But On The Other Hand

I recently conducted qualitative research focus groups to elicit consumer opinions regarding three prototypes of a potential new product. One client objective was to understand perceived consumer benefits of key product features in each prototype.

I adapted an improv frame called “Inner Voices” into what I now call “But On The Other Hand.”

After I demonstrated a first prototype I asked a respondent to share one quick factual observation regarding the prototype (it’s tall and slender). I then asked other respondents to “translate” what tall and slender meant to them, either positive or negative (I won’t lose it – it’s easy to hold onto – it won’t fit into my pocket – it is too obvious to others). I often had to remind respondents to say “but on the other hand,” so as to elicit both positive and negative reaction. I repeated this with several other factual observations followed by positive and negative “translations” of the feature observation. I followed the same procedure with all three prototypes, charting the responses on flip charts.

After exploring all three prototypes I asked respondents to share some brief stories of what it might be like to use a product which combined, in their opinion, the best features of each prototype.

This improv based approach:

Quickly surfaced key features for each prototype that were important to the respondents

Forced respondents to identify a variety of benefits and liabilities of the key features (sometimes respondents could not easily come up with both positives and negatives – nice finding)

Highlighted some consumer targeted potential benefits not previously identified by the client

Was fun and engaging both for the respondents as well as the clients

Engage Consumers Through Co-Creation

Co-creation is a proactive process of not only integrating consumers into a company’s development of products and the marketing of those products, but of providing a company with an up close and personal understanding of consumer wants and needs.

When brand managers, art directors and VPs of product development get out from behind that real or virtual research observation window and engage one-on-one with an actual consumer or group of consumers there is the opportunity for consumer connection, and connection sells brands, products and services. All of a sudden the internal team is looking at things through the consumer’s eyes, and becoming a consumer champion.

Successful co-creation requires commitment from each member of the company team – to stop multi-tasking (put away the iPhone and simultaneously working on a report for next week while half listening to the consumer. It requires commitment to be “in-the-moment” with the consumer and with other team members for the duration of the process.

Finally, successful co-creation depends on each internal team member:

Being Real – being what we are, entering into a relationship with a consumer or other team member without presenting a front or a façade

Prizing Another – prizing their feelings, their opinions, their person

Empathetic Understanding – the ability to understand another’s reactions from the inside, a sensitive awareness of how things seem to another

We all feel deeply appreciative when we are simply understood – not evaluated, not judged, simply understood from our own point of view.

There are many different co-creation processes. To view an overview of the process I often use click here.

Communicating in the “Comfort Zone”

To better understand how people perceive information and what their communication affinities and biases are, we can look to time-tested 4-Quadrant behavioral models, which have been used to categorize various aspects of individual behavior, including personality, thinking processes, learning styles, management tendencies and individual performance.

In 340 BC, Plato identified four aspects of individual personality, as the scientist (logical), philosopher (creative), guardian (practical) and artisan (relational). These four categories are strikingly similar to the contemporary Merrill-Reid model, used extensively in management training programs, which describes four quadrants of management personalities as analytical, amiable, driver and expressive.

In my study of over three dozen 4-Quadrant models, it is clear that although the approach of any specific model may be somewhat different, the basic structure and outcome is comparable. Though starting from different directions, most all approaches share a similar and typical 4-Quadrant model structure.

One of the most popular personality assessments is the Myers-Briggs Type Indicator (MBTI). The MBTI expands the typical 4-Quadrant model into a 16 quadrant model. One difficulty is that it is hard to remember all 16 boxes and what they mean. The MBTI is an excellent tool for working individually with people. My experience however is that when working with consumer and creative development teams, the 4-Quadrant models are better suited for quick observation and appropriate action.

For a quick snapshot of my communication focused 4-Quadrant model click here for five-slide overview.

