Saturday, September 19, 2009

Kids and Creativity: Tips for Sparking Your Child's Natural Creativity
Childhood and creativity seem to go hand in hand. Many times, the best thing we can do to encourage and spark their natural creativity is to get out of their way.

Here are some tips that have worked for me to help spark our children's natural sense of curiosity and creativity.

1. Have a variety of art supplies and make sure they are readily available. This doesn't have to be a big expense. Order some discount supplies online or shop around at flea markets and discount stores. Things you will want to include: cotton balls, beads, white glue, glue sticks, rubber cement, rhinestones, paper, markers, colored paper, crayons, watercolors, and oil pastels, along with a variety of papers. Also fill a box with things that you find around the house: tiny containers, old magazines, old holiday cards and so on.

2. When your children finish a piece of artwork, ask them to tell you about it. Engage your children in a conversation about the various creative choices they made that created the finished product.

Try your hardest not to criticize these choices. Just really listen to what they have to say. You might also want to point out that it's often the things we think are mistakes in our art that lead to some of our best and most creative work.

3. Prominently display your child's artwork when it is complete. By doing so, you demonstrate that you truly value their art and creativity.

4. Talk about your own creative endeavors. It's important for your kids to see your own creative processes. Whether you paint, write, scrapbook, photograph or sew, allow them to see you (often) engaged in a creative pursuit. Make sure that you are honoring your own creative artwork by displaying your work prominently in your home, as well.

5. Work on art side by side with your child.

6. Visit art museums and galleries together and discuss what appeals to you the most. Discuss how the appreciation of art is very personal and unique to each individual.

7. Actively encourage your children in the creative pursuits that they seem drawn to. If they show interest in a musical instrument or a new genre of dance, for example, sign them up for a short workshop or class where they can learn more.

8. Show your kids that every day of life can be creative and filled with imagination. Show your kids, though your own actions, that they can bring creativity and fun to common, everyday tasks and, in so doing, make them more fun.

Choosing Creativity

Isaac Newton said of his life's work “I do not know what I may appear to the world, but to myself I seem to have been only like a boy playing on the sea-shore, and diverting myself in now and then finding a smoother pebble or a prettier shell than ordinary”. It is not just scientists who cherish a childlike quality of mind. So do artists, entrepreneurs and indeed anyone whose stock-in-trade is originality and creativity. Given its importance in so many walks of life, it is worth asking: where does it come from and, more particularly, where does it go?

As every parent soon discovers, babies and young children are almost indefatigable in their endeavour to learn about the world. They are endlessly inquisitive, using all their senses to probe and analyse every object that comes within their reach. They are also amazingly creative. One of their earliest accomplishments – the acquisition of language – staggers the imagination when viewed as the philosophical, scientific and linguistic achievement which it truly is. Once they can speak, children become quite remorseless in asking questions about every conceivable topic.

But as they grow older, children's creativity and passion for learning gradually dissipate, and by adulthood have mostly disappeared. Adults may learn if their job demands it, but otherwise they have little interest in, and indeed often an actual antipathy to, learning. Creativity, if present at all, tends to be confined to hobbies.

This loss of curiosity and creativity is so commonplace that we think it natural. But is it? Rather than acquiesce in it so easily, should we not be asking why it occurs and whether there is anything that parents can do to prevent it? A possible starting point is to look more closely at the comparison between children and scientists. Is it possible that children are not just like scientists, but that in the manner of their learning to understand the world, they actually are scientists? If so, it may be worth looking to the process of scientific discovery – how it succeeds and how it fails – for any insights it might have to offer.

