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Un-Managing
Unleashing the Creative
Beast in your Team
by Tara Hunt, Citizen Agency
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outline
ethe beast
data) innovative beast
thee creative beast
¢he unleashing
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the beast
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starfish principles
aut@nomous individuals& teams
» 5أدلااهغادء
®@ champions
@istributed — responsibilities
common ideology& goals
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innovative bea:
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۰
lightbulk
۷۷,
et sti
rned
how didi
uck in thi
saint
/
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oninnovation
myttes of innovation(Berkun 2007)
cenditions for innovation
ways tokill innovation
..oneoa new direction: creativity
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9۱2۵ innovatio
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“don’t focus on ‘innovating’,
focus on_ trying tosolvea
problem”
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conditions for
innovation
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there has to beamix of...
@ motivation or direction
Creativethinking/ ليت وت ات21۰
ibility @ toconvert dead ends into new motivations/
directions
(Scone challenge (or sometimes ignorance of) the
status quo
Threshold for risk& comfort w/uncertainty
1606+ $$$ for work
Scott ,صبماءءع8 20
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innovative teams include:
high-level thinker, extremely “wad
‘connector’ who recognizes thd
and connects themto solutions
paves through thenay-sayers td
get theidea to market
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ِِ 7 ae
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how tokillinnovation
101
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innovation killers
more management risk aversion
layers (hierarchies)
skewing to high-level
لذ olla 0) a که وه توا
تست ترا
۱2 deadlines over
eoverplanning doing it right
competitior® ¢ demanding consensus
favoring thego-getters
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Consensus
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ae
instead of saying this:
an interesting idea, but it doesn’tfit
year’s budget...”
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5
fH budget set aside for employee initiat
cost analysis and let’s مق عللا ]أ عع5
work...”
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instead of saying this:
project just doesn’t fit into our current
د
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5
he الامط آنامطاج this will improve our cug
experience...”
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instead of saying this:
۱ won’twork...”
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5
something similara couple of years 4
t fly, explain how your idea/plan is differer
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instead of saying this:
management won’tever gofor _ it.
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5
arrangea meeting foryou with [insert Sj
name_here]...”
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or even better:
shouldcontact [insert Sr. Manager name _ her
ims like an idea that is rightupher alley]
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creative beast
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conditions for creativity
asafespace © @abilityto celebration of _ risk-taking
7 potentially ‘dumb’
things) © transparency+
openness
ie ag from simple, move
todifficult- game flow cMange of environment
mowing from personal ftm, laughter&
communal enjoyment of activity
f@troducing differentclear ¢ understanding of
26۲5۵6۷6 ۲6۵۷۷۵۲۵5
90۹0۱۱۵۱۵00 © oodlesof
encouragement
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creative work
environments
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fe to parks, coffeeshops, etc.
‘t. lock them inthe office”
google hq
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how to unleash
done manage, motivate
the myths of motivation
leow to motivate
randem ideas (throw ‘em atthe wall,
see if theystick]
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992۵0
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why not rewards?
1. It’snotsustainable- As soon as you withdraw the
punishment or وت the motivation disappears.
2. You getdiminishingreturns- If the punishment or
fewards stay at the same levels, motivation slowly dro
off. Togetthe same motivation هار۹ توا
الاع] 30
3. It hurtsintrinsicmotivation- Punishing or rewarding
people for doing something removestheir own _ innate
desire todo it on theirown. From now on you~ must
درل وتنت ای toget them to do it.
