CLEAR IDEAS of innovation: How to be practically creative at work Dr Kamal Birdi ([email protected]) Institute of Work Psychology Sheffield University Management School Tuesday 1st July 2014 OBJECTIVES FOR TODAY  Introduce CLEAR IDEAS (CI) model for innovating  Describe evaluation of CI workshops  Discuss pros and cons of using the approach A bit of background    20+ years as Work Psychology academic and practitioner CLEAR IDEAS introduced in 2005 after years of researching effective creativity and innovation in organisations 800+ people have attended CI workshops in UK and abroad e.g.  NHS, BBC, SY Police, DWP, BIS, Scottish Govt …  MEAM, SCOPE, St Luke’s Hospice, VAS …  Tetra Pak, BOC, Corinthia Hotels , PWC … 3 Innovation means….? “The intentional introduction and application within a role, group or organisation of ideas, processes, products or procedures new to the relevant unit of adoption designed significantly to benefit the individual, the group, the organisation or wider society” (West and Farr, 1990) 4 Insufficient understanding of problems Lack of creative ideas Ineffective planning Ignoring views of users e.g. Leseure et al., 2004; Birdi et al., 2012; Hennessey & Amabile, 2010 Rigid culture Innovation Failure Inability to choose the best ideas Poor leadership 5 I LLUMINATE D IAGNOSE an area for innovation the problem /opportunity C OMMIT to doing E rupt A SSESS S ELECT with ideas options LEAD ENGAGE ALIGN REVIEW the initiative those affected for delivery progress regularly © 2008 University of Sheffield © 2008K KBirdi, Birdi, University of Sheffield the best options CLEAR IDEAS WORKSHOPS Means of developing skills to both generate and implement ideas Groups learn how to apply the model by working on their real-life problems Interactive, evidence-based Workshop evaluations  Participants find the approach valuable and engaging      “Your model is elegantly simple; it draws together a lot of the many 'bits' involved in the creative process at work and gives them a coherent logic.” “I'm a notorious cynic about training but today's workshop on innovation was fantastic.” “I have used my learning on a number of other projects and the process has become embedded into my approach to any situation.” “The CLEAR IDEAS model gave us a framework to look carefully at strategic development and business development opportunities, and not just to think in terms of usual projects.” Statistically significant improvements in innovation competencies of participants 8 CLEAR IDEAS organisational impacts • Improved efficiency of fitting smoke alarms (cost reduction of 3p per fitting) • Helped redevelop an adult social care service (savings >£1m in first year) • Created additional client consulting room for a charity CLEAR IDEAS organisational impacts • Improved a reflux medication regime in children’s hospital • ‘Collision’ – New interactive road safety communication package for teachers and children • ‘Learn As You Go’ - Helped redesign a travel service for children with special educational needs Pros  Simple, systematic process based on research evidence with the aim of being inclusive of all types of stakeholders  Workshops well-received  Group problem-solving approach found useful but can be used on your own  Workbook to aid working through the process  Significant organisational impacts can be achieved 11 Cons       Takes time to learn the process Need authority to try things out at work Need leadership support Mix of people working on a problem needs to be right Challenge of embedding the CI process in everyday work Can be just short-term impact if environment is not right 12 I LLUMINATE D IAGNOSE an area for innovation the problem /opportunity C OMMIT to doing E rupt A SSESS S ELECT with ideas options LEAD ENGAGE ALIGN REVIEW the initiative those affected for delivery progress regularly © 2008 University of Sheffield © 2008K KBirdi, Birdi, University of Sheffield the best options Any Questions? Or Ideas? I Institute of W Work P Psychology [email protected]