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Participants congregated to share research, explain current initiatives and ideate new solutions for the needs of children on the move as well as means of prevention against the many risks these children face. Among participants were humanitarian organisations like UNICEF, government representatives, the United Nations, intergovernmental agencies, universities, private sector companies, Save the Children’s many international offices, and many more.
It was inspiring to see the spirit of collaboration and collective action that permeated the event. There was incredible energy as attendees shared their work, ideas and passion for change.
We were asked to graphic record throughout the day, capturing output from talks and workshops. The graphic recording was galleried in the main hall so attendees reflect upon the content from the day, and discuss plans for future action.
We created an infomural that wove together the output of the event into a visual story. There was a powerful narrative running through the event – the journey of young refugees, migrants and displaced persons from risk and turmoil to hope and opportunity, supported by the collective initiatives of all those represented by the event – and we wanted to bring it to life.
As part of the event, Save the Children nominated 20 inspiring young people, all currently or in the past considered “children on the move”. These incredible young people were strong advocates for the rights of their peers, contributing music, legal aid, philanthropic support, and more to the cause. We shared their stories in visual form and were thrilled to see them respond effusively, laughing and taking photos of each other.
It was a pleasure to collaborate with Save the Children and we were inspired by the stories we captured during the event. The strength and positivity that was generated during the two days of talks and workshops is much needed. There is a lot of work to be done but huge hope for the future.
After months of research into the inner workings of the company, US Attorney general Eric Holder this week published a report with recommendations for what Uber could do to redeem itself https://goo.gl/zwGhJA. Central to the report was a recommendation to “Reformulate Uber’s 14 Cultural Values,” to reflect more inclusive and positive behaviors.
Corporate value statements—those things you often see engraved in Plexiglas in corporate lobbies—exist to remind a company of its purpose in the wider world, of its very human reason to exist. But they must move beyond the lobby to act as the glue to bind employees together like a family, a beacon to steer towards when the going gets rough, and a code of ethics to hold employees to a higher standard. And yet, because company value statements are—necessarily—broad and open (or in Uber’s case vague and meaningless), a company’s values can be difficult for employees to translate into day-to-day behavior. What, exactly is meant by “super-pumpedness,” and does that mean downing several cans of Red Bull before clocking on, or something else entirely? And what happens when colleagues have different interpretations of the values? How easy is it for the language of a company’s values to translate into action for the boots-on-the-ground employee? How can a company ensure that its values are lived, not just talked about?
Innovation Arts knows that company culture crises are often an accumulation of small transgressions by employees who do not understand what the corporate values mean for the day-to-day. Or that trouble begins when the values fail to communicate what top brass believes their company to be. In our experience, a company’s values come to life within the company culture, which tends to bubble up from the bottom, from the lowliest employee to the CEO. If a company’s stated values include respect and diversity, then employees will be respectful of one another, form teams with people not like themselves, and reach outside their own sphere for new ideas. When your company values and culture promote “be yourself” and “toe-stepping,” then, well, just ask Uber what happens.
We have worked with a number of companies and cherished national institutions who are mindful of the impact values have on an organization, and wanted to ensure their values were meaningful for the people who follow them every day. However, admitting that you don’t quite understand them, or maybe that you interpret your corporate values differently than your colleagues can be a difficult conversation. That’s where the concept of game science can literally be a game-changer. By working with game designers, Innovation Arts has developed a new way to engage and inspire employees about their organization through our game Dilemma™ that translates an organisation’s values into day-to-day behaviours for every employee to understand and act upon. Dilemma™ employs a rigorous interview process to ensure a bespoke experience for each organization that uses it, and allows employees to put their corporate values through their paces through a series of scenarios matched with potential responses. Players earn points for responding with the action most closely tied to the intent of their company’s values—carefully avoiding the reactions born of habit or context. As much as we want to aspire to the better angels of our nature, it is a fact of modern life that we go astray, especially when time is short. Dilemma™ addresses these little slips and shortcuts, and encourages the players to talk through what a “wrong” response is, and yet, why an employee might be tempted to take the easy route. By identifying the preferred actions and the likely workarounds, what we have noticed is that the people who play Dilemma™ are more likely to talk about their company’s values in a way that is meaningful for each person, clarifying what the values are, why they exist, and how they should be enacted. Being honest enough to have an open and frank conversation about the accepted wisdom of company culture can motivate a group to own their values, and bring them to life.
