Presented by: Diana Baldi Senior Consultant

1. Innovation Strategies How to inspire effective teams • Presented by: Diana Baldi Senior Consultant

2. Personal Background • Creative Problem Solving Children’s Program • 10th year as coach • Bringing to corporate world to focus on innovation • Partnership with non-profit organization • Passionate about the future • Integrated systems—Simplify the complexity • Demonstrating the thought-to-be-impossible to be possible

3. Session Objective Interactive fun leading to insights that • foster innovation through more effective teams • match creative problem solving preferences of team members to type of problem

4. Agenda • Set the Stage—why innovation • Creative Problem Solving Organizations • Tools • Assessment of Style: VIEW • Thinking Tools • Hands-on Instant Challenge • Wrap Up • Questions

5. Key Business Issues • Costs are escalating • Customers/shareholders are expecting ‘more’ • “Status Quo’ just isn’t cutting it any more • Need new ways to improve and faster • P2 ideas can limit to incremental change • Environmental still seen as “separate” • Even within integrated systems • Need innovation to truly support Triple Bottom Line • Need thinking beyond our fencelines • Meaningful engagement with wider stakeholders

6. EMS Maturity Levels The Sky’s the Limit Return on Investment Defined but not embraced Management System Improvements Fire Fighting

7. EMS Level 1 • Environmental responsibilities isolated or not defined • Sporadic noncompliance • Penalty costs • Remediation costs • Added Costs $$ • Expensive add-on controls • Spill and accident clean-up • Inefficiency costs • High insurance • Environmental viewed as loss center • Low or negative public image

8. EMS Level 2 • Management system approach (e.g., ISO 14001) • Defined processes and records • Spreads out “tribal knowledge” of environmental staff • Improved environmental awareness • Compliance improvement likely • Fewer spills, accidents, NOVs • Can be seen as not value-added • Costs of maintaining documentation • Following procedures can be seen as “extra work” • Aspects assessed as inputs & outputs • Focus on core business and direct impacts

9. EMS Level 3 • Wide environmental participation in organization • Improved morale • Environmental performance evaluation (e.g. metrics) • Financial Gains • Decreased production waste, spills & incidents • More efficient resource & energy use: $$ saved • Lower insurance premiums • Improved public image • Public reporting • Improved regulator relationships and community support • Going beyond regulatory compliance mandates • EPA Performance Track • Extend influence to suppliers

10. EMS Level 4 • Innovation • Integration with multiple stakeholders in win: win: win: win • Integrated System Design, ZERI Principles & Goals • Beyond core business and suppliers: OPTIMIZE system • Autopoietic synergy & unexpected benefits: • Value-added products • Competing based on quality and cost • Sustainability • Aspects assessed as input output input  output… • Life cycle assessment/Product Cascading/cradle 2 cradle 2… • Example: Manufacturing/ Separation Technologies at ambient temperature/pressure with 5 Kingdoms of Nature

11. EMS Level 4 • High company, society, and personal morale/ pride • Economic Productivity with Job Growth • Poverty Alleviation and Social Equity • Conflict resolution • Reduction of tensions over resources • Excellent relations with local & global communities • Triple bottom line ($$, social, environmental) • Recognized as good share value and solid investment • Positive contribution toward… • Ethical, spiritual & physical health • Co-Evolution all five kingdoms of nature • Regeneration of the environment

13. How Maturity of Systems “feel” Integrated —every requirement and performance goal is coordinated so systems feel natural and not burdensome----results are motivating; focus on priorities is clear Aligned —various processes are focused on common goals, so different programs feel supportiveeven though they are separate initiatives Fully deployed —every person reliably follows the defined processes, so you can start to troubleshoot problems based on process indicators Ad hoc —lots of variability in the process since persons may not know or follow defined process, so you feel pulled in different directions

14. SAI-Global / DIcor® Partnership Innovating with Others Roots in Business Improvement Roots in Creative Problem Solving

15. What is Destination ImagiNation®?

16. Destination ImagiNation® is… • Theworld’s largest ‘non-profit’ creative problem-solving, process-oriented, International Program for kids • Offered in 49 states and 42countries/provinces • 12 million+ kids/1 million+ coaches have participated • 350 Annual Destination ImagiNation® Tournaments • More than60,000 volunteers and officials! • An annual Global Finals which draws over 18,000 participants, officials and support personnel!