The growth of scientific knowledge is like a never-ending ascent of a spiral staircase of conjectures and refutations. Each loop of the ascent starts with the scientist's curiosity being engaged by some problem or anomaly in his comprehension of the world. Next comes the step most demanding of creativity – finding an idea which might solve the problem. The scientist then impartially compares, criticises and tests the new conjecture with respect to his existing knowledge. If it survives this ordeal it is tentatively adopted as a working hypothesis and its rivals are discarded. If it fails, for example by wrongly predicting the outcome of an experiment, it is deemed refuted and is itself discarded. Throughout this process, the scientist's motivation is not a desire to promote or discredit any particular idea but simply the joy of discovery, and the hope that however many problems he resolves, another one will always be waiting for him just around the corner.

Together these steps constitute the ‘scientific method’. So long as the scientist adheres to it in practice, it does not matter whether he does so consciously or unconsciously. But deviating from it for whatever reason, bodes ill for his chances of success. Probably the most famous attempt at perverting the scientific method was the Catholic Church's persecution of Galileo for his advocacy of Copernicus’ theory that the Earth revolves around the Sun. Galileo was tried, imprisoned and forced to recant. In the words of Jacob Bronowski “The effect … was to put a total stop to the scientific tradition in the Mediterranean.”

A more recent example, the so-called Lysenko affair, occurred in the Soviet Union some fifty years ago. Stalin adopted, as a matter of state policy, a theory of genetics which by then had been scientifically discredited. This theory was taught in Soviet schools and universities for an entire generation, causing massive damage to Soviet agriculture and stifling progress in the biological sciences.

These examples illustrate the dangers arising, respectively, from the proscription and prescription of scientific ideas. Such practices are liable to cause two distinct kinds of damage. As a consequence of being shielded from criticism, the resulting ideas have a tendency to be false. Moreover, denied the rational option of discarding these entrenched ideas, scientists may be obliged to warp their other theories in order to fit in with them. The more elaborate this act of mental contortion becomes, and the longer it is sustained, the more severe is the resulting intellectual blight. Under such circumstances it is not surprising that most scientists find their continuing adherence to the scientific method a personal liability and tend, instead, to do whatever it takes to accommodate the authorities. This may well be the best course open to them, but it is incompatible with their making further scientific progress.

So what lesson can we draw from this about how best to safeguard our children's natural curiosity and creativity? Reflecting on his own school experience, Albert Einstein said: “One had to cram all this stuff into one's mind, whether one liked it or not. This coercion had such a deterring effect that, after I had passed the final examination, I found the consideration of any scientific problems distasteful to me for an entire year … It is in fact nothing short of a miracle that the modern methods of instruction have not yet entirely strangled the holy curiosity of enquiry; for this delicate little plant, aside from stimulation, stands mainly in need of freedom; without this it goes to wrack and ruin without fail.” Equating the capacity for scientific enquiry with a child's natural curiosity, Einstein concluded that the extinction of this ‘delicate plant’ is caused by the coercion of children by adults.

But why are children coerced in the first place? Young children usually have unfettered control over their learning, subject only to their physical limitations and to restrictions imposed for their own safety. But as they get older, their free-ranging way of learning is increasingly likely to bring them into conflict with their parents. This is because conventional wisdom dictates that, beyond a certain age, the course of a child's learning must be controlled by adults. This conflict is normally dealt with by the children being forced to conform to the wishes of their parents and other adults. Perhaps the most blatant example in our society of such coercion is the custom of forcing children to go to school. Here the method of learning which has served them and science so well is systematically suppressed in favour of a programme of instruction which is simultaneously proscriptive and prescriptive.

The effect of this coercion on children is the same as it was on the scientists caught up in the Galileo and Lysenko fiascos. In the face of overwhelming pressure children suppress their natural, scientific method of enquiry, in favour of conformity and appeasement. Impairment of their creativity is the inevitable consequence. Although the powers that be can command the obedience of a child, they cannot command the universe to reveal its secrets to someone who has been forced to stop thinking for himself.

