‘De­fine what you want ideas for, choose the right peo­ple for the task and use a bou­quet of tools’

Hindustan Times ST (Jaipur) - - World - Pooja Singh pooja.s@livemint.com

Why do man­agers some­times find it dif­fi­cult to think dif­fer­ently? Why are ideation ses­sions not as pro­duc­tive as man­agers would like them to be? Why do lead­ers kill ideas when their sup­port is most re­quired? In­no­va­tion fa­cil­i­ta­tor, con­sul­tant and coach R. Srid­har an­swers these ques­tions in his new book Un­lock The Real Power Of Ideation. In an in­ter­view, Srid­har, who was ear­lier chair­man of Ogilvy One and on the board Ogilvy in In­dia, talks about how to gen­er­ate in­no­va­tive ideas. Edited ex­cerpts: help you get the best of what you are look­ing for.

3. Key No. 3 : The De­sign Key. It is a ro­bust process for divergent and con­ver­gent think­ing. Us­ing this key re­quires pa­tience. If you do it right, your dili­gence will pay rich div­i­dends.

4. Key No. 4: The Wiz­ard Key. Use a bou­quet of tools and tech­niques. This is the divergent key and helps you ex­plore any­thing and ev­ery­thing.

5. Key No. 5: The Smart Key. Use a smart se­lec­tion process. This key helps you fo­cus on what will be most use­ful or ef­fec­tive for you.

6. Key No. 6: The MOT (Mo­ment of Truth) Key. Com­mit­ting money, re­sources and time. This key shows you how to make the right choice for ac­tion.

7. Key No. 7: The Ac­tion Key. Mak­ing things hap­pen. If you used the first six keys, got some great trea­sure, but did not do any­thing, you lose ev­ery­thing you have got. Over the years our mind be­gins to form lay­ers and lay­ers of per­cep­tions based on what we see, hear and ex­pe­ri­ence. These per­cep­tions har­den over time if they are not chal­lenged often with fresh new per­spec­tives. Fresh new per­spec­tives en­ter only when the doors to our mind is open.

How do “cre­ative peo­ple” do this? They seek new ex­pe­ri­ences all the time. They have a few in­ter­est­ing qual­i­ties:

Cu­rios­ity: Undy­ing cu­rios­ity about life, un­end­ing quest for learn­ing.

Ex­per­i­men­ta­tion: A will­ing­ness to test new knowl­edge through own ex­pe­ri­ence. Will­ing­ness to learn from mis­takes.

Us­ing the senses: A keen sense of aware­ness of all the five senses. Us­ing the senses to en­liven the ex­pe­ri­ence.

Ac­cep­tance: A will­ing­ness to ac­cept am­bi­gu­ity in many sit­u­a­tions and not push­ing for a cut & right, black & white an­swer. This shows a de­gree of com­fort with things that are new, un­cer­tain and some­times fuzzy.

Facts & Feel­ings: Will­ing to see be­yond facts and ap­pre­ci­ate feel­ings & emo­tions as well. Ap­ply logic and in­tu­ition; whole-brain think­ing, with­out bias.

Con­nec­tions: The abil­ity makes un­usual con­nec­tions and find new ex­pres­sions. The abil­ity to see the same old thing in a fresh way, by con­nect­ing the dots in an un­ex­pected man­ner.

R Srid­har

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