e) Foster collaboration instead of competition. Competition causes people to shut down, restricts flow of information and creates core and peripheral groups. On other hand, collaboration allows intellectual cross-pollination that is raw material for idea generation process.

f) One of top idea generation killers is slow or non-existent implementation. People just will not take idea generation seriously if nothing tangible resulted from last brainstorming session. Ensure direct links to decision makers and visible progression through innovation process – idea selection, development and commercialisation.

g) Don’t rely on “creative types.” Everyone can generate large numbers of diverse and novel ideas. Whilst there are assertions that there are creativity traits such as lack tolerance for conformity and tolerance for ambiguity, these theories are questioned on basis that traits are hard to identify, isolate and are not stable or transferable across situations. Further, other criteria such as motivation and competencies are critical.

h) Think beyond brainstorming. The concept of brainstorming as only effective method of good idea generation is questionable. Some brainstorming negatives include: 1) dilution of ideas, 2) lower rates of participation from individuals who score low in expression and 3) evaluation apprehension. Idea boxes, idea intranets and knowledge bases are just some methods of maximising contribution of every individual.

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These and other topics are covered in depth in MBA dissertation on Managing Creativity & Innovation, which can be purchased at http://www.managing-creativity.com

Kal Bishop, MBA, http://www.managing-creativity.com

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You are free to reproduce this article as long as author's name, web address and link to MBA dissertation is retained.

3. LEADERS SHOULD KNOW HOW TO ACHIEVE THEIR VISIONS. Although at first blush it makes sense that leaders ought to know how they are going to achieve their visions, speed of change in today’s world makes it prudent to reassess “rightness” of organization’s direction after each step taken and to make regular “course corrections.” Equally important, as things become increasingly complex, and people place value on contributing in meaningful ways to accomplishing a shared vision, it is crucial to consistently include wisdom that exists everywhere in organization. Sadly, efforts to create this agile, responsive and inclusive workplace can be misunderstood by many employees if they are not given chance to really understand why and how things unfold as they do. Rather than seeing themselves as co-creators of organization’s success, many feed upon idea that management already has all answers and is “holding out on them” in some important and harmful ways, or that leadership is inept for not fully charting course before beginning a new initiative.

** 10 SIMPLE CONVERSATION STARTERS **

At Highest Vision we believe that leadership today is less about having right answers and more about having right questions. The next time you see an opportunity for a meaningful dialogue in your organization, consider posing one of these questions to get conversation started. Include everyone you can in process. (In large organizations it helps to host groups that are comprised of both participants who have and do not have formal authority, and to keep each group small enough for genuine dialogue to occur.)

1.What stories about leadership are told within our organization? What different perspectives exist?

2.How can we ensure that everyone feels like a valued contributor to our shared success?

3.How can we invite people to act upon their right and their responsibility to be a fully participating member of organization?

4.What will entice people to contribute their own knowledge and experience?

5.How can leadership be exhibited by every person in our organization?

6.What will it take to create relationships where people ask for your ideas and offer you theirs?

7.How can we make sure that information and ideas are flowing freely?

8.What is needed to ensure that decisions are able to be made as close to front line as possible?

9.What can leaders do to challenge myths and invite forth everyone’s full participation?

10.What can staff members do to challenge myths and invite forth everyone’s full participation?

** CONCLUSION ** As our organizations increase in size and complexity, “quality of life” issues gain attention, and our businesses continue to shape world in ever greater ways, successful companies must actively engage every member of their teams in both formal and informal ways.

So what can you do to move beyond myths of leadership discussed here? Begin by recognizing that if you wait for someone else to take first step—no steps are taken. With or without formal authority, find your voice and use it well. Ask provocative questions that invite open discussion and sharing of ideas. Risk joining conversation and shouldering responsibility for what we create together.