This article by Perspectiv’s Andy Wilkins and Chris Unsworth, Strategy Manager from National Grid ESO, is about how using ‘fair process’ can build or damage trust, which in turn influences engagement.
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Part 2 of two posts about common mistakes people make when using Brainstorming, listing some inconvenient truths about meetings and emphasising the importance of using a trained facilitator.
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Part 1 of two posts about common mistakes people make when using Brainstorming, highlighting the importance of the Defer Judgement principle and Perspectiv’s lineage from Alex Osborn who first introduced Brainstorming.
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Whether you think there has always been change or whether you believe it is accelerating, the traditional organisational model is often a hidden root cause for many of the tensions we experience.
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To enable tacit knowledge to be shared and increase the potential for innovation within organisations, leadership needs to create favourable conditions and encourage dialogic conversations.
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For organisations to stay competitive, retain talent, produce quality and be more productive, the number one responsibility of leadership is to create an innovative ‘climate’ that is genuinely open to different perspectives.
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This article is about how to create extra strength conversations to enable more diverse, inclusive, equitable and ultimately far more effective knowledge sharing.
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This Perspectiv article presents the ‘Innovation Maturity Grid’, a model for assessing the innovation maturity of an organisation based on the four key capabilities for sustainable innovation and change – product, process, people and press / climate.
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Both ‘creative problem solving’ and ‘design thinking’ are approaches to help creativity, change, problem solving, and innovation – this article examines their similarities and differences and provides general conclusions.
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To thrive in a competitive landscape, businesses must be willing to adapt – but what is innovation? This article looks at innovating business with examples from the London Stock Exchange Group.
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We fail more often because we solve the wrong problem than because we get the wrong solution to the right problem.
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VIEW is a self-assessment instrument that examines three important dimensions of style that relate directly to creative behaviour, problem solving and change – like a mirror that provides valuable feedback about ourselves.
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The Situational Outlook Questionnaire® (SOQ) is an assessment tool that measures climate, helps make the invisible more visible and points the way to a more productive, more creative and healthier environment.
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In management literature ‘culture’ is often muddled with ‘climate’, but the difference can be likened to a tree: climate is the observable parts above ground and culture is the roots hidden below ground.
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