Recently, the founder and CEO of a highly innovative marketing company confided in us that he wished, “…somebody would invent a new word to replace ‘creativity.’” He went on to share numerous stories about how misunderstood, intimidating and at times, paralyzing the “C-word” had become in his organization. And apparently he and his staff are not alone. The same phenomenon seems to be occurring in organizations everywhere.

What our CEO was verbalizing is an emerging zeitgeist in business today, a condition we call, CTPA (Creative Thinking Performance Anxiety). CTPA is a particularly nasty variety of unexpressed stress and dis-ease experienced by individuals and teams when they are put on the spot to think “outside-the-box” and deliver fresh, new ideas.

And these days, who isn’t being pressed hard to think more creatively?

Over the last decade, creativity (the driving force behind innovation) has emerged as the single most important competitive edge for success—a fact recently reconfirmed by IBM’s much-publicized 2010 CEO Study. Those companies that excel at creative thinking (the Apples, Googles and Nikes of the world) are thriving in today’s challenging economic environment, while their less creative competitors are scrambling to reinvent themselves and somehow remain relevant.

But when we speak about creativity, what are we really talking about? Or perhaps more importantly, is creativity (by any name) an ability we all possess… or a rare and special talent possessed only by a fortunate few? Researchers have actually tried to develop a reliable IQ-like test to measure an individual’s “CQ” (creativity quotient); but not surprisingly, those attempts have proven futile. It seems the subjective, non-linear, shape-shifting nature of creativity defies standardized measurement.

What does it mean to be creative?
The word creativity comes from the Latin word cero, which means “to create or make”. So every time you or I create or make anything (i.e., create a blog entry, prepare a meal, build a sandcastle, doodle on paper, or build the next online social networking phenomenon) we are being creative. We actually engage in acts of creativity every day. In fact the activity is so second nature, most of the time we are unaware we are even doing it.

Creativity vs. Artistic Ability
A common handicap facing many business people today is the self-limiting belief that they are “not creative.” Chances are those who subscribe to this belief may mistakenly associate creativity with artistic ability.

They say things like, “I’m not creative; I can’t even draw a stick figure,” “I’m not a good writer,” or “I don’t have a creative bone in my body,” That attitude perpetuates the myth that you are either born with it, or you aren’t. While many creative people do posses artistic ability, a far greater percentage of the world’s population of creative thinkers do not.

For example, Steve Jobs is lauded for being visionary creative genius; yet, can you recall ever seeing a single painting, sculpture or artistic performance created by him? Ever downloaded any music he has written or performed from the iTunes Store? The same can be said for other innovative geniuses like Thomas Edison and Henry Ford.

History has proven time and time again that anyone, anywhere, in any profession, can conjure up an “A-ha!” flash of creative insight, with the power to transform lives, markets, societies, or even the course of history. That includes you and me. We all possess that divine spark of genius within us.

The traits of highly creative people
Creativity manifests itself in many forms. There are highly creative teachers, CEOs, mechanics, salespeople, technicians, accountants, politicians, doctors, lawyers, cobblers and chimney sweeps.

Anyone who engages in his or her field of endeavor with a spirited sense of curiosity, wonder, sensitivity, imagination, playfulness and a willingness to question the status quo, possesses the traits and characteristics of highly creative people.

How many of those creative traits do you recognize in yourself?

The inner game of creativity

In sports like tennis or golf, we know that an “inner,” intellectual and emotional understanding of the game and how it is played is just as important as good “outer” physical technique. The more you contemplate, and then practice those things you consider, the easier it becomes to master the game. The same is true of creativity; with thought and practice you can cultivate your skills of observation, intuition and imagination. The more you master the inner game of creative thinking, the more innovative and effortless a problem solver you will become.

The creativity game is one of developing the confidence, discipline and skills necessary to push beyond any self-limiting beliefs about how creative you are, or can be. It is about stepping up and playing a bigger game, in order to unleash the creative genius within you. In the words of psychologist and author, Gerald G. Jampolsky, “A truly creative person rids him or herself of all self-imposed limitations.”