Corporate values everywhere are a hot topic. The May 2017 issue of Fast Company magazine featured a cover story about the importance of embracing corporate values, and the impact they can have on the wider world. From automakers such as Ford and Audi to fashion houses like Gucci and Ralph Lauren, from health care firms to consumer packaged goods makers, companies are increasingly seeking to align their commercial activities with larger social and cultural values—not just because it makes them look good, but because employees and customers have started to insist on it. Millennials spend money in areas they believe in, and companies will simply have to respond. If you count the number of lives big companies like Facebook or Airbnb touch, they can have as much influence as a national official, so what they stand for themselves matters.
And that finally is what makes a company’s values so important. With global politics in a state of upheaval and trust in governments and other institutions suffering, corporations and large businesses may have to step forward to fill that gap and lead. What will ultimately differentiate those leaders is their inner motivations, their intentions. If your company intends to do good, and your employees know how to translate that into action, then it is clear on which side you will end up. What are your intentions? Are your employees living it every day, with every action, every decision? Perhaps it’s not clear whether they are engaged or not, or if your company’s values are simply words without meaning. If so, we encourage you to challenge your people to live up to what you say you stand for, to make each other better. What do you do when the chips are down, or you are in a hurry, or you are simply desperate to make that sale? We know that if you can count on your values in times of stress, then you will be able to rely upon them in times of ease. And it is possible that having a higher purpose will help a company’s profits in the long run.
Corporate values, like personal ones, exist to make everyone’s life better. If you enact them in small ways every day, the value compounds, and you can make a big impact.
Is your organisation one of the 10% that is getting it spot on with Engagement and Values, or are you looking for new ideas and support? Whether it’s about articulating the right values for your organisation, embedding them, or engaging your employees around strategic initiatives, we’d love you to get in touch to explore how design thinking, collaboration and games science such as Dilemma™ could help.
Whether our clients are FTSE 100 Directors, Global Directors of multinationals or large public institutions, one thing HR Directors express is the need to support both change initiatives and day-to-day operations whilst under greater pressure and flux than before. To paraphrase the Red Queen, We must now run as fast as we can, just to stay in place. And if you wish to go anywhere you must run twice as fast as that.
With voluntary resignations at an all-time high and unemployment rates historically low, the pressure is on HR Directors to find innovative approaches.
Whilst some of the evolution in employee mobility can be put down to external shifts in culture, demographics and economics there are other factors that fall within a businesses sphere of influence. Innovation Arts suggests two areas of focus that HR Directors can lead within their organisations for proven and measureable results:
Measuring absenteeism, turnover, and productivity might give you a metric of how engaged your employees feel, but true employee engagement is more than a KPI, it’s a way of life. HR Directors can lead this, but the whole leadership team needs to get behind it. It’s about getting the whole organisation involved, and actively behind the Company’s purpose and strategic objectives.
It can seem easier and faster, particularly in a large company, to take high-level decisions in the boardroom, and cascade strategies top-down rather than face the mammoth task of truly engaging hundreds and thousands of employees, and in the short term maybe it is. But there’s always a price to pay down the line when it comes to delivering the strategies.
Teams that are consistently high performing all show a number of common factors, including collaboration, trust and transparency. Conflicts are sought out and resolved together, not ignored or over-ruled. The companies we work with that invest in up-front collaboration on big decisions see pay back many times over in true employee engagement and measurable business results.