Deep Insight Using Theatre Improv Based Storytelling and Role Playing

Everyone likes to hear a good story, tell stories and pretend a bit - to role play. The spontaneity of storytelling and role playing allows consumers as well as creative teams to share more openly, providing deep rich insight leading to innovative solutions. Improvisational theatre works because it encourages freedom of exploration within carefully constructed frameworks.

Theatre improv based storytelling and role playing techniques are highly experiential and involving. They move us away from just thought, feeling and response, uncovering the life legends that drive us to action. These techniques, based around uniquely designed structures, help guide the activity, and allow the facilitator to customize activities that can maximize insight and help achieve business objectives.

On Wednesday, October 13, 2010, I will be leading an interactive workshop exploring theatre improv based storytelling and role playing at the Qualitative Research Consultants Association (QRCA) Annual Conference in Philadelphia.

This session is not an improv workshop. Instead, the session will:

• Briefly explore the theory behind using improv based storytelling and role playing techniques in qualitative research and ideation
• Identify four main categories of storytelling and role playing techniques
• Demonstrate various improv structures within each of these categories
• Discuss how facilitators can customize structures based on specific needs
• Provide tips on the implementation of storytelling and role playing techniques in a variety of actual qualitative research and ideation situations

Business Schools Using Improvisation Classes to Teach Skills Such as Creativity and Leadership

Here are some highlights from a recent CNN interview with Robert Kulhan, adjunct assistant professor at Duke University's Fuqua School of Business:

In a business world that's more uncertain than ever it pays to be able to think on your feet. That's why some business schools are using improvisation classes to teach skills such as creativity and leadership.

While many people might think of improvisation as unscripted comedy, it can apply to any form of spontaneous theater -- and practitioners say that using "improv" to teach business skills is no joke.

Improvisation isn't about comedy, it's about reacting -- being focused and present in the moment at a very high level.

As well as teaching people to react and adapt, improvisation can teach creativity, innovation, communication, teamwork and leadership.

To read the entire CNN interview click here.

Dental Procedure

Recently I heard a radio spot that began, “When you hear the words dental procedure how do you feel?” My immediate response to the words dental procedure was “UG.” I started thinking about how much additional probing it would take me as a qualitative researcher to find out exactly what “UG” means. “Feel” is such an abstract word that it’s often almost impossible to explain exactly how or why we feel the way we do.

I tried an experiment. I closed my eyes and thought about the last time I was at the dentist’s office, and began exploring my sensory memories of that experience – what I saw, heard, smelled, tasted, and the sense of touch during that dental visit. My strongest recollection was the sense of touch – lying back uncomfortably in the dentist’s chair, and feeling the high speed spray of water from the dental instrument all over my face, shooting into my mouth, going up my nose, making it somewhat hard for me to catch my breath and actually gagging me.

Based on that quick exploration of a real event (the dental visit) rather than the abstract word “feel,” I now vividly understand “UG.” It’s a sense of being totally out of control regarding what is happening to me, as well the sense that I am actually at some risk of physical danger. If a dentist could address those issues for me I might be more regular in my dental visits.

Science of the 4-Quadrant Communication Model

Based on the longevity and usefulness of 4-Quadrant behavior models there must be something to the idea that we can generally categorize how people perceive information and what their communication affinities and biases are in a simple, easy to use and comprehend framework. Over the past several years I have developed a structure that can help us better understand these communication affinities and biases and allow us to communicate more effectively with our peers as well as our consumers.

The four quadrants of the PSRC Communication Model are as follows.

The Logical HOW Communicator

HOW communicators think analytically and don’t engage with things that are not "explainable". HOWs rely on figures and facts and on this basis they feel secure to act. HOWs generally perceive "psychobabble" as negative, but will accept it if based on unequivocal research results. “Just hold on there!” a HOW individual might reply if confronted with moods or opinions rather than facts. As a rule, HOWs then ask for key data to provide orientation for their decision making.

