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The Heart of
Innovation:
Loving Diverse
Strengths to
Achieve More
Together
2
Three parts in how we create results“3D” Strengths
3
Instinctive
RESULTS
• Purpose• Desires• Values• EQ• Empathy• Attitudes•Motivation• Preferences
FEELING:
• IQ• Skills• Functional expertise• Knowledge• Experience• Learned Behaviors• Reason• Education
THINKING:
• Striving instincts• Drive•Will• Natural talents• Innate Force•Mental Energy• Necessity
DOING:
Cognitive Affective
yea
The Human Dynamics of Innovation™Change & Transformation
4
INNOVATION
• Values•Why does our
work matter?• Empathy/EQ• Collaboration• IDK x 2• Vulnerability• Inspiration• Empowerment
FEELING:
•Methodologies, e.g., LEAN, Agile, Stage-Gate, Design Thinking, • Change management experience• Tools, e.g. project mngt software•Metrics
THINKING:
• Creative Problem-Solving Strengths• Instinctive Risk Profile• Process/Systems
DOING:
• Functional Expertise• Skills & Experience• Intellectual Curiosity• Learning & Growing
• Empathy• Vulnerability• Psychological Safety• Engaged & Inspired
• Risk/Improvising• Flexibility/Adaptability• Agility
Change Agents Start Here
Handwriting Exercise
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3D Task Evaluation
Evaluate each task using the ranking for each dimension:
Tasks Cognitive1 – Above Average Skill
2 – Average Skill3 – Don’t have Needed
Knowledge/Skill
Affective1 – Prefer it2 – Neutral
3 – Don’t like it
Instinctive1 – Great fit/Flow
2 – Okay 3 – Working against
the grain
Total
Distill insights for Teams 1 1 1 3
Print & assemble notebooks 2 2 3 7
Deliver team workshop w/ 72-hr notice
1 2 1 4
3D Task Evaluation
4 Jobs to be doneIn Creative Problem-Solving
© 2020 Innovation Savvy, Inc.
Analyze
Build
Ideate
Plan
4 Outcomes we needIn Creative Problem-Solving
© 2020 Innovation Savvy, Inc.
Insight
Deliverable
Solution
Plan
4 Outcomes forChange Agents
© 2020 Innovation Savvy, Inc.
Purpose
Impact
Solution
Plan
Unpacking the “Layers” of4D Creative Problem-Solving™
4 “jobs to be done” inCreative Problem-Solving…
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Analyze:Gather & Share Information
4 “jobs to be done” inCreative Problem-Solving…
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Ideate:Deal with Risk, Uncertainty& Possibilities
4 “jobs to be done” inCreative Problem-Solving…
13
Plan:Arrange & Organize
4 “jobs to be done” inCreative Problem-Solving…
14
Build:Handle Space & Tangibles
4 “jobs to be done” inCreative Problem-Solving…
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Build: Handle Space & Tangibles
Chair
Chair
Chair
Conflicts, Blind Spots & Inertia in Action
Deliverable
Solution
Plan
Insight
Is there proposal writing to do?
Have you started?
Are you being dishonest?
Can you claim you didn’t know the deadline or did someone
tell it to you directly?
Will someone check your progress before the deadline?
Is the deadline “real” and cannot be pushed out?
Will it affect the proposal outcome if you miss this
deadline?
Will you be punished or someone else?
Is the deadline within 4 hours?
Is the deadline within 1 hour?
Does it really need to be done by this schedule milestone?
Are you charging time to the proposal budget right now?
Can anyone else do it or are you the only one who can?
Is there no other time till which you can justify delaying the
work, when you’ll have uninterrupted focus or when
you’ll finally get the inputs someone else owes you?
Can anyone see what you are doing?
Darn it, go ahead and write
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Are you hungry? Find food Is there food on premises: fridge, vending machine,
proposal war room, cafeteria ?
Eat the food
Do you need a pick-me-up?
Brew tea, get a soda, make a fresh pot of coffee, or go out for a smoke
No
Yes
No
Yes
Leave the office and go out to eat No
Yes
No
Check Email
Any new messages?
Is it something you need to
reply to?
Flag it for later action
Are there any newsletters or social networks digests that look
interesting?
