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THE DA VINCI REPORT WI N TE R 2011 I SSU E
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n The Explorer Ideas do not come out of the blue; raw data (facts, concepts, experiences, knowledge and feel- ings) is needed to build them. The Explorer is incessantly in search of new things – relent- lessly curious and never limited to one particular area of experience and knowledge.
Tirhani Auctioneers employees are encouraged to develop the Explorer creativity role by engag- ing in the following activities and
practices: n
Curiosity and alertness (paying attention to the world and being receptive to it).
n
Exploration (seeking as many inputs as possible).
n
Adventure (talking to different people and discovering other perspectives).
n The Artist Artists take raw data from Explor- ers and combine them in novel (“creative”) ways. They pursue different approaches and find unexpected connections / conclu- sions.
Tirhani Auctioneers employees will be encouraged to develop the
Artist role by: n
Flexing their mental muscles by introducing them to idea-gener- ation tools.
n
Playing (the most efficient way to generate ideas is by keeping the brain fresh).
n Being imaginative.
n The Judge The Judge’s job is to analyse Artists’ ideas and decide whether they’re practicable. No matter how much Artists love an idea, the Judge looks for counter- arguments, checks evidence and makes hard decisions.
n
The Judge gets a bad reputation – usually because people invoke him too early. Killing an idea before the Artist can play with it is a pity; killing it later is often necessary.
Tirhani Auctioneers employees will be encouraged to develop the
Judge role by: n
Thinking critically (checking assumptions, experimenting with hypotheses, analysing results, drawing conclusions and mastering decision-mak- ing).
Avoiding “thinking” traps (being aware of personal biases).
n
Being real (asking questions such as “will the idea desired and gainful returns?”; “are the resources required to make the idea happen available?”; “will employees and the company be willing to put in the effort to make the idea happen?”).
n The Warrior The world isn’t set up to accom- modate every new idea that comes along, no matter how practicable.
The Warrior’s job is to make ideas happen by developing a strategy and plan of action and putting in the hours. This requires that the Warrior remains productive while developing the resilience and courage to overcome obstacles.
Tirhani Auctioneers employees will be encouraged to embrace
the Warrior creativity role by: n
Overcoming resistance and finding ways to overcome procrastination.
n
Being courageous and conquer- ing their fear of failure.
n
Sell ideas within the organisa- tional context.
Innovation archetypes
“An archetype is an original model of a person, ideal example, or a prototype after which others are copied, patterned, or emu- lated; a symbols universally recog- nised by all. Archetypes put context to a situation” (Innova- tion in Practice, May 2009). The following archetypes are sourced from a web article titled “The Corporate Perspective on Innovative Methods” posted on May 10 2009.
n Innovation Doer These are the practitioners of in- novation ... people who innovate on a regular basis. They might (or might not) use a systematic ap- proach but confront situations with an inclination to change rather than preserve the status quo.
Tirhani Auctioneers could do with some Innovation Doers.
n Innovation Watcher These are people with a strong interest or obsession with innova- tion created by other people. They are fascinated by novelty but stop short of serious innovation them- selves. Nonetheless, they provide useful insights about innovation and innovators.
The Innovation Watcher archetype needs to be dispelled from Tirhani Auctioneers.
n Innovation Preacher These are the voices that make the case for innovation and change. They inspire both hope and fear; hope in terms of what can be created through innova- tion and fear from the conse- quences of not innovating.
Tirhani Auctioneers could do with some Innovation Preachers.
n Innovation Teacher These are the people who teach methods and processes of innova- tion, equipping others with the tools necessary for creating new ideas. Teachers are intervention- ists whose students become Doers.
Tirhani Auctioneers needs to engage Innovation Teachers.
A web article, titled “The Four Archetypes”, contextualises archetypes within an organisa- tional setting, saying four distinct archetypes prevail within the ma- jority of successfully innovative companies. These archetypes cor- respond closely to those described above:
n Marketplace of ideas This archetypal organisation is steered by executives who em- power employees rather than un- dertaking all tasks themselves. This type of organisation recruits staff for their creativity and pas- sion for problem-solving, and uses well-stated goals and boundaries to provide focus.
The “marketplace of ideas” archetypal organisation exhibits similar elements as the “Preacher” archetype.
n Visionary leader This archetypal organisation is led by an executive with insight and creativity who motivates employ- ees to pursue a vision. It values staff who are skilled at working within a team and at executing the leader’s plans.
The organisation creates processes that are built around
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MANAGEMENT OF INNOVATION
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