We will explore more about how to master this inner game of creativity in part two of this series.

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Discover why most brainstorms fail to produce fresh ideas, and how
you can liberate more creative genius from your groups!

“7 Secrets for Supercharging Your Brainstorms”

SmartStorming Webinar

Tuesday, September 14, 2010 – 1:00 pm – 2:30 pm EDT

Do your brainstorm sessions deliver the results you really want?

Group brainstorming is the most widely used process for generating new ideas. But really, how effective is the typical brainstorm session in practice?

Most brainstorms are poorly planned and facilitated, often dominated or derailed by strong personalities, the victim of low energy and enthusiasm, and generally produce few, if any, really innovative ideas.

Presented by innovative-thinking experts Mitchell Rigie & Keith Harmeyer from SmartStorming, LLC, this high-energy 90-minute webinar will feature practical tips and techniques you can put to use right away to help supercharge your very next brainstorm.

— Cathy Robins, Director Strategic Communications, Sudler & Hennessey

NOTE: Webinar link and call-in info will be sent to registrants via email prior to the event.

If you are unable to attend the webinar, a recording will be made available online when the event is completed. All registered participants will receive download links to the recording free of charge.

In today’s warp-speed, innovation-driven economy, it is a little surprising how often one still hears that well-worn cliché, “We have to think outside the box!”

Or, perhaps not. With so much pressure on organizations to create ever better, faster, more efficient, more cost effective products and services, maybe that elusive area beyond the box is just that much more elusive.

Whatever the case, these words, or variations with similar meaning, still echo the hallways in organizations of every size, in every area of industry, education and government, and at every level of responsibility.

If you asked what makes it so difficult for these organizations to “think outside the box,” chances are you would get an earful about how impossibly challenging it is for people to simply sit down together and effective develop fresh, new ideas.

The typical list of roadblocks range from “We just keep recycling the same old ideas,” “We’ve tried everything before” and “We don’t have the __________ we need to succeed” to “It’s impossible to make bold changes here” and “The boss/our customer will never go for it!” As one listens to the litany of obstacles, one can’t help but imagine that significantly more creative effort is being exerted in reinforcing limitations than in actually seeking innovative solutions.

So what really is the big problem? What core issue underlies the multitude of “good reasons” organizations have so much difficulty thinking like Google or Apple?

Simply, what we believe—pre-existing assumptions.

It is our assumptions (our firmly held beliefs about what is or is not possible…what can or cannot be done or achieved) that makes up “the box” that restrains our consciousness and limits our thinking. When perceived limitations loom larger than perceived possibilities, we diminish our ability to solve challenges creatively. In short, we cease being innovators.

Henry Ford, a legendary out-the-box thinker, said it best, “If you think you can do a thing, or can’t do a thing, you are right!” He understood that every self-imposed limitation we imagine or verbalize (and we all have lots of assumptions about a lot of things) creates a mental barrier that separates us from unlimited possibility.

When we simply accept any constraint on what is possible, we trade curiosity for caution, and seek solutions in the familiar, rather than venturing boldly into the unknown. Caution and familiarity are hardly catalysts for innovation.

When we free ourselves from our assumptions, our curiosity flows; we are suddenly able to explore, make new connections and imagine new possibilities that lead to innovative solutions.

We are able to answer the question, “What if…?”

The first step toward liberating yourself and others from limited, boxed-in thinking is to summon the courage to identify and challenge your existing assumptions.

How to successfully challenge assumptions

1. Make a list of any assumption or limiting belief you or your group may have regarding the issue you are trying to solve.

Be honest—and as thorough as possible. Really dig deep to uncover what you assume to be true. Remember, assumptions often masquerade in the guise of common knowledge, accepted practices and protocols, facts, or even proud tradition. We even harbor assumptions about the way things are, or should to be.

