September/October 1998
Trusting your Ideas
Many of us love collecting one-of-a-kind trinkets, antiques, and artwork. We value these objects as special and irreplaceable--there is only one in the whole world and it is ours. Similarly, we admire great works of art and music. There is only one Symphony No. 7 and only one Hamlet. And just as there was only one Beethoven and Shakespeare, there is only one you. Each person is like a work of art --a one-of-a-kind original that cannot be replaced. We are all unique and precious. Each of us has important ideas and perspectives that only we can offer. And each idea is valid and worthwhile. Only when we truly understand this can we feel free to express ourselves and listen nonjudgmentally to others. In this issue of Duck Tales, I want to talk about expressing our ideas and cultivating creativity. We are all creative. The trick is not to censor our ideas, not to hold back, not to say, "Oh, thatīs silly," but to believe in ourselves. Sometimes our best ideas start out as "silly" or "ridiculous." But to be creative, we must follow our intuition and our hearts (which sometimes hold more wisdom than our heads!). Creative Pursuits
Creativity in employees is what every manager dreams of. Bold new ideas and fresh perspectives are critical for successful problem solving. Unfortunately, however, when managers try to inspire creativity, they often rely on old-fashioned -- and mostly uninspiring --techniques like brainstorming. Responses to questions like, "What will help us succeed?" only build on existing thinking. Researchers call these techniques "paradigm-preserving" since they do not lead to new ideas or break away from existing assumptions. True creativity takes place when "business as usual" is shaken up and challenged. Here are some tips: Focus first on your purpose, not on your perceived problem. By focusing on a problem, such as poor sales, you limit your ability to see other issues. Instead, examine and, if necessary, redefine your purpose so that you will have a solid base from
Donīt seek input from in-house experts. When solving a problem, call on customers, suppliers, and others who will have an interesting, unbiased perspective.
Use metaphors when solving problems. When a car dealership wanted to create a better experience for its shoppers, for example, employees didnīt talk about cars or customers; they talked about food. What food is most pleasurable to you and why? they asked themselves. Chocolate was the answer, because it is smooth, sweet, and comforting. Employees then related those characteristics to their business problem and came up with ideas on how to provide a "smooth" shopping experience with "sweet" touches in a "comforting" atmosphere. In our line of business, we call this "retailtainment." Lighting Up Conversation
Communication can begin or end with a few simple words. Making yourself approachable through conversation can lead to more ideas, better understanding, and enhanced relationships. Sometimes, when presented with an idea or suggestion, we focus on what wonīt work and deflate the other personīs enthusiasm and confidence. Choosing your words carefully can help ignite communication. Using the wrong phrases, on the other hand, can quickly squelch what might have been a very productive conversation. Here are some examples: Killer Phrases: I donīt think that will work here. Weīve never done that before. Our budget wonīt allow it. Itīs probably been done before. I think we should form a committee. Iīd rather talk about it some other time. Have you thought this through?
Igniter Phrases: Thatīs a great idea. Letīs try it. I like your thinking. Go ahead...get started on it. Great! Do you have any more ideas? I think we can overcome any challenges. Youīre on the right track. How can I help? Thatīs just ducky! Generating Creative Breakthroughs
Nothing stifles creativity more than those uninspired words, "But weīve always done it this way." To generate creative ideas, you must approach problems in an open way, believing anything is possible. It was a pivotal moment when the farmer stopped asking, "How do we get to the water?" and began asking "How do we get the water to come to us?" Asking provocative questions is the first step to finding creative solutions. To trigger the right questions, consider these tips: Surround yourself with idea-inspiring tools. Fill your office with plants, art, bold colors, even a few tennis balls to juggle -- whatever inspires and energizes you. Consider hanging a chalkboard in your office. Instead of writing down things that need your attention, try drawing pictures. Your brain remembers images better, and drawing will trigger your creative side.
Tickle your brain. If youīre stuck on an especially stubborn problem, try using your nondominant hand to draw or write or toss a ball in the air. The unfamiliar movement will stimulate an electrical current in the nondominant side of your brain. A new perspective could flash before your very eyes.
Donīt try too hard. Often the best ideas come when youīre simply taking a walk or driving to work. Sometimes those daydreams are actually the first hints of ingenious solutions. The trick is to recognize an idea when it passes quickly through your mind.
Disregard the nay-sayers. In 1899, the director of the U.S. Patent Office declared, "Everything that can be invented has been invented." If you have even a remote inkling that your idea could be successful, plow ahead. Youīll never know unless you try. Got To Get Away
If brainstorming behind office doors is generating only lackluster ideas, consider the real-estate agentīs mantra ... location, location, location. More and more companies today use retreats for planning, strategy building, or goal setting. Taking employees away from day-to-day dilemmas frees their minds and helps them to see the big picture. If youīre considering a company retreat, keep these pointers in mind: Choose the issues you want to focus on beforehand. Keep everyday responsibilities and issues at the office. Retreats work best for dealing with issues like quality management, motivation, and effective communication.
Inns, lodges, and small properties often provide the best atmosphere. The quiet, relaxed atmosphere puts participants at ease and reduces their anxiety about sharing proprietary information.
Consider a professional facilitator. A facilitator can keep sessions moving and on track.
Let everyone speak freely. This is a time to welcome criticism and critiques.
Keep recreation simple. Remember, not everyone relishes the idea of white water rafting. Allow time for relaxation. Offer guided tours and sightseeing for interested participants.
Evaluate the retreat. When you return to the office, determine what went well and what didnīt so you can better prepare for the next outing. The Edison Test
If you want to hire creative people, do what Thomas Edison did: Come up with a "creativity" test for job candidates. When hiring engineers, Edison would give applicants a light bulb and ask, "How much water will it hold?" There were two ways to find the correct answer. Candidates could either use gauges to measure all the angles of the bulb and then calculate the surface area. This method took approximately 20 minutes. Or, candidates could fill up the bulb with water and then pour the contents into a measuring cup. This method took about one minute. Engineers who methodically measured and calculated, as in the first method, were thanked politely and shown the door. Engineers who took the unconventional--but more efficient and creative--route were hired on the spot. If you want to hire people with a flare for creativity, summon up your own creative juices and develop an Edison test. Chances are youīll learn far more about job candidates than you would through a standard question-and-answer interview. Childīs Play
Too often as children we were told to "act mature." Sometimes in business, however, itīs better to approach situations in a more childlike way, with curiosity, openness, and a sense of fun. Some "childish" advice: Ask questions. As children we asked all kinds of questions. Why is the sun yellow? Why is the ocean blue? We didnīt presume we knew anything. We didnīt guess. We didnīt feel stupid for not knowing. We asked.
Go to where the action is. As children, if there was a playground fight, we wanted to see who was in it. In business, arenīt the best leaders those who go to where the action is--to the front line where employees and customers are? Donīt the best leaders find out the truth by seeing it for themselves?
Have fun. As children, we constantly sought to immerse ourselves in pleasurable activities. Business should be the same way. If we can make something fun, we get a lot more out of it. And so do those around us.
Do. As children, we didnīt spend a lot of time procrastinating over what to do next or how to do it. We decided what we wanted to do and how we wanted to do it. Then we did it --with relish. Thinking is important, but what is thinking without action? If you ever have a problem, try asking a kid what he or she would do. You might find some good advice in the answer. Sincerely, Your Friend
Manco T. Duck
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