17. Destination ImagiNation, Inc. Goals: • Foster creativeand critical thinking • Learn and apply Creative Problem Solvingmethods and tools • Develop teamwork, collaboration, presentation and leadership skills • Nurture research and inquiry skills, involving both creative exploration and attention to detail • Learn to take informed risks • ‘Turn kids into world class Innovators’

18. PERSPECTIVES ON CREATIVE PEOPLE LEVEL – How creative am I? STYLE – How am I creative?

19. What If:you could become world class Innovators…and improve problem solving meeting productivity by 25%...all in one day???? Scientific Formation of Problem Solving/Innovation Teams

20. How are problem solving teams formed? • From the Org’ chart? • Geographically? • Based on history/track record? • Related skill/expertise? • Time availability? • Their problem to fix?

21. An Assessment of Problem Solving Style

22. VIEW DEVELOPERS Dr. Don Treffinger Center for Creative Learning, Inc. Dr. Ed Selby Center for Creative Learning, Inc. Dr. Scott G. Isaksen Creative Problem Solving Group, Inc.

23. PURPOSE OF VIEW To help assess your problem solving ‘style’.. In order to better understand, develop, and promote your creative strengths… So that you can use these strengths, and appreciate the preferences of others… When managing change and solving problems.

24. Ability Task Environment Motives Skills Others Creative Behavior and Problem Solving INFLUENCES ON CREATIVE BEHAVIOR AND PROBLEM SOLVING Style

25. UNDERSTANDING & APPRECIATING STYLE HELPS INDIVIDUALS TO: • Better recognize and understand their personal strengths and limitations • See patterns in the kinds of challenges or opportunities on which they chose to work, and the types of tools they prefer to use • Modify their communication approach to collaborate more effectively with others • Look beyond one’s own individual tendencies, and ‘value/leverage’ those differences Adapted from: Isaksen, Dorval, and Treffinger (2000).

26. UNDERSTANDING & APPRECIATING STYLE HELPS A TEAM TO: • Know and understand each other better • Identify possible group ‘blind spots’, as well as ‘strengths’ • Form improved problem solving teams, and ultimately improve the outcomes Adapted from: Isaksen, Dorval, and Treffinger (2000).

27. UNDERSTANDING & APPRECIATING STYLE HELPS AN ORGANIZATION TO: • Discover how well its human resources/capital match its mission, vision, or purpose • Help improve the mix • Strengthen the effectiveness of internal and external communication • Be more ‘scientific’ about problem solving. Adapted from: Isaksen, Dorval, and Treffinger (2000).

28. THE VIEW ASSESSMENT 34 Item; 1-7 point semantic differential scale Paper or Web-based Version 10-15 minutes working time

29. VIEW INCORPORATES: Learning Style Structure, authority, physiology, and environment impact individuals’ problem solving behavior to varying degrees. Cognitive Style Individuals attend to, encode, organize, process, and apply information differently. Psychological Type Individuals differ in the ways they interact with others when processing information and in their primary basis for making decisions.

30. Orientation to Change Explorer Developer Manner of Processing External Internal Ways of Deciding Person Task WHAT DOES VIEW ASSESS?

31. Explorers are more likely to: Developers are more likely to: • Supply stability, order, and continuity • Help make options more workable and understandable • Take a step-by-step approach, making their work easier to understand, carry out, and share • Provide precision, accuracy, and thoroughness in options and plans • Ask “how”? • Provide a safe base for riskier operations • Supply departures from tradition • Provide radically different options to consider • Take an unpredictable approach, providing new ways of doing things • Help others understand the big picture • Ask “why” • Engage in fundamentally new opportunities BENEFITS: ORIENTATION TO CHANGE

