How should I manage the engagement of my creative process partners? Engagement in the creative problem
solving process can take on many different forms:
Giving passive approval and permission to proceed.
Receiving updates, but not being actively
involved.
Giving specific input via email or phone calls.
One-to-one conversations.
Participation in groups reviewing or overseeing
the process.
Participation in groups actively using the tools
of creative problem solving
Over time, and in various phase of
the effort, individuals might be engaged in several of these forms. (Throughout
this section we will use the term "individuals" to mean both specific people
and representatives of certain groups; for example, the nurses on the night
shift, or data analysts.)
In choosing a method of engagement
consider the following five factors:
1. The individual's time commitment.
If the individual only has a very limited amount
of time to give, one of the first four methods above is most appropriate.
2. Individual's predisposition to the effort.
If the individual is enthusiastic and highly
supportive of the need to think differently, take advantage of that in the most
visible way possible. Such individuals are great to have in a group as their
enthusiasm and support encourages you and makes it easier for others to behave
likewise. If their availability does not permit this, getting their specific
input is the next best thing. If they are also powerful in either the sense of
position or opinion leading, be sure to pass on their input by name in any group
settings so that others will know that these powerful individuals are actively
engaged.
If the individual is negative about the need to
think differently on this topic, you need to hear this and keep them engaged.
But you might not want them to participate in a group setting where their
negativity can rub off on others (there is an exception below). While you don't
want to spend all your time trying to win over a negative individual, ignoring
them can come back to haunt you, especially if they have some power in the
organization that influence others.
3. The individual's personality in a group setting.
In group settings you want people who easily
join in on activities, are respectful of others, not long winded, and who
generally make thoughtful contributions. Individuals who, unfortunately, do not
display these traits are best engaged in email, phone or one-to-one
conversation. There is nothing wrong with, and, in fact, something to be gained
by, including individuals who might be negatively predisposed, but who express their
negative views in thoughtful, open, constructive and respectful ways in a
group.
4. The individual's impact on others.
Consider the way others typically react to an
individual. Sometimes, others are reluctant to participate in the presence of a
certain individual, or they give undue deference to the opinion of that
individual, regardless of the individual's invitation that they act otherwise.
This is usually associated with people in positions of power.
If you want to invite such an individual to a
group setting, plan to do lots of the work in small groups where you can group
that individual with others who do not show unnecessary deference.
5. The individual's power in the organization.
Here we are talking about power in both the
sense of formal position and in ability to influence others. When it comes to
implementing sustainable innovation, a vocal, frontline staff member can be
just as powerful as a CEO.
You must engage powerful people. You may only
need to get them to the point of passive approval and agreement not to block
you, but you must engage them. Ignoring them, trying to work around them, or
surprising them most often works against you.
If a powerful person is generally with you on
the need to think differently, find highly visible ways to engage with them, as
this sends positive signals to others.
If a powerful person is generally negative about
your effort, continue to stay actively engaged with them, but do this in a more
behind-the-scenes way. Become keenly aware of any boundaries that you must not
cross. Also seek the counsel of any equally powerful person who is more
positive and on board with you. She or he might be able to help, also behind the scenes.
Obviously, managing the engagement
of creative-process partners is a complex task. Use your best judgment, balancing
the various factors cited above.