If schools could teach children everything that they will need in later life, the loss of creativity would not be so important. But the ability to solve any kind of problem requires some degree of creativity. Most adults utilise only a tiny fraction of the creative potential they had as children. This limits both their personal growth and their usefulness to society at large. The capacity for flexibility and originality has always been conducive to finding fulfilment in life. But in our rapidly evolving society such attributes are becoming essential. As our economy becomes more knowledge-based, employers will increasingly need people capable of creative thought, rather than just well trained human automata.

What can we do to reduce the coercion of our children? We can give them more responsibility and control over their own lives, backed up by our interest, encouragement and advice. Some parents may want to take this to its logical conclusion and make it a cornerstone of their family's interactions that their children's autonomy should not be infringed – trusting instead that, given sufficient goodwill, conflicts within the family can be resolved by mutual consent. But even for families who do not want to go this far, it remains true that every bit of control retained by their children increases the likelihood that the fount of their creativity will survive into adulthood.

Applying this to children's education means, in the first instance, allowing them more control over their relationship with school. Some parents achieve this by allowing their children the choice of being educated at home. This option is open to any family that wants to give its children a large measure of control over their education. But even a more limited increase in children's intellectual autonomy, if promoted consistently, is likely to result in their developing a deeper understanding of their preferred subjects. They may, of course, also do less well in the subjects which they find less interesting. But is it not better to forgo a few facts than one's creativity? Provided that one retains a childlike attitude to learning, factual knowledge is easy to acquire when it is needed. The ability to think creatively is irreplaceable.

Copyright © Kolya Wolf 1991

Thursday, September 17, 2009

Innovation And Creativity

Its the mid week and I am sure that some of your great hopes of things to accomplish this week have started to fizz a little. And you are a bit stuck sitting at your desk with a big pile of things still to be done. Let me share some ideas I came across during the week. Ordinary things, taken from another perspective....

By Viget Labs in General
Feb. 14, 2007

When Andy and I talk about how Viget can do more in the community, we tend to focus on things we’re passionate about. That’s why we’ve worked pro bono for a couple of years with the DC chapter of the National Foundation for Teaching Entrepreneurship (NFTE). Founded in 1987 by Steve Mariotti, NFTE runs a mini-MBA program to teach at-risk kids how to start and run real businesses themselves. More than 150,000 kids have completed the program, and the impact has been fantastic.

Entrepreneurship has been in our blood since Andy and I were kids running 9 paper routes before elementary school. Working with entrepreneurs now is a big part of what we do at Viget. Becoming dads in recent years has only heightened our interest in helping kids grow up to be confident, self-sufficient, and business-savvy adults. So our passion for NFTE continues to grow.

Last week, USA Today featured NFTE in Get a job? No, make a job; How can we prepare our children for today’s economy? Teach them workplace skills. Teach them entrepreneurship. It provides some great insights into the good work NFTE is doing and what Steve’s experience was as he conceived of the program.

“The biggest problem in education in certain communities is that kids are bored,” he says. (A 2006 Gates Foundation survey found that more than six out of ten high school drop-outs were earning a C average or better when they quit.) ... Research from Harvard and Brandeis Universities finds that NFTE students are not only likely to consider entrepreneurship as a path out of poverty-- but, that they also grow academically. Writing business plans is a sneaky way to make kids think about grammar. ... Calculating profits has kids learning math. Harvard research found that NFTE kids show a 32% increase in interest in attending college vs. a decrease over the same time frame among comparable low-income student groups.

NFTE isn’t necessarily trying to inspire or train the next Bill Gates (although Jasmine Lawrence, the 15 year-old NFTE grad and CEO of Eden Body Works who was featured on Oprah yesterday, is pretty impressive). The program is as much about getting kids re-energized about education and thinking for themselves as it is about starting a business. Entrepreneurship is as American as apple pie, and it’s instinctively interesting to young people in this country.