As well as playing a vital role in delivering an organisation’s strategy and objectives, lived values and behaviours are also instrumental to managing talent throughout the employee lifecycle. Most companies have them on a poster on the wall somewhere, yet it’s a rare company where they are actively managed. In our experience, sectors such as Health and Hospitality – where you might naturally expect strong common values to guide employee actions – show the strongest sense of shared values amongst employees, yet without company-wide interventions these values are still not translated into daily lived behaviours. Indeed, employees express a sense of frustration with that disconnect. In other sectors such as Finance or Manufacturing, the Company Purpose doesn’t always align naturally with any specific values, and if they are not integral to the recruitment process then it is only by chance that employees find anything to relate to in the values found on the corporate charter. Overall Innovation Arts estimates that fewer than one in ten organisations have values and behaviours that are clearly understood and lived on a day-to-day basis.
Can your employees articulate your organisation’s values and explain how they affect the decisions they take and the way they behave in their own jobs? When an employee identifies strongly with an organisation’s values they are much more likely to engage and to stay. The implication for HR Directors is that from recruitment through day-to-day work to performance management, values and behaviours should be an integral part of what we measure and track.
At Innovation Arts we believe playful approaches get serious results, and this is why our Games Science team has developed a suite of easy to use, effective and engaging tools including DilemmaSelect for recruitment, and Dilemma for embedding and tracking desired values and behaviours sustainably.
Where do you fit? Is your organisation one of the 10% that is getting it spot on with Engagement and Values, or are you looking for new ideas and support? Whether it’s about articulating the right values for your organisation, embedding them, or engaging your employees around strategic initiatives, we’d love you to get in touch to explore how design thinking, collaboration and games science could help.
The full-colour Infomural can be found just right of the front doors of the museum. Created live over the course of the one-day event, it captures the cumulative vision of thousands of participants. During the festival, attendees where asked “What will transport in London look like in 2040?”. Participants shared visions of a greener, more connected and sustainable world – with the occasional hover car thrown in for good measure. These ideas are elaborated upon in the text surrounding the infomural within the museum.
The festival was a wonderful opportunity for us to work with the public as a whole. We can’t be happier to be included in the London Transport Museum!
We tend to create the framework for our own reality based on past observations, experiences and reflections. We do this using a language that has helped us understand this state, enriched with further meaning and credibility through dialogue, shared experiences, and discussions with others.
The limitations of this process are clear. If we remain in equilibrium, constrained by our own perception of reality, then where do breakthroughs come from? What must happen to break our own alignment with conventional wisdom and follow another train of thought, and then allow others to understand it and (potentially) embrace it? It is at this point some might begin talking about ‘creativity’ and ‘brainstorming’, but many attempts at creativity in problem solving or in innovation remain framed – and as such constrained – by existing ideas of reality. Before we look at creativity our next post, we first have to deal with the idea of paradigm shifts.
Breakthrough thinking requires challenging our acquired knowledge. Without getting too deep into theory, for now we will say that to experience a breakthrough, we must be open to questioning what we think we know and the way we view the world. We must also accept our personal or organisational ‘fog of war’ – the things we are as yet unaware that we don’t know – and that whatever is in there could potentially be exciting. Engaging with our ignorance as something positive allows us to unlock our curiosity, so that we may actively seek out novelty, experience and new interpretations, which gives us the power to embrace a new paradigm of ‘possibility’.
Possibility are the things that may or may not come to pass. In any one given situation there could be many different outcomes, but we limit our choices as human beings and as communities, often because we work on options grounded in our past and by a communal agreement on what is, and what is not possible.
Challenging a communal agreement opens up the challenger to risk, whether purely reputational or much worse than that… Consider, for example, that at a time when conventional wisdom assumed Earth to be the centre of the universe, Galileo Galilei reported his discovery that the centre of the universe was, in fact, the sun. In doing so he was stepping out of a community of agreement to introduce a new possibility – opening a dialogue that challenged ‘reality’. Unfortunately, Galileo’s new ‘reality’ fundamentally disputed established teaching, and his refusal to recant his theory meant he was imprisoned by the Inquisition for the rest of his life.
