Lead innovative thinking and practice

InLead Innovative

Thinking and Practice

BSBINN801

Thinking Skills

&

Technics

Innovative thinking and ideas are the main fuel for any business and it is directly responsible for most new products and services we see being rolled out on a regular basis.

Techniques can be learned, but

it’s hard for a person to evaluate

himself, what is it that prevents

him from being creative and how

to change the way of thinking. If

we manage to do that, techniques

are easy work.

5 technics that approaches to

stimulate your thinking:

 1- Write Notes

Get into the habit of taking notes

 2- Reflect

Gain outlook on your day by

reflecting on what went right and

wrong according to plan.

3- SCAMPER

It is a checklist that helps in discovering the changes that can make

to create a new one.

Here is the meaning of all words:

 S – Substitute components, materials or people

 C – Combine with other products or services, integrate

 A – Adapt: change the function, use parts of another element

 M – Modify: increase or decrease, change the format, change the

characteristics

 P – Put: set in a different use

 E – Eliminate: remove some items to lower the basic functions

 R – Reverse: turn upside down

4- Mind Mapping

 Entering a central idea and inventing new and

related ideas that spread from the center is called

Conceptual thinking. This conceptual thinking is a

path of mind mapping and It is a technique used to

solve complex problems.

5- Brainstorming

 This is a broadly used technique for generating

ideas. but one of its goals is to create a good future

thinking and practice and atmosphere that will

relieve of the pressure and give ideas.

LEARNING

Goals

know what is meant by ‘metacognition’

1

be aware of a range of strategies of metacognition

2

know how to plan and run an effective session

3

What is Metacognition? It is the skill of the learner to:

Plan Monitor

Redirect Evaluate

WHAT IS METACOGNITION

in general?

‘thinking about thinking’

‘knowing what we know and what we don’t know’

‘awareness of the process of learning’

‘managing learning’

Knowledge and Control

… of Thinking

• Knowledge about

- General Thinking

- Awareness

• Control of thinking

- planning

- adapting

- evaluating

How am I going to do it?

Is it comparable to anything

Do I understand it?

Am I on the right track?

Is there a better way?

How did I do it?

What strategy worked?

Did my plan work out?

Can I do better next time?

Knowledge and Control

… of Thinking

• Knowledge about

- General Thinking

- Awareness

• Control of thinking

- planning

- adapting

- evaluating

… of Self

• Commitment - skill with will

• Attitude

- positive

• Attention

- tuning in

Planning and Self-Regulation • Use open-ended tasks

• Involve pupils in monitoring

and self-assessment.

Keep a Learning Log • Use logs to reflect and record

strategies, successes and

difficulties.

Strategies for Developing

Metacognition

Strategies in Practice

work together to solve problems

Bring to mind to:

• explain the problem to a colleague

• try to think of various methods to solve the problem

Key Points

 Promoting metacognition helps take more control on learning

 There are a range of strategies that indorse metacognition

 Planning sessions is a good starting point for developing

metacognition

 The techniques involved are a part of the learning process:

 They occur at strategic moments in the teaching sequence

 They help make the Thinking Skills & Personal Capabilities(TS&PC)

explicit

 They introduce and develop a common language to think and learn

 They need to be planned and motivated

INNOVATION IS JUST AN

ENCRYPTION

WORD FOR LEADERSHIP

• Innovation = the things that we are planning and thinking about in response to improvement

• Leadership = the act of leading people

• Success = innovation + leadership

Innovation, Leadership, Success

• Thinking differently about:

customer experience, expectation and choice

• Doing things that we didn’t do before:

marketing, branding, sales, competitor management

• Technology to support customer experience and operational efficiency

• Adjusting the way we work

Where has innovation been proceeding?

• The way operating has changed, but is it working?

• Leadership is a sustainable future and a driver of operational change, so what makes the change?

• “Good leaders do the right thing” but what is doing the right thing?

• If leaders don’t move, nothing does, then how can things get moving?

• So what empowers leadership?

What do we think

about leadership?

