Do you find collaboration when innovating a bit scary? Are you haunted by consensus decision-making? Let me bring you some hope.
As I’ve often said, innovation is a team sport. And like any sport, there are rules to follow and everyone has a role to play. Otherwise, nobody wins.
Collaboration is a necessary part of the innovation game; it’s one of the major plays if you will. In innovation, collaboration is about co-creation of an implementable solution. Many players, also known as stakeholders, need to be involved at various stages. And while these many players come and go as the process evolves, the one constant in this process is the player who owns the problem that the innovation is designed to address.
And therein lies the secret to decision-making:
Innovation needs collaboration, not decisions by committee or consensus.
Many of the leaders and teams I work with confuse collaboration with consensus. Concerned about engaging people in the process of innovation, they overlook the importance of bringing clarity to roles and responsibilities in that process. And this has a big impact on being able to keep moving forward.
In reality, all collaborators are not created equally.
Using FourSight to Eliminate Role Confusion
At BridgePoint Effect, when we’re invited into an organization to help build a culture of innovation, one of the first things we do is introduce them to the FourSight Thinking System™, a simple, four-step process for innovation. The process includes creative and critical thinking tools that help you organize your thinking as you tackle the challenges that come with innovation. Backed by over sixty years of research into creative problem solving, the FourSight Thinking System™ establishes a shared language for innovation and makes roles and responsibilities within the innovation process explicit. In effect, responsibilities in collaboration become clear and the scariness surrounding decision-making vanishes.
In the FourSight Thinking System™ there are three players, each with a role to play: the Client, the Resource Group, and the Process Facilitator.
These players move through a thinking process that clarifies the challenge, generates ideas to resolve the challenge, builds the most promising ideas into workable solutions, and finally, works to implement them and monitor and adapt the process for doing so. While Resource Group members and the Process Facilitator may come and go based on the needs of the challenge and how it is progressing through the innovation process, one player is constant – the Client. This is because the Client owns the problem and is responsible for ensuring a productive outcome.
|Client||Resource Group||Process Facilitator|
|The Client owns the challenge the innovation is needed to resolve.
The Client typically has budget, a performance objective, and real skin in the game.
The Client is responsible for sharing background information on the challenge, generating ideas with the Resource Group (or stakeholders), selecting ideas that best address the challenge, making decisions related to resolving the challenge.
|The Resource Group supports the “client” by providing ideas, energy, insight, fresh perspectives and work actions to discover and resolve the challenge.
While they get to contribute thinking and ideas, the Resource Group, unless delegated the authority by the Client, is not involved in the actual decision-making about what ideas get advanced, how solutions will be built, and what needs to happen next.
|The “FourSight process expert”; the person (or team of people) responsible for monitoring and directing group process.
The Process Facilitator makes process decisions based on the client’s input and stated outcomes. This role can be assigned to a different person(s) for each stage of the innovation process.
The Right Thinking
Two distinct and separate thinking steps are used at each stage of the FourSight innovation process. First, the players engage in what’s called divergent thinking, characterized as an unconstrained broad search for many diverse and novel alternatives. Typically, this thinking step is led by someone who takes on the role of a Process Facilitator and works with the Client to identify and engage stakeholders to be in the Resource Group as needed.
Once all options are on the table, the second thinking step, convergent thinking is used to screen, select, prioritize, organize and refine options. Convergent thinking is a focused and affirmative evaluation designed to improve and advance promising options.
And herein lies the rub. While the more viewpoints the better when it comes to divergent thinking, less is more when it comes to convergent thinking. Not everyone gets to come to the table. Only the Client and select Resource Group members get to move through the convergent thinking step with the help of the Process Facilitator – otherwise the results are scary.
So the next time you are involved in collaboration and struggling to get to a decision, call a time out and ask yourself, “Am I confusing collaboration with consensus?” and think about who needs to be at the table. By making sure the roles and responsibilities are well-defined ahead of time, collaboration needn’t be such a scary experience!
Want to learn more?
Contact us: it won’t be scary and you’ll be in for a real treat!
Let us bring our Breakthrough Thinking or Breakthrough Thinking for Leaders courses to you. We’ll teach you how to use the FourSight Thinking System™ as a process for innovation and introduce you to a practical set of thinking tools that can be used alongside any business process and as part of your innovation efforts.
Or ask us about our ThinkUP Innovation Framework™, which will help you increase your capacity for innovation and multiply your innovation impact.
Running a team building event in the near future?
We can give you a taste for the FourSight Thinking System™ in a fun, interactive, 2-hour workshop called Creativity Boost. We’ll demystify what it means to be innovative and teach you how to use creativity to get innovation done. Everyone will learn how they prefer to use creative thinking as they engage in innovation, and you’ll learn more about how these thinking preferences impact your innovation efforts.
Click here to learn more about the history and origins of creative problem solving developed through the International Centre for Studies in Creativity where most of our team has learned about applied creativity and how it fuels innovation.
I’ve long been a fan of the work of Tom Fishburne, the Marketoonist. He’s a cartoonist who combines his knowledge of brand marketing and innovation with his passion for drawing. If you’ve attended any of our courses, you’ll likely recognize that we’ve licensed many of his cartoons because they so eloquently capture the spirit of the challenges associated with building cultures of innovation. I hope you enjoy his creativity and perspectives on innovation.