Why read this? : We share three ways to generate more creative thinking ideas to grow your business. Learn the roles you need to allocate to help the creative thinking process. Learn why creative and operational modes are different. And learn how environment and culture support creativity. Read this for ways to generate more creative thinking ideas.
Our creative thinking guide shares the 3 benefits of creativity for your business.
With such clear benefits, you’d think creativity would be a high priority for most business, right? They’d spend a lot of time on it.
But, no. In reality most business spend very little time on creative thinking.
They get stuck in day to day tasks. They look for certainty, predictability and routine. These are the opposite of being creative. It means there are often barriers to creative thinking to overcome.
So to help with that, this week we share 3 tips on generating more creative thinking ideas.
Creative thinking #1 - Define key roles
But who needs to be involved in this stage? And what do you need people to do?
To make the process clearer and give it structure, it helps to identify specific roles, and allocate those to specific people :-
- opportunity owner.
The opportunity owner
The opportunity owner starts the process. They identify the need for creative thinking ideas. It’s usually someone senior in the business and / or someone in marketing.
The opportunity might be something the business hasn’t done before. Or fixing a problem to improve the way the business works. Either way, the owner’s responsible for finding the answer.
You normally find the opportunity in one of the 3 benefit areas we mentioned earlier. They’re in brand differentiation, customer experience or brand activation. The creative thinking process helps you work out how to go after the opportunity.
Idea generation session
Once the need’s identified, the owner initiates the next step by gathering a team of relevant people.
This team come together for an idea generation (ideation) session.
This stage is all about generating lots of ideas. Whether those ideas are good or bad doesn’t matter at this point. They can be screened and refined later. Quantity, not quality of ideas matters.
The opportunity owner shouldn’t run this session. Instead, they should appoint a facilitator, leaving them free to take part in the session and not worry about the process.
That means they can freely throw in their own creative thinking ideas. They hold off making judgements on the other ideas.
Remember, it’s about getting as many ideas as you can. Judgement comes later in the process.
The session and process is run by a facilitator. It’s their job to make sure the right things happen, not to come up with the ideas. That means they need to know how to pull ideas from the team.
The facilitator owns the process to find the idea that’ll meet the opportunity. That process includes the set-up and running of the idea generation session. They listen to the the opportunity owner’s need, and use that to define the goal for the process.
From this, they set the agenda and plan on how the session will work.
Giving out stimulus material, for example. Running creative thinking exercises. Sourcing inputs and ideas from outside the business. (See our creative thinking guide, and our creative problem solving article for more on this).
The facilitator runs the session. They take notes, and make sure the group keeps to time. Their objective is to help the group generate and organise ideas. They also manage difficult people, and overall group dynamics. (see our easy creative ideas article for more on this).
But importantly, they don’t contribute their own ideas in this session. That’s not their role. In fact, it’s important they avoid judging or filtering ideas. That all happens later.
It often helps to have an external facilitator, say from one of your agencies, or a specialist facilitator. The facilitator needs to be an expert in the process, not the topic. In fact, if they’re not topic experts, they can stay impartial about the team’s ideas.
The facilitator is also responsible for co-ordinating the meeting outputs. These go to the opportunity owner. At that point, responsibility for the ideas and process passes back to them.
Contributors are anyone in the business, or from outside like your agencies who bring knowledge or expertise relevant to the opportunity.
You want people who are naturally good at ideas. Or, those with specific skills or understanding who can bring different perspectives.
Contributors are full participants in the ideation session. But, as ideas get screened and tested, they take on a more advisory role, called on as needed.
The benefit of having these different roles is it leads to a wider and better range of ideas. But for that to happen, you need to make clear the “creative” session is a different way of working to people’s normal day-to-day work.
Creative thinking #2 - Creative and operations modes
Getting the team into a creative frame of mind is an important part of the facilitator’s role.
In most businesses, most people spend their time on operations activities, not creative ones. Doing creative things isn’t the day-to-day.
Operations activities include writing reports, reviewing budgets and plans, and going to status meetings for progress checks and approvals.
All important. But rarely creative.
Operations tasks run the business now. But creative tasks set the business up for the future. You need both. Just doing the day-to-day can leave you heading in the wrong direction.
Creative thinking helps you set and check the direction of the business. It helps you plan the best way forward.
This means you “run” in the right direction when you go back into operations mode.
Your “creative” time and “operations” time need to work in harmony.
Creative outputs make your operational activities more effective.
And, operations outputs are how you bring your creative outputs to life.
Operations covers all the routines, procedures, rules and known solutions you use to run your business. The things which make make your business efficient.
It’s what happens in the factory, restaurant, bar, or office to deliver products and services. Plus, the activities which track and monitor how well you produce those products and services.
But go into creative mode to generate creative thinking ideas, and it’s different.
You ask people to review and reflect on different inputs. For example, what’s going on with customers and competitors? Are there new ideas in customer search trends? What new technical advances are coming to market? And, what competititve strategy does your business need to succeed in the future?
Creative session are typically less formal and structured than operational meetings.
You’re asking people to think, rather than carry out the tasks they normally do. You’re tying to make your business more effective.
The often means different stimulus materials. Sensory inputs like video, images and music, for example. Often, you’ll have storytelling inputs like case studies.
The creative way of working is more speculative. More experimental. The outputs are less tangible. You often need to generate many ideas, before you find a good one. That means many ideas get thrown away, never to be used. It can take time for people to get their heads round this.
People are usually more comfortable with “operational” mode. It’s what they’re used to. It can be hard to adjust to this more fun and chaotic approach. Having fun, or letting things go wild doesn’t feel like work. It can make people uncomfortable.
Fun and chaos add value
To make people more comfortable, you need to show that fun and chaos in creativity add value. That fun and chaos have a serious impact in terms of better creativity. Better ideas.
Show how creative improvements in these areas grows your business. More customers. More sales. Better profitability.
Creative thinking #3 - Environment and culture
The most successful creative companies like Pixar, Apple and Google create an environment which supports creativity. They build it into their culture. If you want creativity in your business, it has to become part of how you do things.
Generate ideas from extroverts AND introverts
This is mainly down to group dynamics. Especially when there’s extroverts in the group. They often dominate conversations and drown out ideas.
So, while group sessions are still important to generate creative thinking ideas, don’t let them be the only way you do it.
Think about how else you can generate ideas. How do you bring in ideas from introverts in your team, for example? They can feel pushed out of group discussions.
They’ll often take longer to come up with ideas. But often that extra time leads to them coming up with better ideas than a brainstorming will.
This makes us think of the book, The Year Without Pants by Scott Berkun, about his experiences working at WordPress. At WordPress, workers mostly work remotely from all around the world. So, group brainstormings don’t really happen.
And yet, WordPress regularly come up with huge numbers of new ideas. They do this by creative use of technology, particularly internal blog posting, message boards and live chats. These are great idea forums for more introverted thinkers.
They also have limited, but focussed, in-person get-togethers. This means they don’t lose ideas from their extrovert thinkers. At these, teams are charged with coming up with specific creative thinking ideas together to exploit opportunities and fix problems.
Conclusion - Creative thinking ideas
When your business focusses only on operations, it’s easy to forget the value creativity brings. Creativity has to get its fair share of your time.
With that in mind, we’ll finish by sharing 2 of our New Year resolutions.
The first is we’ve set ourselves a target to run more regular creative thinking sessions. Both internally and with customers.
We’ll share the most relevant ideas from these when we can.
Which leads us to our second resolution. Which is to be more active on our social channels. Like many businesses, we got sucked into the day-to-day grind this year. We want to make next year different.