• Self-examination

• Stop thinking about where the leadership stops, think about where it starts

• Embrace the idea of empowering people to lead

• Create opportunity for leadership to be practiced

• Step away from the fences that you create

• Trust your leaders

Leadership enabler of thinking and

practice;

1 - Permit

• Leadership is a behavior

• Leadership is more than a place at the table

• Leaders should believe that they are leaders

Leadership enabler of thinking and

practice;

2 - Attitude

• Leadership is an essential element of what we do

• Structural design designates leadership

• Operational design delegates leadership

• ‘Born to lead’ or ‘learn to lead’?

Leadership enabler in thinking and

practice

3 - Design

• Leaders to accept responsibility

• Give coverage to the things around them that are changing

• Create participation in responses to the things that are changing

• Establish parameters – expectations, boundaries, outcomes, measures

Leadership enabler in

thinking and practice

4 - Accountability

• Plan - business plan with a leadership actions to grow

• Invest - training to help leaders get better at leading

• Sense of place - understand the bigger picture to support organisation

• Positive outlook – look at what we are doing, not we aren’t doing

• Reinforce – validate, recognise, reward

Leadership enabler in

thinking and practice

5 - Support

• Prepare for it - think of some things that shaped your leadership

• Share your leadership voyage

• Look at the leadership experience – practice - relationships & networks

Leadership enabler in

thinking and practice

6 - Conversation

Leadership Styles

5 Different Types of Leadership Styles:

Diverse types of leadership styles exist.

Advantages and disadvantages exist within

each leadership style.

The culture and goals of an organization

determine which leadership style fits the

firm best.

Laissez-Faire

 A laissez-faire leader lacks direct supervision of employees and

fails to provide regular feedback to those under his supervision.

Autocratic

 The autocratic leadership style allows managers to make

decisions alone without the input of others.

Participative

 Often called the democratic leadership style, participative

leadership values the input of team members and peers, but the

responsibility of making the final decision rests with the

participative leader.

Transactional

 Managers using the transactional leadership style receive certain

tasks to perform and provide rewards or punishments to team

members based on performance results.

Transformational

 The transformational leadership style depends on high levels of

communication from management to meet goals.

External and Internal

Dimensions of thinking

The Internal Dimension deals with the

questions like:

 How can I look at the world differently?

 How can I be more creative and innovate?

 How can I shift my thinking in providing

perspectives, solutions, presentations?

The External Dimension deals with questions like:

 How can we access the thinking of other people to create new solutions and innovative ways?

 What are the different ways we can involve the organization?

 What do others think about this problem and condition?

 Who can we call on to help address this issue?

Top Five Analytical Skills

1- Communication

You need to be an effective communicator to explain the patterns in the data.

2- Creativity

Creativity is to solving big problems.

3- Critical Thinking

Critical thinking is what helps to make decisions that help solve problems.

4- Data Analysis

It is being able to examine a large volume of data and find trends in that data.

5- Research

It is to first collect data before analyzing it.

Six leadership and management

practices

 Intellectual challenge

 Freedom to choose method

 Supplying the right resources

 Effective design of work groups

 Supervisory encouragement

 Organizational support

INNOVATION MANAGEMENT

EVALUATE AND MANAGE RISKS

CHARACTERISTICS OF SUCCESSFUL

INNOVATING ORGANIZATIONS

 Systematic collection of all impulses that could lead to innovation

 Creativity of employees

 Ability to evaluate the possibility of the innovation idea

 Good team work

 Project-based approach and ability to manage projects

Definition of innovation

 It is defined as new products and processes and major technological modifications to products and processes.

 An innovation is considered performed if it is introduced to the market (product innovation) or implemented in the production process (process innovation). Innovation includes many research, technological, organizational, financial and commercial activities.

 Product innovation

 A good or service that is new or significantly improved. This

includes significant improvements in technical specifications,

components and materials, software in the product, user

friendliness or other functional characteristics.

 Process innovation

 A new or significantly improved production or delivery method.

