Creativity In Action: How A Fortune-500 Company Increased Chemical Yield In A Creativity & Innovation Meeting At Work

I led a six-day creativity meeting for a Fortune-500 company who wanted to identify and develop new approaches and new ideas to increase the yield of a chemical manufacturing process.

We conducted the meeting in a hotel near Orlando, Florida for 25 managers, supervisors, scientists, and engineers in R&D and manufacturing. The meeting started at 6:00 p.m. on Sunday and continued until 1:00 PM the following Friday. It lasted from 6 to 10 p.m. on the first day, and continued each morning from 8:00 AM until noon, during which time we defined the problems and generated new ideas using advanced triggers.

Each day at about 12:30 PM, busses whisked people off to spend the afternoon and evening at Epcot Center, Sea World, or the Kennedy Space Center. I had shown people how to make and use metaphors to spark creative thought, and each day I asked people to find trigger-ideas and metaphors on their outings to help solve the problem.

The results gratified. First: The participant’s evaluations of the event were very positive. Second: They generated unusual high quality ideas and perspectives to solve the problem. Third: Almost everyone said that they would use the advanced creative thinking triggers back on the job.

Thus, the company benefited by the diffusion of many new advanced creative thinking triggers into their work force. Fourth: Everyone appeared eager to work and play each day, a welcome sign that all was well. Fifth: I was asked to visit other parts of the company and lead a three or four day local version of this creativity & innovation meeting.

I suspect this meeting was successful partly because the design and presentation was based on the design principles described in my books, particularly the long length of this meeting and extensive use of daily adventures and incubation time.

Thus, this meeting benefited one Fortune-500 company by uncovering new approaches to solve a long-term chronic problem, by diffusing new creativity triggers within their work force, and by discovering how to enhance creative thinking at work.

Can Government Be As Creative And Innovative As This Fortune-500 Corporation?

Do you think government agencies can be creative and innovative in a Creativity & Innovation meeting like major corporations?

Yes, you say. We just have to get government officials to attend a meeting where there is time for:

  •  paradigms to shift & problems to pass through redefinitions (problem definition)
  •  people to offer hundreds of loopy ideas (brainstorming & brainwriting)
  •  people to combine nutty ideas to make weird & blockbuster proposals
  •  workable, useful and amazing, highly effective, high quality, profitable solutions to emerge to solve important questions in the end
  •  all this during the 3 to 4 days that the meeting lasts.
  • Sound easy? Well, I have a prickly feeling in the back of my neck that tells me truly creative & innovative government won’t happen soon.

I have seen many government idea-generation sessions fall short of attacking problems creatively because of the fear that offending and dippy temporary ideas will go public and invite the attack and ire of others, and spoil chances for future careers.

And I remember one creativity session I led for the executive council of a large, prominent university where one of the deans quietly asked a student assistant to secretly destroy one flip chart paper because she didn’t like one of the ideas. It offended and insulted her, she said later.

Far-fetched brainstormed ideas just cannot exist or survive in the practical political world that doesn’t understand the absolutely temporary nature of the bizarre ideas generated in a creativity session. Or their necessity to achieve profitable solutions.

But all my experience with semi-creative creativity sessions pales with comparison to this paraphrased April 25th, 2010 report in the BBC news —

[***** “The Foreign Office apologized for a foolish document about the Pope during his September’s visit to the UK. The so-called disrespectful proposals suggested, among other more disrespectful items, that the Pope could apologize for the Spanish Armada or sing a song with the Queen for charity. 

The Foreign Office stressed the ideas, which resulted from a brainstorm session on the Pope’s visit, did not reflect its views.

The Bishop of Nottingham said, if anything, it was “appalling manners,”

The UK’s ambassador to the Vatican, Francis Campbell, has met senior officials of the Holy See to express regret on behalf of the government. Foreign Secretary David Miliband is appalled by the incident.

An investigation was launched after some recipients of the memo, said to have been circulated to a restricted list, objected to its tone. “This is clearly a foolish document that does not in any way reflect UK government or Foreign Office policy or views. Many of the ideas in the document are clearly ill-judged, naive and disrespectful,” he said. “The text was not cleared or shown to ministers or senior officials before circulation. Once senior officials became aware of the document, it was withdrawn from circulation.”

The individual responsible has been transferred to other duties. He has been told orally and in writing that this was a serious error of judgement and has accepted this view.

The Foreign Office said the memo had resulted from discussions by a group of three or four junior staff in a team working on early planning for the papal visit. 

A source told the BBC News website the individual since moved to other duties had called the group together for “some blue-skies creative thinking about how to make the visit a success,” but their discussions had become “a joke that has gone too far.” *****]

WOW. What a commotion. Such a fuss. Just imagine what unfettered brainstorming about how to improve the Popes visit can produce in the way of disrespectful ideas.

Which government official in the UK, or anywhere else, will hold meetings like this again. Any official who requests secrecy opens his career to a possible default, especially by offended coworkers.

On the other hand, hope exists. The mere fact that the foreign office in the UK held such a brainstorming meeting indicates that some people in that government want to foster more creativity & innovation in their work. Decades ago, the same problems with brainstorming meetings existed in corporations, and look how prevalent these meetings are now.

And for additional ways to solve problems creatively at work, check out my book: “CREATIVITY TRIGGERS ARE FOR EVERYONE: 

How To Use Your Inventiveness To Brighten Your Life.” 

CLICK here OR HERE.

©2017 by Ed Glassman

ABOUT THIS AUTHOR

Ed Glassman, Professor Emeritus of the University of North Carolina at Chapel Hill, founded the Program For Team Excellence And Creativity at the university.

He was a ‘Guggenheim Foundation Fellow’ at Stanford University, a ‘Visiting Fellow’ at the ‘Center For Creative Leadership’ in Greensboro, NC, a Visiting Professor at the University Of California at Irvine, and a Visiting Scientist at SRI International in Palo Alto, California.

He was the President of the Creativity College®, a division of Leadership Consulting Services, Inc., and has led numerous Creativity & Innovation Meetings and workshops for many companies, including IBM, DuPont, Amoco Chemical, Ciba-Geigy, Hoechst-Celanese, Texaco, AT&T Bell Laboratories, Milliken, Federal-Mogul, Thetford, Standard Products, and others.

His book: “Team Creativity At Work I & II: Creative Problem Solving At Its Best,” is available: CLICK here OR HERE.

His other book: “R&D CREATIVITY AND INNOVATION HANDBOOK: A Practical Guide To Improve Creative Thinking and Innovation Success At Work” is also available.   CLICK here OR HERE

About the Author
Ed Glassman, Ph.D., is professor emeritus and former head of the "Program for Team Effectiveness and Creativity," in the medical school of the University of North Carolina at Chapel Hill. He was also a visiting fellow at the Center for Creative Leadership in Greensboro, North Carolina.
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