Removing blocks to Creativity

As if dealing with emotional and perceptual blocks isn't enough, we also need to overcome our cultural conditioning. Cultural blocks are created by attitudes in society and among our peers which have the effect of inhibiting creative thinking. Sometimes these cultural blocks are so much a part of our upbringing that we're practically blind to them.

Here are some of the most common cultural blocks:

"We must be logical about this"

Why is this so? You might need to specify your desired outcome but not the journey. Once in a awhile you might like to ban logic altogether and see what happens. Remember these three things:

• Logic can solve problems, but creativity often requires a leap of the imagination
• Creative ideas often don't make any sense at first
• Just because an idea is illogical doesn't mean its 'bad'

Role stereotyping

Our inherently conservative culture sees to it that most of us grow up with the idea that creativity is not possible without advanced training, higher education, superior intelligence, etc. This is simply nonsense. Also creativity is often seen as the preserve of a particular function within a business.

"Playing is for kids"

Being creative means being willing and able to play with ideas, materials, and even your most basic ideas about reality. Creative thinking is a form of mental play. Relax your grown-up inhibitions and let your mind out to play more often. Also, many of us already work with prototypes which is simply a slightly restricted form of play.

"Fantasy and daydreams are useless distractions"

Early in life, we're taught that fantasy and daydreaming are unproductive and even dangerous to our health. Creative thinking requires that you be able to daydream and fantasize without feeling guilty for doing so. Strive to recognize and get past your conditioning. Those daydreams can also be useful as part of a futures programme where we predict the future many years in advance.

"Though shalt try nothing new"

This is the great unspoken commandment that directs many of our thoughts and actions. While change for its own sake is rarely creative, creativity requires openness to challenging the status quo. Ideas such as the wheel and space travel must have been as a result of trying something new. Just think what you could do!

"Creativity is too abstract"

Well yes and no. The techniques that we use to help generate and explore ideas can be a little strange but we can calibrate creative processes so we know how much return we get for a particular amount of time and effort. Those who like to plan and budget have no excuse for not joining in.

"I don't like to ask questions or criticise"

In many cultures it is not natural to openly question or comment on the ideas of others or examine the status quo. This can prevent progress so you can try and gently nudge people and show that questioning is ok but also we can use techniques with the 'challenging' built in or which concentrate on building ideas. There is no excuse not to embrace creative thinking.

An afternoon of Strategy

Can Strategy really be put into the same category as a good book, your favourite CD or a celebrity chef? Can you really do it justice in an afternoon? The answer is most definitely yes and you can make it just as pleasurable with or without a teapot and a plate of custard creams.

No, I have not lost my marbles, I just believe that many organisations spend too much time sitting around a polished table poring over management accounts, making poor decisions and crafting strategies that they are unable to communicate to their workforces. And what is the result, a thick document that ends up in the shredder, and even worse does not help the organisation in any way at all.

So how is this feat to be achieved, read on.

First of all we have to make an assumption that those running the organisation are at least technically competent, even if their management and leadership styles are less than ideal. They should have a good idea of the state of the company, the competition, the environment and of course the employees.

Step 1, stare hard at your organisation and look at all aspects of it, not just the balance sheet or profit and loss account. How adaptable is it, have you got the right skills, is it too big or too small or perhaps suited for other markets? Record this information in a suitable fashion, maybe using sketches, mindmaps or pictures (you will see why shortly).

Step 2, gaze into the future (how far in advance is up to you) and create a really good idea of what the organisation needs to be like in order to fend off the competition, where it will be, how it will work, what markets it will be in. If your time horizon is short then you can simply extrapolate from existing data. If you have a long time horizon then you may need to consider scenario planning or some sort of Futures Programme. Don't be influenced too much by the present, your organisation should be succeeding on its own a a point in the future.

Step 3, create a storyboard. A simple version may consist of 6 boxes on a sheet of flip chart paper. Number the boxes 1 to 6 and put the output from Step 1 into box 1 and the output from Step 2 into box 6. This is easier if you use visual items such as pictures but adapt everything to suit yourselves. You can even add or remove boxes if you wish. By now you will have guessed that the Step 4 is to fill in the intermediate steps but going backwards from the future to the present, by asking 'how did we get here?' rather than 'how do we get there?'. This way you will always get to your desired end point!

