREE BOOK CHAPTER: Why Top Executives Do Not Get Innovation, Much Less Open Innovation – and What to Do About It by Stefan Lindegaard

My book, The Open Innovation Revolution: Essentials, Roadblocks, and Leadership Skills hits the bookstores late May. As an appetizer, I am happy to provide you yet another chapter for free.

Innovation Failure Points: Evaluation, Selection and Prototyping by Jeffrey Phillips

Over the last week I’ve written several posts about the “failure points” of innovation, using the premise that failure is more instructive than than success, and that there are consistent points of failure in the innovation cycle.

 

Bad Attitudes Can Lead to Good Innovation by Paul Sloane

How can you build a team that is innovative, dynamic and capable of finding breakthroughs for tough problems? How can you avoid repeating dreary routines and find sparkling new ideas instead? One way is to make sure that among your solid citizens you have a good sprinkling of rebels.

 

Think Like a Biologist to be a Better Manager by Tim Kastelle

The first Archaeopteryx fossil was found in 1861, and it now resides in the Natural History Museum in London. It was an important find – two years after the publication of The Origin of Species by Charles Darwin, Archaeopteryx was the rarest of fossils, and one that was quite useful for Darwin’s theory – an intermediate form. Archaeopteryx very clearly shows the transition from dinosaurs to birds.

And, Via Ralph-Christian Ohr (Special thanks):

 

Together We Innovate By Rob Cross, Andrew Hargadon, Salvatore Parise and Robert J. Thomas

 

WHEN it comes to innovation, the myth of the lone genius dies hard.
Most companies continue to assume that innovation comes from that individual genius, or, at best, small, sequestered teams that vanish from sight and then return with big ideas. But the truth is most innovations are created through networks — groups of people working in concert.

The Best of Inspiring ideas – HSM

…Organizational DNA for strategic Innovation…

And read…more…

Have a nice week!

Just read and enjoy it!

 

Begin with…

 

Thinking the Unthinkable

The New Leadership Imperative

Here we have one of the largest, most successful, most respected companies in the world. And now it faces a crisis that is not just destroying its hard-earned reputation, but could well put it out of business.


by Holly G. Green – Blogging Innovation

Than…

 

5 Brainpowered Freefall Stoppers

A panel of experts on NPR just warned us again that US organizations free fall daily, while developing countries advance emerging takeovers.

with Dr. Ellen Weber – brainleadersandlearners

and…

 

Freewriting – a method for unblocking creativity

Freewriting is a personal creativity technique that is particularly useful when you have hit a mental roadblock.  You simply write the challenge or topic at the top of a large piece of paper and then start writing.  You can write anything related to the topic.  Here are the rules of freewriting as given by Natalie Goldberg: 

By Paul Sloane  -bqf

 

Innovation and the Future

It would seem logical that innovators would be concerned about the future, given that spotting new opportunities or markets before your competitors would provide an innovation advantage. 

Jeffrey Phillips – innovateonpurpose

,

Learning to be genuine

We generally have a disconnect between the person, business, or agency that we want to be and the reality of who or what we are today.  This disconnect is a great thing, an opportunity for growth an opportunity for improvement.  However, when not understood, it is also a major pain point, something that leads your customers, your citizens, to lack faith in your words and actions.

by John Moore customerthink

,

 

Business Model Innovation for News

We’ve talked quite a bit about the situation in which the news industry currently finds itself. It is interesting because it is an industry in the middle of massive disruption, which makes it a great case study. Consequently, lots of other people are talking about it as well.

by Tim Kastelle Innovation Leadership Network

,

Open Innovation Perspectives from Small Company CEO

 

Finn Houengaard is CEO of Kavli, a 100 person strong company that provides wholesaling distribution of food products. He wants Kavli to become more innovative and in a company with scarcer resources than the big multinationals, it is obvious to look into how they can tap into other sources.

 By Stefan Lindegaard 15inno.com

 

And …

 

Is Crowdsourcing Disrupting the Design Industry?

The past couple years have seen an increase in the use of crowdsourcing by companies to procure design assets. It works like this:

By Hutch Carpenter – bhc3

 

At the end visit

WENOVSKI design thinkers network

Have a nice week with Great readings.

an interview!!

 

You can choose because you are free!

So do I! Last week I Choose:

 

Video Interview – Eric Liu – “Imagination First” by Braden Kelley

I had the opportunity to interview Eric Liu, author of the new book “Imagination First” at a book event last night. I’d like to share a video interview I did with Eric before the event: see at

Open Innovation Happens Behind the Scenes by Stefan Lindegaard

John Hagel and John Seely Brown wrote a great post recently named Open Innovation’s Next Challenge: Itself.

What would you do with a Radical Idea? Reject it of course. By Paul Sloane

Einstein said that all great original ideas at first appear absurd. This is why it is so easy to dismiss radical suggestions when they surface.

Preparing for the Unknown by Andrea Meyer

Point: You may not be able to predict the future, but you can prepare for it by tracking early trends and staying open to disruptions.

Weaving innovation into the corporate structure by Jeffrey Phillips

I’ll get up and bang on my innovation drum all day, hoping that people will listen to the message.

