This is the survey I created regarding About.Com website's technological components, its business needs and the relevant Strategic importance
April 14, 2009
April 10, 2009
Don't multitask. Multithink instead!!!!
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I expect you are familiar with multitasking: the ability to perform more than one task simultaneously. Managers who like to overwork their employees love multitasking. They assume that if their employees are performing three tasks simultaneously, they'll work three times as fast.
The logic in that assumption is so thoroughly flawed, it is hard to believe that intelligent managers accept it without question. Perhaps they are too desperate to improve employee productivity.
Logic suggests two points:
1. No one can actually perform several tasks simultaneously. Rather they quickly switch from one task to the other. Hence, all things being equal, multitasking should be no faster than monotasking (that's my own word, incidentally).
2. Bearing in mind point 1, it would seem that a person would require a certain amount of time to switch from one task to the other. Even if that time is tiny, it would add up after numerous switches from task to task. This would suggest that multitasking is actually slower than monotasking.
As it turns out an even more reputable source than me confirms the above two points. In a paper published by the American Psychological Association: “Executive Control of Cognitive Processes in Task Switching”, authors Joshua S. Rubinstein, David E. Meyer and Jeffrey E. Evans confirm what logic tells us. You can download the paper as a PDF at http://www.apa.org/journals/releases/xhp274763.pdf or read the press release at www.apa.org/releases/multitasking.html.
Although multitasking turns out to be counter-productive, multithinking (another word of mine!) is a different matter all together. Multithinking is thinking about completely different issues or tasks at the same time.
Whether you multitask or not, you almost certainly have numerous tasks awaiting your attention at any given time. And it is inevitable that your mind occasionally turns to one task while you are working on another. A multitasker would be inclined to switch tasks at this point. I recommend you stick to the task at hand, but keep a notebook – or at least some paper – nearby when performing any tasks. (Indeed, if you've been reading Report 103 for any length of time, you will know that I recommend having a notebook with you all the time). When the mind turns from the task at hand to another task, simply note down your thoughts in the notebook. Then return to the task at hand.
This simple action does several things at once. Firstly, It allows you to maintain your focus on the task at hand. By making a note of your thought, you are clearing your mind of the distracting idea. This can only improve your focus on the task at hand.
Secondly, when the action of performing task A inspires an idea relevant to task B, it is very often the case that the idea is a creative one that would not have come to mind had we been focusing on task B. In other words, multithinking often inspires creative ideas.
Thirdly, if performing task A provides inspirations for task B, you may come across synergies between the two tasks; synergies which reduce your overall workload – and actually improve your productivity. Such synergies are best discovered through multithinking. Indeed, when ideas come to mind. Do not simply write them down. Try to draw links between your ideas for task B and task A.
Frankly, one of the best places to multithink is during long, crowded meetings. During many such meetings, I have filled pages of my notebook on ideas relevant to other tasks – and have still followed the flow of the meeting.
On the other hand, even as I write this, I have one notebook on my desk and another electronic one open on my computer – and I am slowly filling them both up.
So remember. If you want to be more creatively productive. Don't multitask. Multithink!
Based on an article (by Jeffrey Baumgartner) published in Report103, 1 Feb 2005 issue
The Risk of an Idea
Why innovative people in your firm may not be sharing their best ideas
Albert Einstein once said “If at first the idea is not absurd, then there is no hope for it.” How true. When someone comes up with a radically new idea, it is often hard to determine whether the new idea is brilliant or stupid – even for the person who had the idea in the first place.
As a result, it takes a brave person to propose to their firm a truly innovative new idea. The perceived consequences can include ridicule, loss of respect from management, missing out on future promotions and more.
Of course it is not only brave people who have brilliant ideas. Shy people, people insecure about their jobs, new people who are unfamiliar with corporate culture and people who do not like to make waves (which, comprises the majority of us) are likely to keep radical ideas to themselves rather than risk the consequences. As a result, most organisations miss out on brilliant ideas with substantial potential returns.
The consequences of this are tremendous. By our calculations, a firm with 1000 people is missing out on one or two revolutionary ideas (ie: ideas that have a significant affect on turnover) every year.
There are two solutions, both of which should be implemented in every organisation that wishes to maximise their innovation potential:
Ensure that there is an environment of trust within the organisation, particularly with respect to idea proposals. If every idea is treated with respect and even proposers of impractical ideas are rewarded for sharing their ideas; staff will be more comfortable about contributing ideas to the organisation, even ideas which may seem absurd. Such an environment of trust cannot be created instantly. It takes time to create and promote the mechanisms that support the environment. Even then, trust will only come with time.
Create a process that allows an employee to propose ideas anonymously, but provides a mechanism that allows that employee to be recognised should her idea be implemented.
Only in this way can employees feel secure in proposing potentially absurd – but also potentially revolutionary – ideas to their organisation.
If your idea proposal system is an old-fashioned suggestion box, you could simply provide idea paper with receipts. Anonymous proposers could retain the receipt and show it later, once the idea is to be implemented.
Needless-to-say, innovation driven firms need to combine an environment of trust together with a means of submitting anonymous ideas to management.
April 06, 2009
When Brainstorming Goes Bad
Fruitless sessions are a clear sign that your company isn't doing idea generation the right way.
