People quite like the freedom of a workshop where there are no limits, where the objective is to generate as many ideas as possible. They then feel satisfied that they have done their bit for the innovation efforts of their employer.
Nonsense.
Unfocussed Ideation bears little relationship to innovation.
Having done many workshops over the years, there are some practices I have found by trial and error that work.
Closely define the innovation assignment.
Usually this is done by clearly articulating the problem to be solved. The more you understand about the problem, the context in which it occurs, and the costs it generates, the more relevant and ultimately useful the ideas for possible solutions will be.
Diversity.
This is not a call for a politically correct workshop group, but one that acknowledges that people have different ways of looking at problems and potential solutions. Everyone has a differing style of thinking and expression, and all are useful. Having a range of practical, professional and analytical skills, domain knowledge, personal commitment to a solution, and organisational position creates the sort of cross pollination opportunity that can lead to insight. However, a significant hurdle I often see is where there is someone of organisational power in the group, who fails to throw off the mantle of the position for the duration of the workshop. Better that they were absent, having offered their support to the process.
Have a structure.
It seems counter intuitive to have a structure to run an ideation workshop, but without structure you risk skating over the surface. The structure needs to ensure everyone has equal voice, and opportunity to use it. There needs to be appropriate idea generating techniques used, and the workshop needs to be adaptable as things evolve, and importantly, it must be interesting, engaging and fun. It also must be recognised as the serious exercise it really is, not just some junket for a couple of days.
Have a professional facilitator.
This need not necessarily be someone from the outside, but it needs to be someone who stays in the background, separated from but directing the conversations. The facilitators job is to direct the traffic, ensure the right questions are asked and answered, and to ensure that the light is thrown in all the possible corners.
Create expectations.
Ensuring the exercise is taken seriously is partly dependent on what happens after the exercise, as everyone will be watching. Follow up on the workshop outcomes by allocating specific tasks, accountabilities and timelines to individuals and groups. This will ensure as far as possible the workshop has ‘legs,’ and people do not just go back to their normal jobs next week. It will also frame their expectations of the next step. Using the SMART framework can help, as does creating some urgency in the discussions, as in: something must be done now!
Ideation is a core part of the innovation process, not some sort of separate exercise, and the expectation that that outcomes will play a serious part in the whole innovation process is really important for the depth of thinking that goes on in the workshop.
Need a hand with this stuff, give me a call.