2. Challenge the status quo.

Here’s another inside tip: the more “indisputable” a belief, accepted truth or fact appears, the more important it is to challenge it!  Challenging the status quo creates a rich environment for the seeds of innovation to flourish.

3. Take each item on your list and ask these 3 questions:

1. “Is this ______(limitation/assumption)_____ true?” (Yes/No)
2. “Is it absolutely true, all the time, without exception?” (Yes/No)
3. “If it’s not absolutely true, what are the possibilities?”
   

Make this “reality check” technique for questioning assumptions a regular part of your brainstorming or idea-generation process. You will be amazed to find that most, if not all, perceived limitations will quickly dissolve under the analysis of objective discernment.

As each limiting belief falls away, more and more new blue-sky possibilities will begin to emerge. Before you know it, that proverbial box that once restrained your imagination will have disappeared.

The Art of Innovation is filled with so much smart, fresh thinking, it is truly a must-read for anyone interested in innovation and creative problem solving.

From Amazon: ”IDEO, the world’s leading design firm, is the brain trust that’s behind some of the more brilliant innovations of the past 20 years–from the Apple mouse, the Polaroid i-Zone instant camera, and the Palm V to the “fat” toothbrush for kids and a self-sealing water bottle for dirt bikers. Not surprisingly, companies all over the world have long wondered what they could learn from IDEO, to come up with better ideas for their own products, services, and operations. In this terrific book from IDEO general manager Tom Kelley (brother of founder David Kelley), IDEO finally delivers.”

Click here to order The Art of Innovation from Amazon.

I used to work at this ad agency where the manager of the creative team, who considered himself the most talented guy in the place, was overly involved in the company’s day-to-day idea generation process. He  insisted on participating in every important brainstorm session the agency held; and being the top guy in the department, he got his way.

Don’t misunderstand—he did come up with his share of ideas, both good and bad.

But perhaps his most meaningful and influential contribution to the brainstorms was the inspiring way in which he would often open a session.

“You know how they say there are no bad ideas?” the boss would begin. “That’s not true; there are bad ideas,” the guy who held in his hands the fate of everyone’s career would continue. “Really bad ideas. Ideas so bad, they should never be spoken out loud.”

You can pretty much imagine where the sessions went from there.

The more junior people in the room, or those whose bellies were just the least bit yellow, would keep their mouths dutifully shut—except to offer an enthusiastic, “Great idea!” when the boss would serve up his creative contributions.

Those of us with a bit more experience (or foolhardiness) would carefully toss our ideas into the ring, more often than not only to have them instantly shot down by our leader. “No, no. That’s no good. Anybody else got anything?”

At the end of these sessions, we would almost always walk away with an idea. His idea.

Funny or sad, but definitely true, this true story exemplifies perfectly the single most devastating thing you can bring with you into a brainstorm—ego.

We often say, half-jokingly, “Kick out the boss” if you want to have a successful brainstorming session. While not always practical in real life, the idea behind the statement is nonetheless sound. Anyone who dominates a brainstorm, either due to seniority or just plain old arrogance and obnoxiousness, will most surely be its ruin.

The real magic and power of a well-executed brainstorm is the superior strength of the group mind—individuals, somehow working together in concert, towards a common goal. Bringing together diverse points-of-views, talents, experiences, etc. expands thinking, increases contribution and allows a well functioning team to build upon each other’s thoughts. The result: a greater breadth and depth of ideas that are far more inspired and developed than those any single individual could produce in the same time frame.

For all the brainstorming-naysayers among you, yes, there have been numerous studies that suggest individual ideation is more effective and producing ideas than group brainstorming. And no wonder. The vast majority of brainstorms are poorly planned, and facilitated by individuals who have had no formal training in the process. They are, in one way or another, like the dysfunctional examples I described at the top of this article: doomed from the start.

But when well prepared and expertly guided, a brainstorm is like a well-rehearsed symphony orchestra—each individual player sharing his or her talent and skill, working together to weave an intricate tapestry that only gets bigger and more beautiful as each new idea is introduced and expanded upon.