Traits of Leadership by Steve Nguyen

Research regarding traits related to leadership effectiveness has found about half a dozen (Yukl, 2010):

The 10 Top Reasons Why The 10 Top Reasons Don’t Really Matter by Mitch Ditkoff

“Time flies like an arrow. Fruit flies like a banana.” (Groucho)

Circle Gatekeepers to Launch Innovations with Dr. Ellen Weber

For years I sought pathways past gate-keepers in order to introduce and develop shared innovations.

Crowdsourcing Is the New Collaboration  by Hutch Carpenter

The value of accessing a collaborative network outside the company walls is nicely articulated in the quote above. Well, why not recast that concept?

Be free!

Create an opinion!

Be happy!

Good readings last week

 

Different people, some facts, our reflections and , who knows, some inspiration!

 

 

Accelerating Innovation by Andrea Meyer

Accelerate innovation by finding an analogous solution from a different industry.

 http://www.business-strategy-innovation.com/innovation-blog.html

 

Culture Quiz by Marty Neumeier, author of The Designful Company

Transformation is in the air. Business leaders across industries are recognizing that “old school” management isn’t up to the task of nonstop innovation.

 http://www.liquidbrandexchange.com/steal-this-idea-culture-quiz/

 

How to Make Your Organization Understand Open Innovation: Lesson from General Mills by Stefan Lindegaard

Changing the culture is one of the most difficult tasks when it comes to open innovation.

http://www.15inno.com/2010/02/11/codevgenmills/

 

Island of misfit ideas by Jeffrey Phillips

 Do you remember the annual Christmas special about the island of misfit toys, where Rudolph ends up because he doesn’t “fit in” with the other reindeer?

http://innovateonpurpose.blogspot.com/2009/11/island-of-misfit-ideas.html

 

Rummage for Relief by Elizabeth Leuthner

Choose between a lot of good posts!

http://our.risd.edu/

 

The future directions at Parsons, the School of Design Strategies by Arne van Oosterom

http://wenovski.ning.com/profiles/blogs/the-future-directions-at?commentId=2123839%3AComment%3A12991&xg_source=msg_com_blogpost

Enjoy it!

 

Adormecida por muito tempo!

Uma semana rica em “meforma” e “informa”.

Alguns pontos de vista que mereceram a minha reflexão dominada pela paixão e pela visão e que convem guardar:

“People With Passion Drive Innovation Success” 

by Jeffrey Phillips –Blogging Innovation 

 …”Now, to me, a person who loves change and new ideas, I can’t imagine why anyone wouldn’t leap at the chance to participate in innovation. Sign me up! But I’ve discovered that while “everyone” can be innovative, many people usually aren’t, and there are several good reasons for that. Understanding the reasons, and identifying the people who can or will overcome the barriers, will make your innovation effort more successful.”…

Jose Baldaia said…

“Hi Jeffrey
To all that reasons you talk, resistance to change, resignation, comfortable environment and negativism or prejudice I will add lack of happiness.
I think that people work better with fun and if we want to develop a innovation culture we need to create an appropriate environment for inspiration, creation and implementation.
I also do not like to see people going out from their places, but it is hard sometimes to involve them in new activities and I had experienced that. Some people prefer negotiation to retirement instead behavioral changes.
To me the best way to promote innovation is to change the environment. Innovation is contagious.”

Importa estar atento e preparar o futuro, eis um bom conselho:

Dragons at Your Door – How Chinese Cost Innovation is Disrupting Global Competition – Blog I Innovate!

“O novo desafio competitivo lançado pelas empresas chinesas não é comparável a nada visto pelas empresas ocidentais desde que os japoneses entraram no mercado, com seus carros e com a electrónica de consumo, há vinte anos atrás….”

jabaldaia

“Não é o famoso tigre de papel, mas antes um sinal para o “ocidente” deixar a acomodação e pensar em competições de outro nível. Daniel Pink já falava no factor Asia ao abordar a criatividade e as direcções que ela deve tomar. As empresas têm que procurar as necessidades reais dos seus consumidores e seguir-lhes o coração. A oferta passa por dar significado aos produtos e não tanto por apresentar uma panóplia imensa de “utensílios” sem utilidade. Criar algo de útil, simples e que faça parte do meu consumo sustentável.”

Jorge Barba – Game Changer

Passion cannot be replicated, it comes from within

To make people believe in our vision (dream) we have to be able to make them care, and to do that we have to be able to communicate it with passion. When we speak with emotions it’s like we’re sending other people our own energies, we’re connecting with them on a deeper level and we want them to feel what we feel.

Jose Baldaia  

Passion is enthusiasm and it has color. I think it is also contagious as a lot of emotions we experienced. But it is true that if we don´t share our visions we cannot achieve our goals.
The most important thing a leader must have is a life full of dreams, inside and outside their organization with family and friends, because it is this balance that allows happiness and creates passion.
If their Mission and Vision for the organization is aligned with his life I think leaders will be successfully.

Pensar e ouvir para pensar o quão simples, por vezes, é inovar!

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