“Our program transforms street smarts into business smarts” - Steve Mariotti

NFTE DC’s primary fundraising comes through one of the area’s premier annual events. In addition to being a showcase of NFTE students’ business ideas, the event is a “who’s who” of area business leaders. This year’s gala will be held on May 2nd at the Marriott Wardman Park in Washington, DC. Check out www.nftegw.com for information and sponsorship opportunities.

KT Innovation Framework

Innovation Health Check: Assessing Your Organization’s Capacity for Breakthrough Thinking
by Alan P. Brache, Executive Director, Business Solutions
Kepner-Tregoe, Inc.

Diagnose your organization’s innovation environment. By looking at nine key factors, you can diagnose how your organization supports or hinders innovation. Your organization’s capacity for breakthrough thinking is influenced by your strategy, business processes, structure and other variables. By examining these and other key areas, you have the equivalent of a comprehensive physical exam that focuses on your innovation health.
Read this article

Reducing Project Complexity: From Overload to Productivity
A KT white paper

Overload has become a way of life as firms struggle to manage a barrage of projects in an attempt to meet increasing marketplace demands. All too often, that overload leads to project paralysis. What are the symptoms of project proliferation? This KT white paper describes the situation in many organizations that inevitably leads to poor project performance and provides a six-step program for managing project complexity and creating a focused project portfolio.
Read this white paper

Thursday, August 27, 2009

Working our way out of a Recession

Active Image

Ireland was once an ideal manufacturing base, close to Europe, with highly skilled people, and an economically viable cost base. Today, as a country, we need to offer alternatives to ensure ‘Ireland Inc.’ is the country of choice for future investment. I believe that ‘Innovation and Creative Thinking’ are key attributes we need to strive towards in our business thinking. Ireland Inc. must have a vision and mission to be the most creative and innovative nation in the world. Business success is dependant on four elements: - Products, Processes, Competencies and Culture. A world class athlete fine tunes his/her technique, trains until it is perfected and then displays the behaviours that support success. Also, at any one time, they understand their goals. They understand what is expected of them. They can measure how well they are performing, and they have the resources they need to be successful. Most importantly, they are committed to the task. The loss of any one of the elements will result in failure. When we strive to improve organisations, we must collectively address each of the three critical elements – process, competencies and culture. This holistic view can present challenges for some as competence can be defined quite narrowly. This can result in organisations being led by technically brilliant people but they may lack the ‘softer’ competences and strategic skills.

Understand, Measure and Improve your Key ProcessesActive Image

The products that you make or the services that you provide are done through a set of key processes. From the point of Order Entry right through to customer delivery and usage, defines your manufacturing process. Process Mapping is one of the most fundamental, simplest, and most useful improvement tools to understand how your processes work. When you understand them you can then simplify them. Understand the elements that are critical, do those very well. Understand the elements that are not necessary, don’t do those at all. Utilising the principles of Lean Thinking allows you to focus on the different types of wastes. Lean Thinking defines seven different types of waste - transport, inventory, movement, waiting, overproduction, over processing and defects. The principles of Creative & Breakthrough Thinking identify solutions to eliminate/reduce these wastes. Six Sigma defines methodologies to reduce variability. Define key metrics for your organisation. Long term metrics define your strategy over the coming years. Short term metrics measure you performance over days, weeks and months. Put a governance structure in place to ensure you measure performance at the right time, with the right people. Simple concepts as Kaisen and 5S can also deliver immediate results. I believe that any organisation that understands the fundamental concepts of creative process improvement, Lean Thinking and the fundamentals of Six Sigma, has the capability to solve more than 80% of its issues.

Ensure People have the Competencies to Think, React and Develop

Imagine now, we have optimised the manufacturing processes. It is essential that everyone who is involved, understands how the process works, has learned and demonstrated the skills required to produce consistent results. This could be crudely defined as the competence to ‘Do’. As well as understanding how to operate the process under normal circumstances, it is imperative to understand what to do when a deviation occurs. These behavioural thinking skills are equally critical as they define how soon we get back into control. These skills include data analysis, data presentation, facilitation skills, problem solving skills, creativity skills, communication skills, report writing skills, etc. These could be defined as the competencies to ‘Fix’. Imagine another layer of competences on top of this one. This level of competence defines how we collaborate and align ourselves behind a common goal, how we behave in meetings, how we educate, motivate and recognise ourselves and others. These are the competencies to ‘Improve’. Having a strategy to deliver these competencies will deliver significant value add to any organisation.

