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Have a Bad Day!

Seriously, we wish you a bad day. May struggle fill your agenda. May you confront problems never before faced. May your ability to adapt be tested. May you become aware of your weakest link. May demands stretch your team’s capacity to the brink of failure. Invite the tension. Seize the opportunity. Discover the resolution. What happens next is game changing.

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10 Ground Rules for Innovation

The most innovative team in the history of Team Clock® engagements never stops their strategic planning activity. Their approach is not a time-limited series of steps that lead to a single vision. Instead, they embrace an ongoing, perpetual, cyclical process where the vision constantly evolves. The result is unparalleled discovery and invention. How do they do it?

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Seeing the World Through Your Teammate’s Eyes

Our contribution to our teams includes a history of bias. We each see the world through a unique lens filtered by a blend of past experiences and learning style. Often, innovation is hampered by bias. We believe we are considering every possible angle yet we’re limited by the boundaries of our own perspective. Alternate views are alien and cause discomfort if they don’t fit the tidy little universe we’ve created. What might happen if we turned it upside-down? Reflect on these two examples:

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Insight Minus Action Equals Frustration

Doctors diagnose before they treat. Teachers assess learning needs before crafting lesson plans. Risk managers evaluate danger before implementing safety measures. Coaches scout defenses before designing offensive schemes. Action follows insight. Understanding what to do is a much different task than doing it. Unfortunately, many teams get stymied after the analysis. You can build a strategic plan with good intentions but you only frustrate the team if everyone is too busy to execute.

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Innovation Strategy: Segregate or Integrate?

The most impactful innovations are rarely just the good ideas arising from workplace cultures that support creativity. They are the outcomes of diversity and collaboration that begin with a problem and end with a solution that improves the world. As simple as the recipe might be, it’s difficult to assemble and sustain a team of people who are capable of unselfish, integrative thinking. Why, for instance, would a group of world renowned physicians invite a team of engineers and designers to a strategy session? Even though the physician has never designed a device and the engineer has never performed a surgery, the integration of their talents might create a breakthrough in disease management. How might this apply to your industry?

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