A HOW communicator purchasing a new computer might say, “I want this computer because for $2,000 I get a 2.1 Ghz processor, 10/100/1000 ethernet, 4 GB of ram, 750 GB hard drive, DDR3 SDRAM memory, rewritable DVD drive and a Windows 7 operating system.”

In terms of communication affinities and biases, HOWs tend to look for: precise, to the point information; proof of validity; research references; quantifiable numbers; and subject matter expertise.

Best approaches when communicating with HOWs are:

- Be systematic, thorough, deliberate and precise
- Be prepared to answer many “how” questions
- Provide analysis and facts
- Don’t get too personal
- Recognize and acknowledge the need to be logical and correct
- Don’t rush unnecessarily
- Expect to repeat yourself
- Allow time for evaluation
- Use lots of evidence
- Compliment precision and accuracy

The Creative WHY Communicator

WHY communicators constantly have fascinating ideas, which are pursued without shying away from risks. WHYs are often less concerned with implementation than with the idea. WHYs tend to follow spontaneous associations rather than formal logic. When shopping, WHYs follow their creative impulses. We can hear a WHY person saying "Great, we can do that!" or "That will definitely work!"

If the WHY communicator were purchasing a new computer, he or she might say, “I want this computer because the new design is great, the fact that the speakers simulate holophonic sound means I can meditate listening to my CD’s without having to put on headphones and I can access the data on my hard drive from my cell phone easily.”

In terms of communication affinities and biases, WHYs tend to look for: playful, surprising approaches; visuals, symbols, overviews; freedom to explore; quick pace and variety in format; and new ideas and concepts.

Best approaches when communicating with WHYs are:

- Be relaxed and agreeable
- Provide pictures and metaphors
- Allow them to explore new ideas and concepts
- Make everything seem fun and spontaneous
- Be prepared to answer the “why” question
- Allow freedom to explore options
- Agree clearly and often
- Use the word “we”
- Keep the pace quick and provide a variety in communication format
- Compliment them as team players

The Practical WHAT Communicator

Security, safety and order are important to WHATs, and they therefore tend to avoid risks. WHATs are cautious and put quite a lot of effort into achieving clarity about a particular situation. "Yes, and what is the point of all that?" a WHAT communicator might ask, or "How am I going to pay for it?"

A WHAT communicator purchasing a new computer might say, “I want this computer because it was voted best value by “Consumer Reports,” has a 3 year limited warranty, and lifetime technical support.”

In terms of communication affinities and biases, WHYs tend to look for: organized consistent approaches; complete subject chunks; practical applications; examples; and clear instructions/expectations.

Best approaches when communicating with WHATs are:

- Focus on the task
- Talk about expected results
- Be businesslike and factual
- Provide concise, precise and organized information
- Discuss and answer “what” questions
- Provide facts, not feelings
- Don’t waste time
- Don’t argue details
- Provide options
- Compliment their practicality

The Relational WHO Communicator

WHOs are outgoing and forthcoming! They cultivate friendships, enjoy being with friends and family, like going out, enjoy meeting new people, and sign contracts because the sales representative is nice - but not before consulting with those they trust. "Oh, we can do that." say WHOs, and at a party a WHO individual is an absolute hit.

The WHO person buying a new computer would most likely say, “I want this computer because I like the color, the monitor is big, and because the salesperson was very helpful and said that if I had any problems I can always talk with a technical person in the store.”

In terms of communication affinities and biases, WHOs tend to look for: involvement; personal connection; use of the senses; user-friendly experiences; as well as sharing and expressing.

Best approaches when communicating with WHOs are:

- Focus on relationships
- Be enthusiastic, open and responsive
- Relate to the need to share information, stories and experience
- Be forthcoming and willing to talk
- Ask and answer “who” questions
- Work to minimize direct involvement with details or personal conflicts
- Stress values
- Don’t rush them
- Self disclose
- Compliment them on everything

If you would like more information on how you can build better solutions by utilizing the science of the 4-Quadrant Communication Model send me an email or give me a call at 888-400-7344.