Ensure the Culture Supports the Organisation.

Culture (from the Latin cultura, meaning "to cultivate,") generally refers to patterns of human activity and the symbolic structures that give such activities significance and importance. In a business context, culture can be defined as all the behaviours, ways of operating, beliefs, manners, dress, language, rituals and institutions that define that business. If the culture of an organisation is not congruent with its vision then success will be difficult. Culture manifests itself in the way we interact. For example, the way meetings are conducted, the way we respond to customers, the way we treat our staff. Most of us spend many hours in meetings, once defined as - “a place where minutes are taken and hours are lost”. If the culture is to talk all day, take no actions, allocate blame for failure, recognise the ‘arsonist turned fire fighter’ for solving today’s problem, then this culture will not promote the ideas of innovation, collaboration, creativity. We experience this culture every day but if these habits continue to happen then they become the accepted culture and hence remain unchallenged. We have all been in situations where the culture was just right. Everyone knew what they were trying to achieve. They knew their role and the role of others. They performed their jobs flawlessly. They supported and motivated each other. They collectively addressed problems with the mindset of achieving the end result. They encouraged positive behaviours and discouraged negative behaviours. Developing this culture of a team is very important. Many people think when we talk about team as a specific project team, but in reality the natural work team is a bigger contributor to success. Good communications, clear metrics & targets, feedback on performance, discussion on what is working and what we can improve are all essential elements. Team development activities can be a great support to developing the team when they are properly facilitated. Designing exercises to simulate desired characteristics in a safe environment can provide incredible results. Today, access to information is easy; we need to develop the skills to best use that information. The model outlined provides a framework to assess and develop those skills. Focus on Product, Process, Competency and Culture. Ensure expectations are known, Performance is measured and acted upon and resources are available.


We need to get back to 'Living Lean'


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Written by Finbarr Sheehy

If you asked any family in the western world today to move house, how long would it take? An hour, a day, a week, a month, six months? I would estimate between a month and six months. Think of all the planning needed to figure out what we need to bring, what we plan to dump, who will transport everything, where are we going to store it?

 If you asked a family in Africa to move house, how long would it take? I would propose probably less than an hour. Just pick up the key essentails and move.

So what's the difference?

I think it is partly because we have lost the ability to recognise what we need and what we want. We have become so materialistic. We are convinced that if we see something we like, then we must have it. We upgrade our phones every year because we are due an upgrade, not because there is a problem with the phone. We change our cars regularly because we want to better than our neighbours, not because the car is unreliable. Every house in the west has several cars, multiple TVs, excess furniture, too much food. We pay excess amounts for food we do not eat, we pay for services we do not need. We are convinced to invest in property we cannot afford to repay.

When finances are tight, we are forced to rethink what is important. We demand greater value for money. We have to rethink our vision for the future. Assuming we can survive the short term pain, this is ultimately a good thing. It forces us to take greater control over our own destiny. Lean Thinking forces us to figure out What is of Value (Family, Health, Identity, Spirit, Values, etc.) . It tells us to do those things very well and eliminate all other non value added activities. It says to understand the best ways to make and deliver those products and services and always strive for perfection (as defined by the customer) . Those who will survive and prosper in these times are those who have a vision of where they want to go and are determined to succeed. They show leadership ans share their ideas and vision with others.They do not spend their time acting as victims and blaming others.

Today in Ireland we have an opportunity to regain our ability to be creative, innovative, offer real value for money to the world. This we must do collaboratively.

Finbarr