[source: Alfie Kohr|
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motivate10:
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whatmotivates?
intrinsic motivation
[Malone and _ Lepper (194
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(۱ motivation
e challenge
© curiosity
© control
e fantasy
self-imposed competition
© cooperation
@ recognition
[http://education.calumet.purdue.edu/vockell/EdPsyBook/Edpsy5/Edpsy5_intrinsic.htm]
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silly random ideas
the rules oflmprov games:“Yes, and...” “Make the other| عونا
guy look good” “No apologizing”
Cetebrate therisk takers: fail gloriously
ao ane internal social networkwith عمممدعبيواج aa? أأا
‘sending virtual presents’
OpenDoorpolicy is dead: Use theManaging by Wande| کنیا
Aroundmethod. Not to‘watch’, butto engage.
iejobs edays: the Senior Management works with cu
200 ۰ ۷۱۵ ۷۵۲5۵۰ SOL ۰
Ke boardroom tables outoftheboardrooms 00 ۵
.ع نامعن عاطوعلاممم طاغايع ممعطعغ
internalBarCamp, where everyone presents whate| «اج عونم
theywould like to
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licensing:
"۰۳3۷
ی OKO)
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about thoserockin’ images:
ostarefrem iStockphoto.com (totally cool site)
® exceptfor:
aerenchair (google image searchp.14)
Kathy Sierra’ssite Creating Passionate اوقاتونت *ستوو
Users (diagram on consensus _ p.28)
images of cool workspaces thanks to Flickr CC-share
alike licensing and Veerle Pieters awesome group:
Inspiring Workspaces! (p.42-47)
صفحه 62:
لي كنا
tara@citizenagency.com
415.694.1951
eee ew تاهافت
www.citizenagency.com
www.horsepigcow.com
Un-Managing
Unleashing the Creative
Beast in your Team
by Tara Hunt, Citizen Agency
outline
•the beast
the•
innovative beast
the •
creative
beast
•the unleashing
the beast
thestarfish:
small
pieces,
joined
loosely
starfish
principles
individuals& teams
•
• catalysts
• champions
distributed responsibilities
•
common
ideology& goals
•
autonomous
the
innovative beast
now,
how didI
get stuck in this
darned
lightbulb
again?!
oninnovation
innovation(Berkun 2007)
•
conditions
for
innovation
•
ways
• to kill innovation
...ontoa
• new direction: creativity
myths of
the
myths of innovation
Scott
Berkun, 2007
myth
e
#1:
‘eureka’
moment
myth
ere isa
#2:
clear path to
innovation
myth
people
#3:
dig new
ideas
myth
#4:
he
lone
inventor
myth
#5:
m not really
that creative”
myth#6:
you’ll
know innovati
when yousee
it
myth
#7:
the
best ideas
win
myth
#8:
nnovation is
always good
“don’t
focus
focus on ‘innovating’,
on trying to solvea
problem”
Scott
Berkun, 2007
conditions for
innovation
conditions forinnovation:
my
termsare as follows...”
there
has to
•
Creativethinking/
•
Ability • to convert
A motivation or
bea mix
of...
direction
experimenter
dead
ends
into
mentality
new
motivations/
directions
esire to
• challenge
(or sometimes
ignorance
of)
the
status quo
•
Time+
•
Threshold for risk&
$$$
for
comfort
w/uncertainty
work
Scott
Berkun, 2007
innovative
creator-
•
•
high-level
ideas
catalyst-a
ideas
and
•
teams
thinker,
include:
extremely “wack
‘connector’ who recognizes
connects themto
solutions
championpaves through
thenay-sayers
get the idea to
market
those
to
case study:
Post-itTM Notes
how to kill innovation
101
innovation
••
more management
layers (hierarchies)
• paperwork,
risk
•
•
valuing
doing it
•
overplanning
aversion
skewing to
reports& thinking
reviews
••
competition
•favoring
killers
thego-getters
high-level
deadlines
right
demanding
over
consensus
hy
sierra
on
consensus:
ke
instead of
saying
this:
an interesting idea, but
it
year’s
budget…”
doesn’t
fit
vea budget set
cost analysis
saythis:
aside
for employee initiatives
and let’s
see
if
we can m
work…”
instead of
project
just
saying
this:
doesn’t fit into our current
list…”
pr
saythis:
me
about how
this will improve
experience…”
our custom
instead of
“It
saying
won’t
this:
work…”
saythis:
something
similara
couple of
years
b
n’t fly,
explain how
your idea/plan is
different…
enior
instead of
saying
management won’t
this:
ever go
for
it…
e
saythis:
arrangea
meeting
name
foryou with [insert
here]...”