Many other eminent scientists have gone on to make discoveries that became accepted as natural truths, but were subsequently disproven. Isaac Newton’s theory that light was composed of particles, for example, was accepted as fact until 100 years later when Thomas Young discovered that light spread as waves and opinion changed. Subsequently, Einstein came along with his famous e=mc2 equation and told us that light travels in waves as particles. We do not ridicule Newton or Young for being ‘wrong’ of course; each scientist made his own contribution to our evolving understanding of physics, a discipline where the most renowned thinkers are constantly open to extraordinary and as yet unimagined possibilities. Other disciplines would do well to learn from this approach.
Practically speaking, how do you shift an organisation’s paradigm from one of reality to one of possibility? We firmly believe this is not the job of a single leader. Rather, leaders must harness the combined strength, intellect and imagination of their people. By bringing many voices together in conversation and collaboration, the realm of possibility is greatly expanded and the ground is laid for exploration, experimentation, inquiry, trial and error and ultimately, triumph.
Once you have assembled the right people – people who know, people who decide and people who do – and you know the questions you want to answer, the next step is to carefully design the conditions for having necessary conversations. There are many different kinds of conversations, each of which serves a different purpose. The conversations that can be had between two people are different to those had within a small group of eight, and different again to those of a larger group, different yet again to those held in person and, indeed, virtually. It is likely that a mix of all of these, carefully structured and using appropriate language, will move you from ‘reality’ to ‘possibility’. Design thinking helps establish which conversations must be had, with whom and how, in order to achieve the possible and to unlock the Group Genius that leads to breakthrough ideas.
Possibility, and knowing that there are in fact multiple options, also suggests the necessity of making choices. It is sometimes harder than we think to accept we have choices to make, as this also imposes the requirement of taking responsibility. The next question becomes, ‘how do we make the best decision?’ and the answer is creativity.
Once you have entered a paradigm of possibility, creativity is no longer the process of generating ideas, but the process of eliminating options.
In an earlier post, I talked about words and language as a model – an imperfect representation of something else that is in some way useful. Language is the basis of our own individual, internal reasoning or ‘way of thinking’ because it enables us to describe the world around and within us. We create definitions that convey the form, breadth and identity of everything. We compare and contrast, form relationships and make associations to help better understand our world and form our internal frames of reference.
Language also forms the basis of our interactions with our environment and the people within it. We use it to communicate complex social structures and our place within them, to understand and to be understood, to resolve disputes, and to provoke action. Language as a model is so powerful that words alone can move human beings to feel fear, anger or disgust; it can be the catalyst for positive change or can start wars. Through storytelling we share our experiences of the world as we see it, as well as our vision of what might be possible. Language can not only describe but also shape our reality, manipulating other peoples’ idea of the truth. But in order to do that effectively and with intent, we need to be confident that the way we interpret language is consistent with those whom we seek to influence.
Gordon Pask, eminent Cyberneticist, did a tremendous amount of work on conversations and ‘Conversation Theory.’ One important conclusion, paraphrased, is that in order to understand we must agree. For example, if we can agree the meaning and context of the word ‘green,’ I will understand what you mean when you say ‘green’. That both of us use a word ‘green’ is not enough – many cultures would include colours I see as ‘blue’ with their definition of green – we must agree on the precise meanings of words in order to fully understand. Although this sounds like a simple concept, our experience of language in a variety of organisations tells us it is not always one meaning that is assured, leading to conflicts, costs and wasted time and effort.
If we are not to assume linguistic agreement – and we should not – we must establish it through conversation. Through ongoing conversations in our social groupings over time we form our own unique languages to facilitate our lives together, building a sense of community, culture and identity for ourselves.