32. Flying Feather Instant Challenge Challenge: To build the tallest possible structure, place a feather on the top and then blow the feather off to land as far away as possible. Time: You have 5 minutes to use your teamwork, creativity and innovation skills to build the structure with the materials provided. You will then have one chance to blow the feather as far as you can. The Scene: You have been asked to build a new prop for the sequel to Forrest Gump. The structure must be as tall as possible so that the feather can fly a long distance. (Note: the structure must be free-standing on the table top or floor) After the 5 minute build-time, the height of the structure will be measured. You will then place the feather on the top of the structure and with one large puff of air, see how far the feather will fly. Materials: aluminium foil 2 paper clips 4 straws 4 sheets coloured paper 4 pipe cleaners 1 label feather

33. The “Heartbeat” ofCreative Problem Solving Generating Many, Varied, and Unusual Options Focusing by Identifying a Promising Direction or Theme © 2003, Center for Creative Learning

34. Thinking Tools Tools for Generating • Brainstorming • Attribute Listing • Morphological Matrix • Force-Fitting • SCAMPER Tools for Focusing • Hits and Hot Spots • ALoU • Paired Comparison Analysis • Sequencing: SML • Evaluation Matrix

35. CHOOSING TOOLS FOR GENERATING CHARACTERISTICS OF: MORE EXPLORATORY OPTIONS MORE DEVELOPMENTAL OPTIONS • Provide incremental improvements or modifications • Improve the existing structures and systems • Fit within systems; quick to implement • Provide fundamental changes or radical breakthroughs • Create the need for new structures and systems • Disrupt systems; take longer to implement TYPE OF OPTIONS NEEDED USE TOOLS LIKE: Morphological Matrix Brainstorming with Post It® Notes • Attribute Listing Force-Fitting SCAMPER Ask How? or How Else? Ask Why? or Why Else? © 2002, Scott Isaksen, K. Brian Dorval, & Donald J. Treffinger. Reproduced By Permission

36. DEVELOP ORGANIZE EVALUATE ANALYZE PRIORITIZE WHEN YOU NEED TO: Moderate Numbers Small Numbers Large Numbers QUANTITY OF OPTIONS USE TOOLS LIKE: Evaluation Matrix Selecting Hits Clustering Sequencing S-M-L Paired Comparison Analysis CHOOSING TOOLS FOR FOCUSING ALoU © 2002, Scott Isaksen, K. Brian Dorval, & Donald J. Treffinger. Reproduced By Permission

37. Summary • Insights into your “style” enables confidence to contribute in your most productive manner • Also enables higher level of respect of team member contributions • Insights into “style” of others enables focused selection of team members to • enhance creativity • avoid blind spots and • removes common barriers in teamwork

38. Summary (cont’d) • Alignment/balance of type of challenge and “style” of team members greatly enhances effectiveness and productivity of team • Innovation vs. enhancement • Use of “thinking tools” fosters practice and enhances effectiveness • We are all highly creative……bring out the best in yourself and others through creative problem solving • Working with multiple problems in creative way opens up new and varied possibilities

39. Diverse Needs; Common Problems? Why are we so obsessed by tackling one issue at the time, when the system solutions require you to link numerous problems and provide flexible and adaptive solutions that can evolve over time? Gunter Pauli www.ZERI.org innovation

40. Innovative Solutions • Gaviotas—regenerating rainforest in Columbia where desert savannah reigned for centuries “The power of the Las Gaviotas pilot project, which completed 8,000 HA in 1998, is that it rewrote the science of forestry. It also redrafted the framework for social development.” www.zeri.org • Pure drinking water for sale to help fund next 6.3 MM HA of savannah • Carbon Units, anyone?

41. Recent Feedback • “Relevant, practical, easy to use/understand…high energy, fast moving” • “You learn/absorb more when you are having fun” • “World class training, plus glad to help the kids” • “Applies to everyone, regardless of job, age, education background or industry” • “Measurably improves our Innovation skills” • “America’s innovation secret weapon”

42. Value to American Industry • ‘Tangible’ Innovation approach • Proven track record/references/benefits • Hands-on, applied learning • Quick study • Easy to understand/use (intuitive) • Measurable benefits • Applies to everyone • Kid’s non-profit partnership unique • FUN!!!

43. Questions? Thank You for Attending “Innovation Strategies How to inspire effective teams” If you have any additional questions, please contact SAI Global-Excel Partnership, Inc. 800-374-3818 dbaldi@xlp.com Visit www.xlp.com