(Business 2.0 Magazine) -- The mere mention of brainstorming elicits a lot of eye rolling in most offices. But here's a little secret: Much of what's called brainstorming isn't brainstorming at all. "Nowadays, brainstorming could mean a discussion, a debate, or a wild idea," says Scott Isaksen, founder of the Creative Problem Solving Group in Buffalo, N.Y. "It's an abused, misused term."
Most often, modern brainstorming involves a group of people sitting around a conference room, staring into space, and waiting for ideas to come. But in its true form, it's a rigidly structured process.
A number of studies have since reinforced the more formal approach, but most corporations still tend to be very haphazard when it comes to idea generation; Isaksen estimates that just 4 percent of companies actually know what they're doing.
Here are the three mistakes that cripple brainstorming.
No trained facilitator. One of the key tenets of Osborn's approach is assigning a trained facilitator to guide the sessions. But most corporate brainstorming is led by someone who has little understanding of the process or by a manager who has a vested interest in the outcome.
"People are uncomfortable sharing wild ideas in front of their boss," says Daniel Wilson, a researcher at the Harvard Graduate School of Education. According to a study published by Isaksen last year, groups using a facilitator produced an incredible 600 percent more ideas than those without one (167 vs. 23).
Isaksen suggests training employees in facilitation strategies; several firms, such as Strategic Communications, offer classes on the topic.
Lack of rules. A facilitator is useless without guidelines, but most corporate brainstorming sessions employ a freewheeling style.
"I've seen people bring knitting and their BlackBerrys because they know it will be a waste of time," Isaksen says. Osborn's ground rules in Applied Imagination can provide a good starting point: Criticism and judgment of ideas should be deferred until after the session, and each brainstorm should last no more than 45 minutes.
Most crucial, says Howard Gardner, a Harvard professor of cognition and education, is that the facilitator politely but firmly enforce the guidelines to keep the group from veering off track.
Unprepared participants. When called in response to a crisis, brainstorming sessions typically require participants to start from scratch. But it's better if workers can prepare in advance to get their creative juices flowing.
"Some of the best brainstorming sessions I've been involved in asked me to send my ideas via e-mail before we came together," Wilson says.
If there isn't time to prepare in advance, Isaksen suggests warming up the group on a practice problem to help spark creativity and familiarize the group with the rules. "A good runner doesn't just jump up and start sprinting," Isaksen says. Stretching your brain doesn't hurt either.
Source: http://money.cnn.com/magazines/business2/business2_archive/2006/10/01/8387119/index.htm
(Business 2.0 Magazine) -- The mere mention of brainstorming elicits a lot of eye rolling in most offices. But here's a little secret: Much of what's called brainstorming isn't brainstorming at all. "Nowadays, brainstorming could mean a discussion, a debate, or a wild idea," says Scott Isaksen, founder of the Creative Problem Solving Group in Buffalo, N.Y. "It's an abused, misused term."
Most often, modern brainstorming involves a group of people sitting around a conference room, staring into space, and waiting for ideas to come. But in its true form, it's a rigidly structured process.
A number of studies have since reinforced the more formal approach, but most corporations still tend to be very haphazard when it comes to idea generation; Isaksen estimates that just 4 percent of companies actually know what they're doing.
Here are the three mistakes that cripple brainstorming.
No trained facilitator. One of the key tenets of Osborn's approach is assigning a trained facilitator to guide the sessions. But most corporate brainstorming is led by someone who has little understanding of the process or by a manager who has a vested interest in the outcome.
"People are uncomfortable sharing wild ideas in front of their boss," says Daniel Wilson, a researcher at the Harvard Graduate School of Education. According to a study published by Isaksen last year, groups using a facilitator produced an incredible 600 percent more ideas than those without one (167 vs. 23).
Isaksen suggests training employees in facilitation strategies; several firms, such as Strategic Communications, offer classes on the topic.
Lack of rules. A facilitator is useless without guidelines, but most corporate brainstorming sessions employ a freewheeling style.
"I've seen people bring knitting and their BlackBerrys because they know it will be a waste of time," Isaksen says. Osborn's ground rules in Applied Imagination can provide a good starting point: Criticism and judgment of ideas should be deferred until after the session, and each brainstorm should last no more than 45 minutes.
Most crucial, says Howard Gardner, a Harvard professor of cognition and education, is that the facilitator politely but firmly enforce the guidelines to keep the group from veering off track.
Unprepared participants. When called in response to a crisis, brainstorming sessions typically require participants to start from scratch. But it's better if workers can prepare in advance to get their creative juices flowing.
"Some of the best brainstorming sessions I've been involved in asked me to send my ideas via e-mail before we came together," Wilson says.
If there isn't time to prepare in advance, Isaksen suggests warming up the group on a practice problem to help spark creativity and familiarize the group with the rules. "A good runner doesn't just jump up and start sprinting," Isaksen says. Stretching your brain doesn't hurt either.
Source: http://money.cnn.com/magazines/business2/business2_archive/2006/10/01/8387119/index.htm
How to be innovative
Here are some tips that can help you be Innovative:
- Get to know your customers
- Visit unfamiliar territory
- Get inside the head of the end user
- Practice seeing more than what's in front of your eyes
- Explore far and wide
- "Test fast - fail fast - adjust fast." (Tom Peters)
- Create a dream team focus group - of your customers - and then seek their input with your product development or inventory assortment
- Look back in history and reflect on the winners. Do this kind of postmortem regularly.
Reado more at: http://www.canadaone.com/ezine/july07/innovation.html
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