Christopher Alexander, a master of the architectural world, describes the notion of a ‘Pattern Language’: In a town with a living language, the pattern language is so widely shared that everyone can use it. When the language is shared, the individual patterns in the language are profound. We have, of course, our own pattern language at InnovationArts – you will be getting a sense of some of it through these blog posts – and find different pattern languages in every organisation with whom we work. Chances are you can identify a pattern language in your own organisation and see clearly how it is distinct from other organisations you’ve encountered, as well as how it differs from the pattern language of your own family and social circle.
Patterns in language are always simple – complex patterns cannot survive the slow transmission from person to person. They are also comprehensive, covering the whole of life as we know it. In this way, we are able to reflect and interact around form, scope, identity and our relationship to our environment – let’s call it ‘context’ – and take a stance as to where we fit. As a group of individuals we use language to model our ‘reality’.
Let’s come back to models. When we talk about reality, we are talking about the things we know to be true. Language, dialogue and conversation give us the potential to build and share our knowledge. But how much of our ‘knowledge’ really is the truth and how much, at best, is just a model that is good enough for now?
We exist in a constant cycle of observation, reflection and interpretation, and as we change our perspectives our language adapts. The words we use are fundamental in articulating our view of reality and in turn become a living, evolving component of the complex systems in which we operate. The opposite can also be true: when you want to change ‘reality’ and have a new beginning, what better place to start than with ‘the word’? By intentionally shaping our pattern language we can use it to achieve our ambitions – personal, organisational and societal.
By thinking about language as supporting not ‘reality’ but ‘possibility’, it will help you understand why at Innovation Arts we aim to be scrupulous in the way we use language in all our work, and the powerful role words play in influencing the possible.
The Shell Accelerator was a one-day event during the festival that accelerated thinking and team-building through collaborative workshops interspersed with engaging talks and pitches from keynote speaker. We sent James and Jordana over to capture the content from the Shell Accelerator through graphic recording.
If you want to read more about the event or see some of the amazing exhibitions that featured click over to their website here:
The festival was part of an ongoing initiative to educate and involve the public in the design of TFL services. It presented TFL designs from the past and present and imagined how these designs might be reinvented for the future. Partnering with ARUP, we brought public projections of the future to life with graphic recording.
We asked the public carefully crafted questions about how transport might look in 2040 and as the answers came in, we got to work! Scribes Jordana and James captured the individual ideas in two tessellated grids, while Eddie distilled the information into one incredible Infomural.
It was an amazing day – working collaboratively with thousands of people is a rare opportunity and we relished it!
Plus, we woke up this morning to this surprise! Take a look at Eddie on the BBC today:
If you want to read the full BBC write-up of TBD festival you can find it online at:
The reversal is indicative of the changing investment climate for Fintech, the fastest growing industry in the UK. Many start-ups are sceptical of Venture Capitalists and investors backed by large institutions. The nature of their business allows start-ups to get prototypes off the ground without huge investment backing. However, as the industry grows, working with a larger institution can offer its own rewards. Insight, managerial support and infrastructure are as useful to start-ups as money and VC’s are willing to offer expertise as well as capital.
As a highlight of London Tech Week, the talks made clear that banks and VCs are taking greater notice of Fintech. It’s a booming market with increased investment, at the forefront of innovation. As one of the UK’s strongest business prospects, we are sure to see Fintech start-ups grow quickly from their humble roots. We sent Jordana to scribe the output of the day through graphic recording.
If you want to learn more about London Tech Week and Innovate Finance’s talks for the week look no further: http://londontechnologyweek.co.uk/event/money-talks-vcs-take-stage/
Our scribes captured content throughout the day touching upon everything from street dancing to asylum seeking in the UK. They had the pleasure of speaking to some inspiring young people during the event breaks as well. If the passionate, informed attendees of this event are our future, we’re in good hands.
Find out more about the day’s talks at: