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10 Reasons to Adopt Data Visualization
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Coaching for Creativity in the Workplace
There was a CEO of a large company who had an interesting object
on his desk. Over the course of many years the object had been
the topic of numerous conversations by most employees and
visitors who found themselves in his office. When I heard the
story about the CEO and the strange object, I knew it had to be
the topic of an article, because of how moved I was by the
message.
The object on his desk was a hand-carved automobile made from
wood that was similar to what you might see at a Cub Scout
Pinewood Derby. The car was about eight inches long and although
quite detailed in design, obviously wasn't professionally made.
Someone had constructed this car for a specific purpose. The
unique part of the car was that its wheels were not round, but
rather square! That's why it became the object of conversations:
people were awestruck by the design and construction.
When asked about the unusual wheels, the CEO would say that the
answer required an explanation. He said he actually looked
forward to giving the explanation, because it gave him an
opportunity to promote a message he believed was critical to
being successful in today's business world.
The CEO explained that one of the deadliest problems an
organization can have is what he called "traditional,"
"conventional," or "habitual" thinking. The symptoms, he said,
were when people in an organization applied a traditional way of
thinking to solve problems, or even answer questions. He
explained that individuals and teams cannot achieve more than
they have in the past if they only apply the paradigm that got
them where they are in the first place. "In order to move to the
next level it's necessary," he said, "to apply a different set
of rules and a different method of thinking." Then he gave an
example of what he meant. In a team meeting, for example, when a
"crazy" or "off the wall" idea is made its common for other team
members to put down, dismiss, or even ridicule the suggestion.
This is because they are using the traditional set of rules and
thinking they have always used. And if this thinking process is
allowed to continue, the net solution will likely be limited and
possibly even ineffective.
By contrast, what is needed, the CEO explained, is divergent and
sometimes "off the wall" thinking. He believed that even "crazy"
ideas can sometimes lead to the best solutions. So, if a manager
or team leader over-controls or puts down seemingly
"off-the-wall" ideas, it not only stifles the coaching and
communication process, but it also can limit the value of
potential solutions.
The CEO had a favorite story he used to illustrate his point. It
seems a manufacturing company had suffered high turnover for
several years. The Director of Human Resources had calculated
the cost of the unusually high turnover and presented it at a
senior staff meeting. Although everyone in the meeting was aware
of the problem, when confronted with the real cost of turnover,
they immediately became concerned. One member of the senior
staff asked, "So what can we do? These people don't like our
working conditions so they quit after a month or two. We can't
change the fact that we do repetitive assembly work. So we are
stuck, unless we find a legal way to chain new employees to
their table."
Everyone got a good laugh from the comment. But it followed by
an "off the wall" add-on by another person who said, "If new
employees are walking off the job, then we need to hire people
who can't walk." There was silence in the room for a full minute
while the senior staff members considered if that last comment
was relevant, or spoke of discrimination.
The silence was broken
by still another executive who said, "If
the people we currently hire end up not liking our working
conditions and walk away, then maybe we ought to consider hiring
people who are physically challenged in some way."
There was one member of the senior staff who often tried to use
his sense of humor to reduce tension in difficult situations. He
must have felt the tension was too high because at this point he
said, "Hiring people with physical challenges to work on our
assembly line would be like trying to sell cars with square
wheels."
Once again there was silence in the room, which was followed by
the Director of Human Resources who ignoring the previous
comment said, "Right now we don't have any active system in
place to seek out physically challenged people. What do you
think? Should we give it a try?"
The president of the manufacturing firm, who had remained quiet
for this discussion, then spoke up. "I'm alarmed at these
reoccurring costs of recruiting, replacing and training new
employees. There is no doubt in my mind that these costs are a
serious impact to our bottom line. If changing our hiring
practices will help even in a small way, I'm in favor of it."
With that comment, the HR director got a mandate to modify her
methods of seeking applicants for the assembly line. Over the
course of a year by making reasonable accommodation for
physically challenged people, the HR director successfully hired
and trained a number of employees.
Once again, a little less than two years later, the Director of
Human Resources made a presentation at a senior staff meeting
concerning employee turnover costs in the plant. This
presentation, however, generated a much different response from
the senior staff members. Her report first centered on how her
department had actively recruited potential employees who were
physically challenged. Then, she shocked everyone with the
results of her efforts: employee turnover had been reduced from
40 percent per year to less than 5 percent in less than two
years!
This is merely one of many examples the CEO used to help his
visitors understand the importance of not restraining thinking
during brainstorming. If the president of the manufacturing
company had over-controlled his subordinates, or had criticized
"crazy" ideas, then the discussion that led to a great solution
would probably have never happened. That's why the CEO had
someone make an automobile with square wheels as a reminder to
him and all his visitors that it is critical to create an
organizational culture that not only listens to, but also
rewards the volunteering of seemingly "crazy" ideas.
Leaders must understand that one of their most important
responsibilities is to create an organizational climate wherein
followers feel empowered to speak up and "dream the impossible
dream." Without that type of coaching and
leadership, problems can only be solved with traditional or
conventional beliefs. Issues can only be addressed with old or
even worn out thinking.
That's why the CEO treasured the hand-carved automobile with the
square wheels on his desk. It was his reminder that coaching for
creativity is an art that can drive profit and empowerment.
About the author:
Richard L.
Williams is a business consultant specializing in
performance coaching, quality improvement, team development, and
leadership development.
To learn more about coaching for
creativity and how it can help you organization, please contact
Dr. Williams and the CMOE team toll free at (888)262-2499.
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