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Creativity, Innovation, and Change

341 calificaciones

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The Pennsylvania State University

Creativity, Innovation, and Change

341 calificaciones

Let’s keep making history together - over and over! In 2013 and 2014, over 200,000 people from more than 190 countries came together in this MOOC to explore creativity, innovation, and change. What did we DO? We discovered creative uniqueness through Creative Diversity. We used Intelligent Fast Failure to build innovative skills. We applied CENTER principles to drive personal change. And we implemented value creation skills to initiate lasting change. That was CIC 1.0 and CIC 2.0, and it was a BLAST! Now we’re back - and even better than before - with some new faces and fresh ideas to help you develop your creative potential, so you can enhance and transform your business, your community, and your personal life. This is CIC On-demand … we’re ready to ROCK … AND we are always open! Recommended Readings Innovate or Die - Jack Matson: http://amzn.to/14Wed0V CENTER - Darrell Velegol: http://amzn.to/17rLzXJ

De la lección

CENTER Model

In this module, you will learn about the 6 practices of the CENTER model, which stands for Character, Excellence, owNership, Tenacity, Entrepreneurship, and Relationship. Each practice will move you closer to realizing the ideas you are generating and developing using the tools you’ve learned so far! To top things off, you will design your Life Ring with a partner and take your first action steps toward projects and ideas you are passionate about.

Entrepreneurship6:29

Relationships3:17

Life Ring Assignment5:57

Conoce a los instructores

Dr. Kathryn W. Jablokow
Professor
Engineering Design and Mechanical Engineering
Dr. Darrell Velegol
Distinguished Professor of Chemical Engineering
Department of Chemical Engineering
Dr. Jack V. Matson
Professor Emeritus
Department of Enviromental Engineering
Elizabeth Kisenwether
Assistant Professor
Engineering Design
John Bellanti
Dr.
Dr. Armend Tahirsylaj

Hello everyone, welcome back.

Today we are going to talk about measuring things in order to get them done.

Terry, what do you think are some of the key barriers to getting things done?

>> Well, one of the big barriers is trying to do too many things.

I read a great book earlier this year called The Four Disciplines of Execution.

And in this book they describe how we try to do five things.

We try to do ten things instead of trying to

do one or two things and actually getting them done.

>> So what kind of metrics would you use to measure things?

>> Well in this book, they described lag metrics and lead metrics.

And, lag metrics are, was I successful yesterday?

Lead metrics are, will I be successful tomorrow?

So let me give you an example.

A number of years ago my dad wanted to lose 80 pounds.

>> Wow.

>> So he had his lag metric, he wanted to lose 80 pounds and

he could step on the scale each morning and know, was I successful yesterday?

But to be able to act today and predict will

I be successful, he was able to watch two other things.

He was able to see how much was I eating each day, and he kept

track of the points that he ate, and how much did I exercise that day.

And so by keeping track of those two lead metrics, he knew

if we would be successful on the scales a week from now.

>> So once you've picked your metrics, how do you keep

on track to make sure you get where you want to go?

>> Yeah, well that was one of the great things about the program he was in.

It was Weight Watchers.

They met every week and so they

had a weekly accountability, everyone was right there

and they got on the scale so they knew if they were successful or not.

>> You know, it makes me think about the

impact of creative diversity because we're talking about structure here.

We're really setting up a structure for measuring things.

>> That's right.

>> And people, we know, respond to structure in different ways.

So people that have a more structured view of

the world, they may find these metrics natural, comfortable.

They may even say, hey, I do this all the time but people who have a less

structured way of thinking, they may have to work

harder at setting up metrics and sticking to them.

They need to realize that sometimes it's absolutely necessary.

It kind of makes me think Jack, do you

use metrics in your Intelligent Fast Failure too?

>> I use measurements two ways.

I tend to be a less structured person.

>> Mm-hm.

>> And so, one way is through idea generation.

I measure daily how many ideas I generate, and I write them down in

my idea journal, so I know from day to day whether I'm generating more ideas.

>> Right.

>> And that's so helpful because the more

ideas I generate, the more good ideas I get.

>> That's right.

>> Right.

>> The other way is through my experimentation.

I measure the number of experiments I run because that's the application of

those ideas, so it's very important for me to take note of, of those.

And that imprints in my mind

the importance of generating ideas and practicing.

>> Now, I remember we, we talked about this last year when

you were going through an idea generation phase and you kept track of

your ideas, and you noticed that as you focused your awareness on the

number of ideas that you created each day, your volume expanded each day.

>> Yes, because I recognize those are the

most important things for me and that recognition,

again, imprinted in my mind in terms of

what's important, what's important for me to be creative.

>> Right.

And this really gets back to what we were talking about at the beginning.

>> Mh-hm.

>> By focusing on a few metrics, not everything

but a few metrics, five, six, seven metrics, you

can raise your awareness of those pieces so that

you can reduce your focus and get things done.

>> So what do you want to get done?

Pick a few things that are really important to you and then

find a few metrics that will help you to track your progress.

Thanks for being with us today folks.

We'll see you again next time.

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