IBM 2010 Global CEO Study: Creativity Selected as Most Crucial Factor for Future Success

The following are some excerpts from a recent summary regarding the IBM 2010 Global CEO Study:

“According to a major new IBM survey of more than 1,500 Chief Executive Officers from 60 countries and 33 industries worldwide, chief executives believe that – more than rigor, management discipline, integrity or even vision – successfully navigating an increasingly complex world will require creativity.”

“The study highlights the attitudes of top-performing organizations based on revenue and profit performance during the past five years, including the economic downturn."

"Top performing organizations are 54 percent more likely than others to make rapid decisions. CEOs indicated they are learning to respond swiftly with new ideas to address the deep changes affecting their organizations."

"95 percent of top performing organizations identified getting closer to customers as their most important strategic initiative over the next five years…"

"Organizations that have built superior operating dexterity expect to capture 20 percent more of their future revenue from new sources than their more traditional peers.”

To read the entire summary click here. You can download the entire report using the link at the bottom of the summary.

Attend - Intend - Extend - Connect

When you’re dealing with some thorny problems and looking for creative breakthrough solutions, try expanding your thinking by considering the following questions.

ATTEND
What do we need to pay more attention to?
How many different ways can we look inside at dreams, intuitions, feelings and ideas?
What needs to happen to look outside at trends, market shifts, feedback, and the needs of others?

INTEND
How can we turn intentions into action?
What is the most important “right” question to be asking now?
How can we eliminate distractions to increase creative focus?

EXTEND
What boundaries, limits or old paradigms do we need to challenge?
How can we suspend our normal ways of thinking and doing?
What needs to happen so we can let go of the inner critic and take risks?

CONNECT
Who or what do we need to connect with in a new way?
What new connections and uncommon linkages will move our ideas to the next level?
What kind of support do we need and how can we get it quickly?

*Based on structure originally developed by IDEA Champions: www.ideachampions.com

Eight Steps for Generating Creative Breakthrough Business Solutions

BUILD a multi-dimensional and multi-level team (including consumers) dedicated to short-term intense interaction, creativity and collaboration to accomplish a clearly defined objective.

CLARIFY communication connection affinities and biases to identify key action drivers that will guide real action regarding the defined objective.

SEARCH inside, outside and all around the objective focusing on attending, intending, extending and connecting.

EXPLORE insights through creative who/why discovery techniques to grow multiple “Crazy and Hazy” (C&H) solution ideas based on both client and consumer inspiration.

EXPAND C&H solution ideas using how/what discovery techniques to align solution options with business strategy.

DEVELOP solution options along with alternative approaches for each option in simple sketch or concept form.

TEST options with consumers and revise continually in-the-moment during the testing based on response.

REFINE team selected best option, engage champions and sell up the ladder to “make it work.”

Do You Have the Qualities of an Innovator?

The following are 20 qualities of an innovator*. Take a read through each behavioral description and rate yourself on a scale of 1 to 4 for each description:

1 = I don’t believe this describes my behavior at all
2 = I believe this describes some of my behavior, but not much or at least not most of the time
3 = I believe this describes much of my behavior, at least most of the time
4 = I believe this describes my behavior extremely well, all of the time

Be as honest with yourself as you can! The maximum overall rating is 80.

I am:

1. Self-motivated – I proactively initiate new projects and receive intrinsic reward for my efforts.

2. Visionary – I maintain a future orientation and think in mental pictures.

3. Committed to learning – I am continually seeking knowledge, synthesizing new input quickly, and balancing information gathering with action.

4. Flexible and adaptive – I am open to serendipity and change, and am able to adjust my game plan as needed, entertaining multiple ideas and solutions.

5. Challenging of the status quo – I am dissatisfied with current reality and actively confront current assumptions.

6. Risk taking – I go beyond my comfort zone, am experimental, nonconforming and willing to "fail" but learn from feedback.

