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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How can businesses of every size learn to embrace curiosity and creativity? Hear insights from Perspectiv’s Andy Wilkins on the Creative Tech podcast from the National Centre for Creativity enabled by AI.
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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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This post shares research findings about traditional meetings and provides some more inclusive, productive, and better-quality ways forward – highlighting the importance of process thinking and Facilitative Leadership.
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Two of the world’s largest tech companies used the same criteria to select a problem solving framework and after careful consideration they both chose CPSv6.1, which met and/or exceeded all nine criteria.
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Andy Wilkins looks at what it takes to get the best results from Brainstorming and discusses how Brainstorming’s popularity has led to it being applied in many different ways that have resulted in negative associations.
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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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This post introduces the Wilkins Terwindt Quadruple-Loop Learning Model as a framework for leaders to use learning as an enabler to innovation and leadership.
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Perspectiv’s Andy Wilkins muses on the quote that “most people prefer the certainty of misery to the misery of uncertainty” and recalls David Bowie in the 70s, who created his own unique niche in music and fashion.
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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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This Perspectiv report provides practical insights on how to increase the success of creativity and innovation training and education programmes in organisations, with examples highlighting a wide range of benefits.
Read MoreBoth ‘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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An unknown source told a story about a man finding a cocoon. It has a moral that we see as being pertinent to individual development, teams and organisations: beware of taking away opportunities for others to grow.
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Variations in language and terminology are often a block to people working together because over time, different disciplines diverge in their use and meaning of the same terms.
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Open Space is a method for running forums where issues and opportunities are translated into action. It enables widely differing groups of people to work together when faced with dynamic uncertainty.
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