Check out the articles and links
Randomly browse
No
Yes
Yes
Check out blogs
Read comments
Optional: write comments
Create a swarm of open tabs
Shop online
Purchase or postpone
decision for later
Watch YouTube
Follow the trail of related videos
Feel mild pangs of guilt
regarding procrastination
Make an attempt at web
research
Get distracted by an email, call,
or a colleague stopping in
Visit social networks: LinkedIn, Twitter, Facebook, Ning, other random networks
Anything interesting and worth sharing?
Read all the new messages as they pop up, consider responding to the higher-ups
Attend mandatory status
meetings
Keep low profile
Sound confident when called upon
If specific section, graphic, or other
task status is called upon, state it is in progress or is on your to-do
list today
Has the deadline shrunk on you
because someone
suddenly needs to see your work product sooner?
Update status
Read and respond to discussions
Visit groups and see what’s new
Respond to connection
requests
Invite those whom the network recommends
and you recognize
Start the “productive” procrastination cycle by doing other important
things
Clean the desk and organize office
File, shred, sort email, return calls
Yes
Finish non-proposal- writing chores that have
been delayed forever
Complete pressing tasks for the regular
“day” job
No, there is still a little time
Perform other important work to honestly state, if
confronted, that things have been extremely
busy
Enter the Procrastination
Loop
Exit the Loop and return to start
Has a significant amount of time passed, and an
adrenaline rush set in?
No
No
No
Yes No
Yes
No
No
Yes
No
No
Yes No
Yes
Yes
Inspired by the Procrastination Flowchart by Ehdom: http://ehdom.com/
Action
Question
Key Step
Legend:
No
No
No
www.ostglobalsolutions.com
Make a dent in procrastination through OST’s proposal training or get consulting support: 301-384-3350 [email protected]
No
Proposal Procrastination Flowchart
Divergent Thinking• Generating a list of ideas• Free-flowing open discussion• Seeking diverse points of view• Suspending judgment
Convergent Thinking• Sorting ideas into categories• Summarizing key points• Coming to agreement• Exercising judgment
Source: Sam Kaner, et al
Divergent & Convergent Thinking in Action
“The Urge to Diverge” “The Urge to Converge”
Concepts and trademarks of Kolbe Corp, used by permission.
Kolbe/Instinctive Strengths represent behaviors on a continuum
4 Jobs to be doneIn Creative Problem-Solving
© 2020 Innovation Savvy, Inc.
Analyze
Build
Ideate
Plan
Build
Ideate
Plan
Analyze
4 –LayeredGroan Zone
3D Collaboration™& Team Design
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INNOVATION
• Values•Why does our
work matter?• Empathy/EQ• Collaboration• IDK x 2• Vulnerability• Inspiration• Empowerment
FEELING:
•Methodologies, e.g., LEAN, Agile, Stage-Gate, Design Thinking, Kaizen• Innovation project experience• Tools, e.g. project mngt software• Personas•Metrics
THINKING:
• Creative Problem-Solving Strengths• Instinctive Risk Profile• Process/Systems
DOING:
1. VALUES/INSPIRATION/PURPOSE: AI for Appreciating Collaboration
2. STRENGTHS/LOVEINACTION:Individual& Team Insights
3. SKILLS: Tools, Process, Powerful Questions to WorkBetterTogether
TRUST & RESPECT: Built on Understanding & Appreciating Self & Others in 3D
© 2019 Innovation Savvy, Inc.
#1 Tool for Collaboration
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Tools for Collaboration,Productivity & Agility
1. Process/Innovation Matrix• Where are you in the creative problem solvingprocess?• What strength is needed to turn the corner or change stage? • What decision needs to be made?
2. People• Who has the “right” strength for this work/step in the process?• Who has the closest strength for this work/step in the process?
3. Past• What have we done that has worked before?
4. Prompts• Questions to ask when there are Missing Methods for Preventing Problems or
Initiating Solutions (next slides)5. Time
• How much time do we have available for this work?6. Stakes
• How might this impact willingness/need for cognitive intervention?