This includes significant changes in techniques, equipment and/or

software.

- Marketing innovation

A new marketing method involving significant changes in product

design or packaging, product placement, product promotion or

pricing.

- Organizational innovation

A new organizational method in business practices, workplace

organization or external relations.

INNOVATION

PROCESS

 Research and development (R&D)

 Production

 Marketing

Innovation is an opportunity for something new,

different. It is always based on change.

Innovators do not view any change as a threat

but as an opportunity

FOCUS

 Use the limited resources in the most effective manner;

focus on one of the following:

 Operational output

 Top-quality products

 Perfect knowledge of customers

RECOMMENDATIONS

 Solve the correct problem correctly – be effective and efficient

 Manage innovation as a project

 Analyze risks

 Use models, scenarios, computer simulation

 Study examples of succesful and unsuccesful innovation projects

WHAT TO DO

1. Start with analysis and opportunities

2. Go among people, ask questions and listen

3. Effective innovation start on a small scale.

4. A successful innovation always tries to win a

leading position, otherwise you create

opportunities for your competitors.

Real options of Risk

Real options relate to company thinking

opportunities and emphasize the basic idea that risk can

bring the competitive advantage

Two kinds of risks

 Specific risk

Specific risk, or diversifiable risk, is the risk of

losing an investment due to company or

industry-specific hazard.

 Market risk

Market risk and specific risk are two different

forms of risk that affect assets.

Specific risk

 Specific for the partial situation

 At lest partly under your control (e.g. risk of a fire or risk of project failure)

 Can be diversified - we can use insurance to share fire risk and maintain the diversified project portfolio to protect against the risk of project failure

 Therefore the market does not pay any premium for specific risks

 Specific risk can be often characterized by its probability.

 Better management of specific risk can help us to achieve the competitive advantage.

Market Risks

Market risk, affects many asset programs,

whereas specific risk, only affects an

industry or company.

The development of commercially viable

new products involves technological and

market possibilities that are linked

effectively in the product's design.

LEAN THINKING

Brain hemispheres

Left brain functions Right brain functions

sequential simultaneous

analytical holistic

verbal imagistic

logical intuitive

linear algorithmic processing holistical algorithmic processing

mathematics: perception of

counting/measurement

mathematics: perception of

shapes/motions

present and past present and future

language: grammar/words, pattern

perception, literal

language: intonation/emphasis, prosody,

pragmatic, contextual

Convergent vs. divergent

thinking

 Convergent thinking involves aiming for a single, correct solution to

a problem

 Divergent thinking involves creative generation of multiple answers

to a set problem.

CREATIVITY TECHNIQUES

 trial and error

 Brainstorming

 Inspirational questions

Strategy

development

Strategy

development Product

development

Product

development

Design

modification

according +

customer‘s

requirements

Design

modification

according +

customer‘s

requirements

Product

delivery

Product

delivery

Development of production capacities

Communication with customer

Idea

Production

Development

M A

R K

E T CUSTOMER

PROCESS MAP

Establishing a Critical

Thinking Community

What is the relationship between content and thinking?

Content

=

Thinking

Content is:

▪ Understood by thinking

▪ Constructed by thinking

▪ Modified by thinking

▪ Applied by thinking

▪ Questioned by thinking

▪ Assessed by thinking

When critical thinking is deeply

understood, it provides a rich set of

concepts that enable us to think our

way through any subject or discipline,

through any problem or issue.

Promote Knowledge Transfer

Practice to promote knowledge transfer

The transfer of knowledge is numerous especially

in the field of

 1- education

 2- psychology and

 3- training.

Goals and challenges for companies in

terms of transferring knowledge:  1- To become aware of the role of each within the company

 2- To define competence in terms of their activity

 3- To program the transfer of knowledge and the methodology

 4- To analyze work situations in which this operation will take place

 5- To develop a repository of expertise in the view of the activities

 6- To define an action plan and define the main actors

 7- To finalize the form and content repositories of knowledge

 8- To plan management tools, monitoring, improvement, and result

measurement.