So if you are the one in control and just want to push your ideas forward (as ill-conceived and unenlightened as that management style may be), forget brainstorming. Save everyone the time, energy and humiliation, and just dictate the direction you demand.

But if you want to transform your organization into a super-human, innovative-thinking machine, do the right thing. Kick out the boss.

Or at least the boss’s ego.

THE SUPERSKILL® TIPS FOR MORE PERSUASIVE PRESENTATIONS

Many people fail to appreciate the importance of clear, persuasive communication and presentation skills as part of the innovation process. But without these skills, your ideas will remain yours alone. Here is just one useful tip that can help you become a more masterful presenter.

When you are attempting to persuade someone to support your idea, whether in a casual conversation, heated debate or formal presentation, take a moment to consider who it is you’re speaking with – and most important, remember the WIFFM concept (What’s In It For Me – “me” being the person you’re trying to convince) as opposed to the HHMBI approach (Hey, Here’s My Big Idea!).

Example:
You have a big idea for a new product or service that is radically different from that which your company currently offers. If your supervisor is conservative about risk, you’re objective should not be to tell him how radical and paradigm-shifting your idea is, but rather, how your idea will effectively differentiate your company in the marketplace, offset minimal risk with substantial ROI, and make your team (and its supervisor) look great in the eyes of management.

The first approach will significantly increase the odds of your supervisor’s resistance. The second will make him far more inclined to support your idea. Why? Because you’ve considered WIIFM.

Here are 3 simple steps you can follow to help ensure your message is meaningful and valuable to your audience…

1. Assess where the person you want to support your idea is coming from. Use your knowledge of the person and intuition to sense what their needs or goals might be.
2. Consider how your idea can meet/satisfy their needs, or help achieve their goals.
3. Present your idea simply and in a compelling manner, framing it in such a way that allows your audience understand (a common reference point)—WIIFM.

Remember, not everyone shares your agenda or your enthusiasm. They have their own goals. It is your job, as the champion of your idea, to help others see the value from their perspective.

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During the week of February 22, 2010, we will launch our new SmartStorming newsletter, “Innovation Insights,” where approximately every two months we’ll be sharing concepts and observations designed to inspire new thinking and fresh ideas for you and your organization.

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This thought-provoking excerpt written by Umair Haque, Director of the Havas Media Lab, invites us to explore a fresh viewpoint about our relentless pursuit of innovation… and why it’s time to innovate innovation itself.

Innovation: it’s the ultimate source of advantage, the undisputed heavyweight champion of the economic ring. Innovation is what every organization should be ruthlessly pursuing, right? Wrong.

I’d like to advance a hypothesis: awesomeness is the new innovation.

Let’s face it. “Innovation” feels like a relic of the industrial era. And it just might be the case that instead of chasing innovation, we should be innovating innovation. A better concept, one built for a radically interdependent 21st century, is awesomeness. Here are the four pillars of awesomeness:

Ethical production. Innovation turns a blind eye to ethics — or, worse, actively denies ethics. That’s a natural result of putting entrepreneurship above all. Buy low, sell high, create value. That’s so 20th century. Awesome stuff is produced ethically — in fact, without an ethical component, awesomeness isn’t possible. Starbucks is shifting to Fair Trade coffee beans, for example. Why? Starbucks isn’t just trying to innovate yet another flavor of sugar-water: it’s trying to gain awesomeness.

Insanely great stuff. What is innovative often fails to delight, inspire, and enlighten — because, as we’ve discussed, innovation is less concerned with raw creativity. Awesomeness puts creativity front and center. Awesome stuff evokes an emotive reaction because it’s fundamentally new, unexpected, and 1000x better. Just ask Steve Jobs. The iPhone and iPod were pooh-poohed by analysts, who questioned how innovative they really were — but the Steve has turned multiple industries upside down through the power of awesomeness.