Managing the GapsPreventing Problems
Questions to ask when Kolbe Strengths™ are missing from your teams…
CounterActing FF CounterActing FT CounterActing QS CounterActing IMIs there a way to summarize?
What’s the shortest route?
Are we trying to do too many things at once?
Do we need to actually build it?
What are the key points?
What can we skip and still get done?
Can we eliminate some of the variables?
Can we do it by phone?
How do we cut through the confusion?
Can we move on and leave the rest to someone else?
Is this too risky?What will happen if we do it with less expensive materials?
In general terms, what are the issues?
Can we do something else and come back to this?
Will our solution cause turmoil?
Do it have to be just perfect?
Concepts and trademarks of Kolbe Corp, used by permission.
Managing the GapsInitiating Solutions
Questions to ask when Kolbe Strengths™ are missing from your teams…
Initiating FF Initiating FT Initiating QS Initiating IMWhat are the pros and cons of this?
What’s the worst-case scenario?
What is the bottom line?
What will make this a long-lasting solution?
What’s the top priority?
What are the time frames?
What will get people’s attention?
How do we keep it from breaking?
What does the research show?
How do we integrate this into what’s already in place?
How can we do it differently than we’ve done it before?
Are there other materials that would be helpful?
Where do we go for expertise?
Does it fit the budget?
What will happen if we experiment?
How can we demonstrate how this will work?
Concepts and trademarks of Kolbe Corp, used by permission.
Kolbe Results for Angela Hickey
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Case Study: Change Agents Team
Concepts and trademarks of Kolbe Corp, used by permission.
Overall Insights
• Similar strengths…really easy to work together……and you share blind spots, risk of amplifying inertia
• All begin with a focus on future possibilities….Change Agents, indeed!
• Strong Front-End of Innovation…Creative Chaos Reigns!
• Light Back-End…how to scale and deliver tangible output?
Action Mode Insights
• FF: Nobody leads research but Andy & Beth willing…Tom Simplify!
• QS: Lots of ideas, may not agree on best…inertia alert!
• FT: Who is in charge of the PLAN, anticipating what could go Wrong? Who’s creating consistency, being practical?
• IM: How can you prototype? What needs to be made tangible?
Change Agents Team: Topline
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Ethos & ApproachMy Why…Ø Ignite a Tide Shift of Heart (Feminine) Energy in the Innovation Space
What I believe…Ø Better Together When We’re Different…I’ve learn this truth through decades of work with
cross-functional teams. Yet the differing strengths that drive productivity are also the source of potential conflict and miscommunication.
Ø Strengths Based Cultures Drive Growth/Profitability and Employee/Stakeholder Engagement… I help people understand and accept their unique strengths and appreciate and respect others’ strengths…not “are you innovative?” but “How are you innovative?”
Ø Collaborative Leadership…engaging people in the decisions that impact them drives success
How I approach innovation leadership, talent and teams…Ø Actionable Insights: data-driven, human-centered insights that help us understand the
patterns that predict how people and teams will respond to risk, uncertainty, complexity and volatility
Ø Positive Change: engage diverse people and perspectives in positive, collaborative and inspiring future-focused creative problem solving to allow for the emergence of new ideas
Ø Capacity Building: unleash the imagination, creativity, and collective wisdom of stakeholders and build their capacity to innovate the future together
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Lori LovensLori is a dynamic innovator who delivered hundreds of millions of dollars of product innovation growth for Gatorade and other global brands. Her deep understanding of innovation, from ideation through commercialization, was developed over the past 25 years via immersion in hundreds of cross-functional projects as team member, project leader, marketing director, innovation coach, consultant, and VP Culture of Innovation.
At Innovation Savvy, Lori is leading the emerging field of The Human Dynamics of Innovation™. Lori brings unique data-driven insights…a strengths-based analysis of how people and teams take action in response to risk, uncertainty and ambiguity…to predict and improve how leaders and organizations navigate chaos and order as well as collaboration and innovation.
Lori earned her MBA from The University of Michigan and serves clients from the Global 100 to startups and nonprofits. She is a Mentor at 1871, Chicago’s globally recognized Technology & Entrepreneurship community and an active member of Conscious Capitalism and The Art of Hosting Community of Practice.
Inspir ing & Empowering Innovators