The results of steps 1 to 4 is a storyboard that many in the creative industries will be familiar with. It tells a story which is how we prefer to take in information. It also allows others to add their own perspective without actually changing the story (try doing that with a strategy document). This raw document can also be used immediately by Human Resources and Marketing to communicate this strategy to employees and other stakeholders and it can be updated regularly.

This method really does work, why not give it a try?

Understanding The Innovation Equation

To see my innovation equation please take a look here where you will see the various components explained. This equation is both simple and profound. It states that innovation is simply a blend of creativity (coming up with new ideas), managing know how (the things we already know) and the frameworks that we put in place to help these processes along. Note that I have not mentioned Research and Development, High Technology, Science or any of the other keywords that both companies and governments like to use in their strategy documents. Cutting edge R & D is simply applied creativity with the emphasis on the ‘R’ whilst Product Development uses some Creativity but using existing ideas and Know How. Production is simply a physical manifestation of Know How. This may not suit those who have a drum to beat but it does keep things nice and simple.

This equation also helps to show that it takes a variety of different types of people to make innovation happen. We are talking about an innovation system rather than group of innovative people. After all, a truly creative person is the last person who you might want to look after your company accounts! On the other hand, just because your company accountant is logical, any system that you have for capturing and managing good ideas must not prevent them from making contributions.

The other main ideas to take away from the Innovation Equation are:

• Try to bulldoze changes through your company and output can go down


• The more mature and refined your innovation frameworks become, the greater the benefit you will derive from them


• Innovation is essentially about people not technology


• Innovation can be measured directly

Innovation - who needs people?

The chances are that you do! Innovation is viewed as a “soft” science, hard to measure and hard to define. Other business functions such as purchasing, finance and manufacturing are easier to define and seem much more established and “concrete”. Purchasing, finance and manufacturing are accepted business functions with hierarchies and responsibilities. When we talk about innovation, however, the measurements, metrics and operations are less obvious. Few firms have an “innovation department” and even less have metrics around innovation or systems and processes to support innovation.

That’s why people are so important in an innovation initiative. Much of the work of innovation is at the “fuzzy front end” where there may not be as many clear cut milestones or metrics, and traditional transactional systems can’t provide much value. It is this ambiguity that is handled so well by people. In business as in life , the important things boil down to people.

I ask you to go to the cinema to watch a film and you say “who’s in it?” If you are browsing in a bookshop you will read the jacket notes to see who has recommended it and what the critics say about it. If you join a new company, project or team, you will ask “who is the boss, what are they like?” and “who else is working on this?” A venture capitalist’s main concern is the management team—who will be making this venture (and my money) work? The focus is always on people.

Innovation is an outgrowth of the people and the culture of the firm. If people are encouraged to innovate and compensated and motivated appropriately, the culture and processes will follow. If they are not motivated or compensated to be innovative, no amount of systems or processes will drive an innovation initiative. The people are the key to the success of innovation.

Why focus on people? Success in any endeavor is based on having the right people doing the right things the right way at the right time. If you want to implement a successful innovation initiative, you need the right people in place to succeed. People are going to implement the processes and systems to make things work. You need to identify those people. Additionally, different people bring different skill sets and viewpoints to any project, so exposing ideas and innovations to a broad team within your firm can improve the chances of success with new ideas. Finally, a few people who truly believe in an idea can overcome many barriers and management hurdles.

Just as Meredith Belbin defined his Team Roles, so there are a number of people that you need to make your innovation initiative work. The second part of this article – Innovation, the people you need describes the characteristics of these people.

Taking the 'In' out of Innovation

There have been many articles recently that have focused on putting the 'Lead' back into Leadership or the 'Man' back into Management. But what about Innovation, I thought, what does that need that it doesn't already have? One of my recent articles focused on Slow Innovation, going back to basics and making sure that everyone understands the concept, the parts that they play and the overall objectives.

This is, however, an internal issue for organisations. What is happening in the external environment that is helping or hindering Innovation? One possible problem is 'spin'. Innovation as a word is incredibly fashionable and sexy. To coin a phrase, it is 'in'. Unfortunately to take the 'in' out would take quite a bit of work, the best we can do is warn the participants in this fashion game.