Sr.
or even
better:
should contact [insert Sr. Manager
name
here]
eems like
an idea that is right up her alley…
the
creative beast
Thinkingabout
solving
the
innovation
tionin the
framework
of
encouraging
day creativity
is
more helpful.
People
re
morehappy when they are
being
creative (not
innovative).
why
creative&
notinnovative?
conditions for creativity
••
a safespace
(ability
to
celebration of
risk-taking
say
potentially
‘dumb’
things)
transparency+
openness
start
from simple,
move
todifficult–
game
flowchange of
environment
•
•
•
moving
from
personal
communal
•
fun,
•to
laughter&
enjoyment of activity
•introducing
•
•experimentation
• oodlesof
different clear
perspectives
understanding
rewards
encouragement
of
creative work
environments
openspaces
great for
collaboration”
thoughtworks pune
oom for
“to
feel at
personalization
home”
pixarstudios
ose
on’t
to
parks, coffeeshops,
etc.
lock them in
the office”
google
hq
ealthy
provide
snacks&
drinks
brain
food”
citizen
space
utin theopen
e are
no
meeting spaces
secrets
here!”
the hive
ation of
team
personal
stuffapart
connections
from work”
architectural
firm
the unleashing
how
to unleash
manage, motivate
•
the • myths
of motivation
how to motivate
•
random
• ideas (throw ‘em at
don’t
see if
they stick]
the wall,
the
myths of motivation
myth
#1:
People
aren’t
intrinsically
motivated
myth
#2:
Rewards (employee
the
week,
free
ff,
bonuses,
etc.)
ll
motivate people.
why
not
1. It’snotsustainable–
As soon as
punishment or
reward,
the
rewards?
you withdraw
the
motivation disappears.
2. You getdiminishingreturns–If
the
punishment
or
rewards
stay at
the same
levels,
motivation slowly drops
off. To get the same
motivation
next time requiresa
bigge
reward.
3. It hurtsintrinsicmotivation–
Punishing or
rewarding
people for doing something
removes
their own innate
desire todo it
on theirown. From now on
you
must
punish/reward
everytime
toget them to
do
it.
[source:
Alfie
Kohn]
myth
#3:
he
threatof
severe
consequences (job
s,
demotion, etc.)
ll
motivate people.
how to
motivate101
whatmotivates?
intrinsic motivation
[Malone
and
Lepper (1987)]
promotingintrinsic motivation
• challenge
• curiosity
• control
• fantasy
self-imposed
•
• cooperation
• recognition
competition
[http://education.calumet.purdue.edu/vockell/EdPsyBook/Edpsy5/Edpsy5_intrinsic.htm]
silly
random
•
Use
the rules of Improv games:“Yes, and…”
guy
look good”
“No
apologizing”
•
an• internal
Celebrate therisk
Use
‘sending
takers: fail
social networkwith
virtual presents’
•
OpenDoorpolicy is dead:
Use
Aroundmethod. Not
to ‘watch’,
Tradejobs
ke
ideas
the
awesome
the
but
silly
things like
Managing
by
to
engage.
the
Senior Management works with
vice versa. Discuss afterwards.
• boardroom
them
with
tables out of
the
moveable furniture.
•internalBarCamp,
theywould like
to
other
gloriously
•days:
and
Have an
“Make the
where everyone
boardrooms
presents
Wan
custom
and
rep
whatev
licensing:
about
thoserockin’ images:
iStockphoto.com
(totally
cool site)
•
• exceptfor:
aeronchair
(google image search p.14)
•
imagefrom
Kathy Sierra’ssite Creating
Passionate
•
Mostarefrom
Users
(diagram
•
on
consensus
p.28)
images of cool
workspaces thanks
to
Flickr CC-share
alike
licensing and Veerle Pieters
awesome
group:
Inspiring
Workspaces! (p.42-47)
Tara Hunt
tara@citizenagency.com
415.694.1951
skype: tarahunt747
www.citizenagency.com
www.horsepigcow.com