7. Curious – I actively explore my environment, investigate new possibilities and honor my sense of awe and wonder.

8. Connective – I see relationships between seemingly disconnected elements, synthesize new combinations and distill odd ideas down to their underlying principles.

9. Persevering – I am hardworking and persistent and champion new ideas with tenacity; committed to follow through and bottom-line results.

10. Both intuitive and analytical – I alternate between divergent and convergent thinking, entertaining hunches before analyzing them, trusting my gut as well as using my head.

11. Resilient – I bounce back from disappointment, learn quickly from feedback and am willing to "try, try again."

12. Pattern recognizing – I am perceptive and discriminating, noticing organizing principles and trends. I see (and challenge) the “Big Picture.”

13. Situationally collaborative – I balance individualism with political savvy and am open to coaching and input. I rally support as needed.

14. Ambiguous – I am comfortable with chaos, able to entertain paradox and not settle for the first "right idea."

15. Reflective – I incubate on problems and challenges; ponder, muse and contemplate.

16. Entertaining of the fantastic – I see possibilities with the seemingly impossible and honor my dreams and outrageous scenarios.

17. Self-acceptant – I withhold compulsive criticism of my own ideas and understand that perfection is not really the goal.

18. Playful – I appreciate incongruities and surprise and am able to appear foolish and child-like.

19. Articulate – I communicate ideas effectively and translate abstract concepts into meaningful language.

20. Wandering – I change work environments as needed and am given to movement and interaction.

Have someone who knows you well go through this same list and rate you based on their perception of how well each description matches your behavior (don’t show them your ratings before hand). Encourage them to be brutally honest and not just be nice to you.

Together compare the two sets of ratings. Find similarities and differences between how you think about your own behaviors and the way the person who knows you well perceives your behaviors. Discuss specific examples of your behaviors that relate to a quality.

What’s the significance of you rating a certain quality higher than the perception of that quality?
What’s the significance of you rating a certain quality lower than the perception of that quality?

What might you want to do differently that would encourage you to be more innovative?

What could that look like?


* Based on “Qualities of an Innovator” ©Mitch Ditkoff, 2004, ideachampions.com

Creating Communication Strategies Guided by 4-Quadrant Models

We are all both senders and receivers of communication messages. PS: RESEARCH! & Consulting has for several years used various 4-quadrant models to: better understand the communication needs of both senders and receivers; and to develop approaches to improve interpersonal as well as group communication and organized messaging between senders and receivers.

What has evolved is an easy to use synthesis of a variety of 4-quadrant behavioral models into what we now call the Communication Style Preference Model (CSPM).

CSPM is a useful tool to better understand the communication needs of an audience, thereby allowing more effective message preparation for:

• Individual conversations
• Group discussions
• Formal and informal presentations
• Education and information delivery
• Marketing

The following SlideShare presentation presents the basics of CSPM. Please contact me if you would like to find out more about how CSPM can benefit your next qualitative research study or team ideation and brainstorming session.

Creating Communication Strategies Guided by 4-Quadrant Models

View more presentations from Kirk Bridgman.

Practicing The Art of Continual Change Using Improvisational Theatre Skills

The skills of improvisational acting are the same skills needed for effective strategy building and good communication in the rapidly changing world we live in. Virtually every business function can be enhanced by adapting theatre inprov's forceful tools and principles that teach people how to:

• Build trust and support in teams
• Foster better communication
• Promote creative and adaptive problem solving
• Manage challenges with quick decisive responses
• Improve change management

Explaining the process of business improvisation is a little like trying to explain how to ride a bicycle; the actual experience is much more meaningful than any description. The following SlideShare presentation can only provide an overview. I invite you to take a look, and then contact me if you have any questions or want to know how business improvisation might benefit your team.

Practicing The Art of Continual Change Using Improvisational Theatre Skills

View more presentations from Kirk Bridgman.