Who is taking part and what is the problem here? First of all we have a message that 'Innovation is good' from governments, with grant funding for the wrong things, targeted at the wrong organisations, with advice from the wrong people! At a slightly lower level, Innovation is seen as a panacea for all ills. Wrong! If you hear this, an out of touch consultant is trying to sell you a 'thinly disguised' change program. Embedded within organisations are people jumping up and down shouting 'eureka' and wanting to set up innovation projects. Some may be well intentioned but they want to play with pet projects in their spare time.

This is making some very sweeping statements but next time someone in you organisation mentions innovation, think about what it is intended to do, and that everyone is speaking the same language. Ensure that Innovation is not just a fashion accessory, but an essential part of being a successful organisation.

Please feel free to browse more blog entries or visit the Creative Business Solutions website for more information.

Innovation and Organisational Networks

Typically an organisation chart shows control or seniority, it does not show how the organisation actually works. On a daily basis people communicate with each other, give advice and provide support for each other. These factors are mirrors for the organisational culture that exists and hence a determining factor in the ability of an organisation to innovate. It would therefore be useful to have a measure of the extent of the advice, trust and communications networks.

For a simple case each individual can be given a diagram of their whole organisation or team and asked to draw on the links for each of the three networks mentioned. This could prove cumbersome for larger groups and so it might be sufficient to determine a) the number of colleagues that an individual communicates with regularly and b) the number of other individuals that they have in each of their networks. All 3 types of network have a part to play, however if they are not well aligned or differ significantly from the organisation chart then major problems are likely to exist. Further problems may occur if they are not evenly distributed or there are significant bottlenecks. This data can also be used in other ways e.g. if you are considering using a particular individual as a change agent, make sure that they figure in most peoples’ trust and advice networks!

Communications Network - consider the largest group of people that an individual communicates with on a daily basis. Such communications can be written, verbal or electronic. It is also useful to identify if individuals communicate with people outside of their normal working groups and whether they have any formal responsibility for doing so. A network such as this carries significant amounts of traffic, some of it idle chat. However, it is often the case that random events within this network stimulate significant innovation events.

Trust Network - within any organisation there are networks of people with whom others are willing to share political information, company secrets or provide support in a crisis. A trust network is thus a very important part of an organisation, particularly in the areas of motivation and morale. Problems here are indicative of trouble ahead if it has not already surfaced. Symptoms may occur during times of great change e.g. merger, takeover and redundancy or as a result of years of neglect. In all cases, innovation (which relies on intrinsic motivation) will suffer.

Advice Network - an individual's advice network consists of those whom they give advice to and receive advice from. This is restricted to technical advice or advice on solving problems and is not concerned with personal problems. It is this network that carries the knowledge that is concerned with solving crucial business dilemmas.

Making use of the oddballs

Many organisations have an oddball character who sits in the corner of the office and does things in their own unique way. These people may very well be the cleverest and most valuable people in the company. You of course would dispute that wouldn’t you?

So how does your organisation work? Of course, you are the star and the place simply could not function without you. In your inner circle are a few highly driven and well motivated individuals who carry the whole business along. Some of your colleagues do an ok job, some are plainly not motivated and a waste of space and then there are the oddballs, the nutters who dress differently, crochet incessantly and go on caravanning holidays. What do they do apart from create endless piles of paper and tap on their calculators all day?

Just because these people use methods different from yours, it does not mean they are wrong. There ways of solving problems could be more effective than yours. What if they actually were doing a better job than you?

Jerry Sternin, former dean of Harvard Business School has labelled these people as positive deviants (PDs) and the process by which their activities are brought from the fringes of a group into the mainstream is termed positive deviance.

Sternin, has many case studies and examples of these types but his principle is that PDs should be used to change the behaviour of their peers so that improved practices are taken on and owned by the wider group, by a proves he calls ‘making the group the guru’. This is more effective than simply calling in outside experts and blindly following their instructions.

The beauty of this method is that it works in social as well as business environments. To see of you have a positive deviant in your office that can help you solve a particular problem, use Sternin’s 4 Ds:

1. Define the problem that you wish to solve.e.g. salesmen are not selling enough widgets


2. Determine if there are any deviants who exhibit the required behaviour e.g salesmen who are outselling their peers


3. Discover what uncommon practices or strategies these people use to succeed e.g. less sales visits but explaining the marvels of widgets to customers


4. Design an intervention that would enable others in the group to grasp the positive deviant behaviour e.g. allow salesmen to shadow deviants or get deviants to demonstrate their methods

Note this is not dissimilar to spreading best practice, the one huge difference is that positive deviance is not imposed from outside.

