If kids can do it, why not employees?

Sparktruck is a brilliant way of getting kids to learn about creativity and learning. As founder Eugene Korsunskiy puts it "You do your best work when you are having fun".

Whilst the concept is aimed at schoolchildren and teachers, the ideas and approach of sparking ideas and producing fast prototypes is absolutely appropriate, and badly needed, in solving complex problems that large organisations face. (8 min video)

If having seen the Sparktruck video, you thought this is great for kids, but 'what's it got to do with big organisations', this video from Cisco Systems shows you. It's amazing, and encouraging, that this high-tech engineering organisation utilises techniques that involve string, pins, Blu-tac and cardboard in developing end-user experiences and gets great results. The great thing about Cisco's approach to using Design Thinking for complex problem-solving is that it is:

• Low-cost 
• High-engagement 
• Can quickly show tangible (ie physical) results
• and yes, can even be fun

The video is 14 mins in total. It includes a great example of how Cisco used this technique to improve their 'new hire' experience. If you are interested in Knowledge Transfer for joiners, the excerpt from 9mins 47secs to 11:00mins is inspiring.

-------------------------------------
KIN is holding an 'Creativity in Innovation training' Masterclass on 19th November, run by Dr Kamal Birdi of Sheffield University Business School. KIN Members can register for this event here. If your organisation is not a KIN Member, contact gary.colet@mail.wbs.ac.uk or go to www.ki-network.org for more information.

Christmas lights and hand sanitizer - really understanding the problem helps find innovative solutions

Two fascinating videos that illustrate how understanding a problem from a user's perspective can lead to really innovative solutions...

The first addresses the serious problem of hospital-acquired infection. Whilst personal sanitisers are commonplace, the designers of Swipesense realised that measuring their usage was key to making sure they are used properly, ie modifying behaviour. What does a 5 year old kid do when their hands get dirty? They wipe them on their shirt. The device mimics this action and sends a signal to a sensor which collects data. The combination of an intuitive action and knowing that usage is being monitored seems to be enough to have a dramatic improvement in sanitation and perhaps save lives.

The second is a video of an unusual approach to persuading Columbian FARC guerrillas to come out of the jungle and go home to their families. If you ignore the overly-dramatic soundtrack, the results of simply stringing Christmas lights from trees to send a message seem impressive.

What's this to do with organisational learning, collaborative working or applying lessons? As I've often suggested, if we do not appeal to innate behaviour then edicts, policy or technology are going to be ineffective. Here are a couple of examples of 'Design Thinking' that really try to understand the problem (empathy) and come up with novel solutions (ideation).

Stanford University MOOC course update

I've previously blogged about the 'Massively Open Online Course' phenomenon that is offering courses from many of the world's top university courses free of charge. Having taken the plunge with Stanford University's 'Design Thinking' course, I've been hugely impressed.

After only one week, I can see the there are many aspects of he way this course is structured that we could apply to wider knowledge sharing and learning in organisations.

• We are encouraged to join small learning syndicates and use the course discussion forum, Slideshare, Prezi Online and Skype to share. 
• The course content is well signposted and a nice mix of 2 to 3 minute tutorial videos and related short but challenging assignments, to be submitted on a weekly basis. 
• There is integration between the course diary and my own diary (for release of new materials and assignment deadlines).
• There are always peers and the course tutors to get feedback from.
• The importance of early prototyping and the validity of learning from failed tryouts.

There are lots of related additional resources made available. A couple that I have particularly enjoyed and are relevant for knowledge sharing and innovation practice are:

The Secret of Your Success? Make Others Successful
Taking Teamwork to the Extreme

Photo credit: turiskopio

What's in the sauce?

One of the most requested 'wants' from the April 2013 Wants and Offers event was advice on demonstrating the value of knowledge sharing, collaboration and innovation practice. In effect, a way of measuring the 'intangible' value of these techniques and initiatives. Anecdotal 'evidence' is simply not enough, although an important part of presenting a value case.

I've been doing some research into this topic in anticipation of running a KIN Roundtable or Masterclass later in the year. As a result, I've added a number of relevant articles to the KIN Management Buy-in SIG library. 

For the most common-sense view on the topic of measuring intangibles, see this excellent blog entry from Jacob Morgan (and the accompanying reader comments). Whilst not the solution, understanding that 'it's in the sauce' is important. In other words, collaboration and knowledge sharing are just a couple of ingredients in the successful mix. Deconstructing the mix is one of the valuation techniques mentioned in the classic Karl-Eric Sveiby article written in 2001, updated in 2010. 

KIN will be holding a Members' Masterclass on 'Measurement' in the Autumn. 

Photo credit: Craft0logy

So motivate me...

Understanding motivation, what stimulates you as an individual to think or behave in a particular way, is a prerequisite in effecting change in organisations. Yet extrinsic motivation (the tangible rewards such as a target bonus) is often not differentiated from intrinsic (the subtle and sometimes subliminal reward such as meaningful work or choosing your work hours). 

Naomi Stanford, who has spoken at KIN in the past on organisational change has written a blog piece on this in which she quotes Dan Pink. Pink suggests that some of the most powerful personal motivators are  "the incentives of autonomy, mastery, and purpose. Client face-time is perhaps the most coveted commodity in our business". It's interesting how far removed this is from the apparently coveted corner office as a reward.

If you would like to know more about the way extrinsic and intrinsic motivators work and build a 'high-engagement culture' along the way, I recommend reading this short article by Kenneth Thomas - The Four Intrinsic Rewards That Drive Employee Engagement. 

Yesterday I was talking to Robert Dufton, outgoing Chief Executive of the Paul Hamlyn Foundation . PHF clearly understands and delivers the intrinsic drivers that attracts the highly motivated people drawn to work in the 3rd sector. Robert was telling me how PHF went about the design their attractive new offices in Kings Cross. As well as creating a physical space that stimulated exchange of knowledge, PHF consulted staff about what extrinsic rewards they wanted. Top of the list was a proper Italian coffee machine - and excellent coffee it is too.

Gary Colet

(Photo credit: Wikipedia)

Related articles

• Does Money Really Affect Motivation? A Review of the Research
• Intrinsic vs. Extrinsic Motivation
• Intrinsic motivations for PMs and over-justification effect
• Pink's New Approach to Motivation