Love. You know what’s funny about walking into an Apple Store? The people working there care. They don’t just “work at the Apple store” — they love Apple. Contrast that with the alienating, soul-crushing experience of trying to buy something at Best Buy — where salespeople attack you out of greed. (Or, as editor extraordinaire Sarah Green put it, “where you wander around for a full half-hour unable to find anyone to help you before you finally get the attention of some blue-shirted 12-year old who turns out to know nothing about the products she sells and ultimately end up committing hara-kiri with a Wii controller”). Their goal is to sell; the goal of Apple Store employees is simply to show off their awesomeness, and let you share it. Love for what we do is the basis of all real value creation.

Thick value. It’s the most hackneyed phrase in the corporate lexicon: adding value. Let’s face it: most value is an illusion. Nokia, Motorola, and Sony tried for a decade to “add value” to their phones — yet not a single feature did. Food producers and pharmaceutical companies claim they’re “adding value,” but mostly they’re just mega-marketing.

The vast majority of companies — in my research, greater than 95% — can only create what I have termed thin value. Thick value is real, meaningful, and sustainable. It happens by making people authentically better off — not merely by adding more bells and whistles that your boss might like, but that cause customers to roll their eyes.

Let’s summarize. What is awesomeness? Awesomeness happens when thick — real, meaningful — value is created by people who love what they do, added to insanely great stuff, and multiplied by communities who are delighted and inspired because they are authentically better off. That’s a better kind of innovation, built for 21st century economics.

To read Umair Haque ‘s complete text, please visit the Harvard Business Review at: blogs.harvardbusiness.org/haque/2009/09/is_your_business_innovative_or.html

Umair Haque is Director of the Havas Media Lab, a new kind of strategic advisor that helps investors, entrepreneurs, and firms experiment with, craft, and drive radical management, business model, and strategic innovation.

Follow him on Twitter: twitter.com/umairh

I wanted to share this recent blog posting by John Maeda, President of the Rhode Island School of Design. John is an inspired thought leader on the subjects of innovation, design and technology.

A few months ago, I sat with John Sculley, the former CEO of Apple, who described Steve Jobs’ primary design principle: “Not what you can add, but what you can remove.” It reminded me of the first law I outlined in my book The Laws of Simplicity, that, “The simplest way to achieve simplicity is through thoughtful reduction.” This philosophy runs counter to a typical tech company’s approach, where the goal is always to upgrade and add as opposed to subtract. It’s true, for the consumer to pay more and get less defies conventional wisdom and seems to contradict economic principles. But simplified technology doesn’t necessarily mean less functionality.

Apple products aren’t simple technologies by any stretch, but there is a beautiful simplicity to them. How does Apple do it? In terms of the design evolution of the controls, the iPod started out simple, with one large button. It got more complex in middle-generation devices, and in the newest versions, it has oscillated back towards extreme simplicity in design , with all of the buttons now integrated into a single seamless control. With the iPhone and iPod Touch, you can’t even see that control anymore.

So what’s next for technology and design? A lot less thinking about technology for technology’s sake, and a lot more thinking about design. Art humanizes technology and makes it understandable. Design is needed to make sense of information overload. It is why art and design will rise in importance during this century as we try to make sense of all the possibilities that digital technology now affords. Apple’s done it. Others want to follow suit.

Right now, our nation sees left-brain thinking, focused on logic and reasoning, as critical to future economic development. You can see it in the emphasis on the STEM (Science, Technology, Engineering, Math) subjects. What’s missing from STEM is right brain thinking — embodied by what I call the key “IDEA” (Intuition, Design, Emotion, Art). We need both both halves of the brain to work together and channel that brilliance through our hands and propagate ideas throughout our world. We all wonder why Apple’s products have that je ne sais quoi that draw us in. I’m beginning to think that it’s not just that they understand the power of simplicity, or the power of software. It’s that you can see they were born from a person, from two dirty hands, from just a little bit of technology, and from a massively powerful IDEA.

Read more at: http://www.huffingtonpost.com/john-maeda/technology-design-apple_b_291748.html

Also visit John Maeda’s website on business, simplicity and design: http://lawsofsimplicity.com/