The New Language of Innovation

As innovation changes from a hard to a softer kind of process, so the language must change to reflect this. Below are a list of terms that we commonly use in our project teams or businesses together with a new vocabulary that we should all be coming to terms with.

Sales Pitch
As project become more transformational than transactional we need to be talking about creating a purpose not simply pitching an idea.

Visualisation
Many of us visualise the outcome but it needs to be vocalised also. We all respond to different stimuli so the desired outcome needs to represented in as many ways as possible to engage the whole project team.

Designer/worker/engineer
When you are building something new and exciting then call your team something exciting. They are all creators in their own specialist field.

Demand
Demands very seldom work as intended. Create a dream and encourage others to buy in and follow it with you.

Content
We all worry about the content of specifications and requirements documents. Consider the consequences of every action you take. Does it enhance the clients experience, does it add comfort, safety or fun?

Scheme/Plan
Instead of cumbersome plan, create a story and storyboard to engage the team and encourage their contributions.

Project
Your project needs to be run along business lines so run it like a business with your client as the major shareholder.

Team
In line with the previous point, your management team are in fact a board.

Titles
Avoid these like the plague. If you must group people, do it according to the tasks that they are carrying out.

Jargon
Abolish this, talking is all important to share knowledge and break down barriers. If you use technical terms, ensure they are understood by everyone.

Communicate
Treat communications as if you were campaigning, make sure that everyone is convinced and understands the complex ideas that you are trying to get across.

Accomplish
Don’t dwell on accomplishing things. You have a dream to follow but remember if you are innovating then there will be some failures to learn from. Not accomplishing is not a disaster, you are undertaking an adventure.

Question
These are damaging in large numbers. Encourage people to ask for advice or direction, not just question everything.

Doing
Doing should be replaced by learning.This way you have both action and the acquisition of knowledge.

Programme
Do not think linearly. You will be embarking on a journey and the path may twist and turn on the way.

Research
If you are innovating you will be entering into uncharted territory on some occasions. Research cannot help you. Intuition must become part of your vocabulary.

Guideline
Replace this with guidance, talking and a little intuition. No rigid procedures here!

Visitor
A visitor could be a guest, but don’t take this too far.

Messages
If you take the time to create message then you want them to be remembered so focus on creating memories, a subtle but helpful distinction.

Present
We often present our ideas and plans to people but in a collaborative environment we should be colluding or conspiring with all of our stakeholders.

History
If you are keeping records, make it interesting, richer and full of knowledge. The record of your journey through your innovation project is Your Story.

Service Innovation

This is not for those people who think that Innovation is about boffins in laboratories or selling technology from academic institutions into industry. As the UK becomes even more dependent on service industries a new type of innovation is emerging. Beware traditional gurus and business consultants, as there is competition out there.

I had the good fortune to be in the audience at a recent design event, where one of the speakers was Ralph Ardill, founder of the Brand Experience Consultancy. He is a designer with a track record of bringing life to some of the world’s leading brands such as Ford and Coca-Cola. Those in the know will already recognise him as being the person who led the project to design and build the Guinness Storehouse, currently the most famous visitor attraction in Ireland, and voted by some as the best in the world. Not many years ago it was an empty building within the perimeter of the Guinness brewery.

His foresight, and some may say creative thinking, led to Guinness buying into the idea of the ‘Pint building’, combining a tourist attraction, training and conference facilities, exhibition and retail space and regeneration of the local area. The multi disciplinary project team was pulled from many different business areas and was installed as a pseudo board to run the development project. Everyone, even the builders, were labelled as ‘creatives’ as each person had creative input.

Project structures were kept to a minimum, transparency was key and knowledge transfer was seen as high priority. Finally they defined their own language to avoid misunderstandings amongst the many represented disciplines.

Like many great innovation projects, the team managed to get their own space and define their own work environment but with specific targets. Add to that the vision and commitment of Guinness. The result, a bunch of right brained people led by (gulp) designers turned a leaking wreck into a major tourist attraction bringing in over 300,000 visitors per year at an average spend of 35 euros. Visit http://www.guinness-storehouse.com and see for yourself. Is this the future?

Sun Tzu - ancient author or Leadership guru?

In the field of leadership and management we are being constantly bombarded by new fads, some useful and some not so useful. In recent years we have seen charismatic leadership, transactional leadership, transformational leadership, level five leadership, emotional intelligence (EQ) and now spirituality.

These are all useful models and without them we would be hard pressed to make sense of the complexities of modern organisations and the people that lead them. But where do these models come from? Do they emerge from some sort of primeval soup, do people sit down in their offices and carefully construct them, or have they all appeared somewhere before?

How far have we really come with Leadership Thinking? If we go back to Sun Tzu's 'The Art of War', a 2,500 year old book on military strategy, we find that much of its teaching is still relevant to us today.What we do not see there, are the patterns and cycles to tell us what is next. Could it be that the next 'great thing' is sitting there on page forty two or is something big coming that we cannot see?

If you are interested, you should read the book for yourself. In a nutshell it has thirteen chapters ranging from Making of Plans to Espionage, all set in an Oriental context, many years ago. We need to use metaphor to draw out the learning. For instance the chapter Empty and Full provides lessons on leading from the front and leadership qualities that look like charismatic leadership. If you look carefully you can also find links to emotional intelligence and spirituality. So what's next?

Who is having all of the ideas?

This is a summary of the statistics produced as a result of a survey conducted by Vodafone UK.

Did you know that:

• 70% of workers believe their company does not reward new ideas, and over half (54%) say they are not formally encouraged to come up with new ideas.


• 79% of the workforce is not offered any financial incentive to innovate.


• 60% of workers are given no time at all to generate ideas.


• 24% of workers say that their ideas simply stay in their heads.


• 93% agree that new ideas and processes are essential to the very survival of UK companies.


• Two-thirds of senior managers say their organizations are innovative, while only 38% of skilled manual workers feel the same way.


• 67% of young employees (aged 16–25) think of themselves as innovative, only 30% of employers agree.

In terms of age, over-55s are the most likely to come up with ideas at least once a day (12%) and in terms of seniority 23% of senior managers and professionals say they come up with new ideas at least daily with 51% of senior managers having ideas at least once per week as well as 37% of both middle management and new graduates.

But ideas are not the preserve of those in suits, 17% of unskilled manual workers, 18% of clerical staff and 22% of skilled manual workers also come up with new ideas at least once per week also.

Departments that generate most of the new ideas are Research & Development (43%), IT/Systems (42%) and Marketing (40%) with the Board next (35%).

The place where workers say they are most likely to come up with a new idea is at their desk (29%), followed by travelling in a car or train (24%) and in bed (20%). Interestingly, women seem to be more likely to come up with ideas in bed than men (22%, compared with 16%).

Respondents were realistic about their chances of coming up with a good idea while in the pub (4%) or on holiday (2%). The busy cluttered office is one of the least likely places for a new idea to be formed (3%). The research also finds that workers are more likely to be creative when the workplace is informal and relaxed (32%), with flexible hours (23%) following in importance. Over half (55%) of all respondents are more likely to come up with new ideas when given more time to think.

Read a more complete article and find the source of the original research by clicking on this link.

Creativity and Politics

Are you fed up with the current state of British Politics? Do you have plenty of ideas about how things could be better but don't know which way to turn? Well now there is a new political party just for you.

The Emergent Party was founded by fellow PSA member Barry Mapp and is based on creative principles. For those who are fed-up with more of the same and who have ideas to contribute it is both a Think Tank and a political party.

The Emergent Party was officially registered in Great Britain and Northern Ireland with the Electoral Commission in August 2005. It welcomes members who wish to be active and help us to develop and also members who just want to be part of what they can see is going to be something very different.

The Emergent Party plans to be the "breath of fresh air" in British Politics. The Party is emerging from the frustration with "more-of-the-same" policies and politics (and the policies are clearly not leading to real overall improvement and very often are actually making matters worse).

At the last election no-one was able to register their vote for a Party that was thinking differently about all the issues of today. (As Einstein said "we cannot solve the problems of today by the same thinking that created these problems in the first place).

As a Party they are possibly unique, for in pre-launch phase they have no manifesto or policies (yet) and these too, with the help of members, will be "emergent".

If you feel that you can contribute and help build something different then visit the Emergent Party website to find out more about this exciting fusion of Creativity and Politics.

So you think you're not creative?

This article is about valuing the creative potential in all of us, and trying to create room for it to flourish. A reasonable degree of creativity is a natural output of mentally and socially healthy people. As in any other human activity, practice and training can develop it. It is, however, quite a fragile state, and many things can, and often do, disrupt it, so that in many cases we are not operating to our full potential.

This implies that if you want to produce a modest increase in creativity, it is usually much more cost-effective to develop people and to remove some of the obstacles, than to try to find Leonardos and Einsteins to build your team from! If you can discover how to release it, creativity will find its own ways to blossom.

One of the most basic requirements is that creativity needs 'space' (in a metaphorical rather than literal sense). New responses to a problem require more mental processing than standard ones. So if you are under severe time pressure and/ or you are endlessly being interrupted and/ or your brain is caught up with obsessive routines, or preoccupied with panic or rage (or even passion!), creativity is going to be difficult! Some of the ways of creating mental space when you are working on your own include the following.

• Schedule real 'quality time' for imaginative thinking. If at all possible, give yourself regular 'down-time' from your main role to allow time for thinking. With good forward thinking and preparation, you can often make space, e.g. by scheduling thinking time in quiet periods before the storm. For millennia, most religious traditions have built into their lifestyles regular periods of receptive contemplation and reflection. There were, and are, good reasons for this! It does not have to be anything very elaborate - perhaps just a regular walk, a round of golf, or whatever.
  
  
• Time-share your brain. Another alternative is to dedicate thinking capacity instead of time. Leave the problem ticking over at the back of your mind and carry a notebook everywhere to record ideas as they occur to you. This can merge into 'guerilla' creativity (see below).
  
  
• Make psychological space. Use psychological development, assertiveness training, stress management and related approaches to develop the ability to remain calm, relaxed and fully attentive even under high pressure. In this way you can bring your whole mental resource to bear even under very difficult conditions. In effect you develop an 'inner space' on which you can draw when you need to.

Methods you can use when working with others include the following.

• Set up a formal creativity session. This, of course, is the classic solution. Notice that as well as providing a physical place where classic creativity methods can be used, it also provides a symbolic space (see the earlier discussion of play). One of the benefits of holding a problem-solving workshop or training course is that it 'gives permission' for participants to set aside their normal responsibilities for a while, to concentrate on a particular issue. This 'permissiongiving' aspect may not be so clear in techniques where the participants do not physically come together (e.g. postal methods such as Delphi, or where people collaborate over computer networks).
  
  
• Develop skills in 'guerilla' creativity. As many organizations become leaner, the opportunity cost of a formal creativity session increases and such sessions become harder to set up. One solution is to interleave a kind of 'distributed creativity' into other activities. For instance, if you cannot manage a formal brainstorming afternoon with a few colleagues, perhaps you can incorporate an element of brainstorming into your next few corridor conversations, pub lunches or train journeys. You will not be able to use the more elaborate formal methods, so you will have to introduce creative practices discreetly into your conversation in ways that are almost invisible. By getting creativity to ride on the back of other activities, the additional time-cost attributable specifically to creativity can be minimal.
  
  
• Delegate creativity. Even when you are at your wits' end with pressure, anxiety, exhaustion, etc., there will be others who are not. If you have a good network of trustworthy friends, colleagues, family or even consultants (!) you may sometimes be able to 'borrow' some surrogate creative time from them by asking them to have a go at solving your problem for you.

Here is just one idea for finding something creative in what could otherwise be a very ordinary situation. Find some more in the YES you can ebook series here.

'In-and-out' listening - a basic method for guerilla creativity

When you next have a problem you want ideas for, practise listening in one-to-one settings, adopting 'in-and-out' thinking.

First of all, listen closely and attentively so your partner begins to open up, following their own train of thought. Then, as you listen, try also letting your imagination roam around what your partner says, both hearing them and letting yourself make connections between their words and your problem. If it works well, you may be able to get quite good ideas from very ordinary conversations.

This is a very good method when sitting in bars and pavement cafes where there are plenty of distractions. Happy experimenting!

Find out more about using creativity as a business tool at http://www.creative4business.co.uk/creativity.html

Leadership and Management Models

This article contains some suggestions on implementing a new model for leadership and management within an organisation currently undergoing change and which may continue to do so for a period of time. It does not constitute any form of plan or proposal.

Most models that are currently in use are clumsy, the most basic simply comprising of Role, Job Description and links to a structure chart. Such models:

• Do not provide individuals with sensible objectives i.e. outcomes or behaviours
• Do not provide links with the overall strategy of the organisation
• Are not helpful in aligning individuals with organisations, particularly during reviews

Steps have been taken over many years to define competences either in terms of outcomes or behaviours or a mixture. Recently the Management Standards Centre has been engaged in producing a new set of national standards that are based on behaviours. This is broadly true, each unit being defined in terms of ‘outcomes of effective performance’ and ‘behaviours which underpin effective performance’. I believe that these offer a method of defining a sensible model for use within an organisation, particularly as they place significance on innovation and managing change. The draft standards are however, a little light on detail and may be seen at the very top of organisations as trivial. There may also be some stigma regarding language i.e. competences. For the same reason ‘standards’ may not be acceptable to all.

Within organisations there may often be an element of change fatigue where successive regimes have introduced and re-introduced procedures for such things as reward, appraisal and recruitment.

With this in mind I believe that the starting point should be a model of the organisation which is complex enough not to be dismissed and simple enough to be understood! (see the Innovation Equation and accompanying notes for an example of this type of model). With the correct analogy/metaphor and a link to organisational objectives it is easy for all to see where they fit into such a model. It is then relatively easy to make links to what each individual does and how they do it. More importantly everyone will know what they have done and how well they have done it. The keys here are transparency, links to objectives and simplicity.

Thinking about a model often leads to the word ‘framework’ which is a good word to use as it implies management but still allows room for manoeuvre (creativity and innovation). Being part of a model which is multi dimensional instead of 2D, means that the traditional structure chart can be replaced with a symbol of the future. This will also help in removing one source of tension that emerges when people appear above others on an organisational structure chart.

If a new model is created and a framework is set up then the remaining task is to create a description of how individuals people fit into the model. Imagine being a cog inside a machine – your day consists of rotating endlessly whilst engaging with other cogs and wheels. You stop for breaks whilst you are oiled and the machine is filled up. Creating such a description will cover the outcomes and behaviours as well as what is required or expected from others. A non linear storytelling approach is helpful here in allowing the creation of an organisational metaphor linking the individual components.

This somewhat abstract concept, when turned into reality, will encapsulate the characteristics of both the people and the culture of the organisation. What is more, during a period of change, the model can be used to create a vision of the future and to encourage buy-in. Note that organisational components need not necessarily be people, they can be functions, machines or interfaces to the outside world.

The main difference between this and other models is that an employee now has a clearer idea of why he/she is doing what they are doing.

The key steps should be to:

• Create an organisational model
• Map the model onto reality
• Create a leadership and management framework
  - Describe place/functionality within the model
  - Describe interfaces to people and things
  - Describe abstract concepts such as use of time, capturing ideas, knowledge
  - How is effectiveness measured?
  - Effect on reward and appraisal scheme?
• Ensure transparency
• Create links to objectives
• Ensure simplicity
• Promote the concept effectively
• Monitor the benefits against cost!!

A major benefit of this approach is the ability to consider scenarios ie. What if? If the organisation was to become a learning organisation how would the model need to change, what effect might it have on the management framework, how easy is it to downsize or expand?

Conclusion

There are no new ‘off the shelf models’, however there are many different ways of customising and delivering the models that currently exist. The new MSC standards may provide a useful starting point although they contain much redundant material and can be sketchy in places. As with other models they can only describe the characteristics of an effective manager in a general way, not the characteristics of an effective manager in your organisation.

Any model must clearly define the concepts of leadership and management within your model. A good starting point for this is the work of Tony Cockerill and Harry Schroeder (High Performance Managerial Competences).

Care must be taken to ensure that the approach taken maps onto the way in which your organisation carries out its business, bearing in mind any changes that are likely to occur in the future. The keys are stakeholder buy-in and delivery (including format, language and support materials). See here for ideas on training Leaders and Managers or for helping them to think strategically.

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