Want your engineering team to be more innovative? Try this proven improv technique!

Want your engineering team to be more innovative? Try this proven improv technique!

by | Oct 26, 2020 | Innovation Coaching, yes and

Co-Authors: Awais Sheikh, Dan Ward, Niall White
The pressure to be “innovative” is at an all-time high for projects, organizations, and companies across all industries. Unicorn companies (startups valued at $1+ Billion) are sought after wide and far, and leaders everywhere are encourage their staff to be more innovative. However, how does one actually become more innovative? What if being innovative was not just the domain of a select group, but skills that anyone could learn?  

One of the key elements to birth innovation is creativity, which is usually associated with the arts rather than science and engineering. However, creativity is not confined to only one domain, and there are ample ways to cultivate curiosity on even the most left-brained teams.   

One powerful technique is borrowed from the world of Improv, where the best improv performers build their scenes using a technique called “Yes, And”. Yes-And is a cornerstone practice in all sorts of improvisational creation, whether it is comedy or jazz or painting happy little trees. The basic idea is to affirm a previous contribution (yes), then build or expand on it (and). Team Toolkit hypothesized that teaching Yes-And could help cultivate creativity and innovation. We decided to test our hypothesis with a group very familiar to us at MITRE – Our fellow engineers! 

Team Toolkit invited a half-dozen colleagues to join us for a series of four online workshops where we practiced Yes-and, and also explored how to apply this practice to our everyday technical work. They said yes… and so we dove right in! 

Our workshops introduced the concept and practice of Yes-And, as well as the benefits, perils, and lessons from this approach. We practiced improv exercises, stretched people outside of their comfort zone, and had a lot of fun! In between the laughs, we also learned about what it takes to truly practice Yes-and. Active listening is crucial to hear what our colleagues are saying, so we can respond to it. We also learned that the more vulnerable we are with each other, the easier it becomes to share our ideas.   

We discussed how these concepts apply to our work as engineers. Sometimes our “expert culture” can prevent us from actively listening to our colleagues in meetings. By practicing Yes-And, we force ourselves to not only listen, but to build on each others’ ideas to create better solutions.  

The results of our experiments confirmed our hypothesis that Yes-And can be taught, and that it can also help improve the quality and impact of our work.  

However, what surprised us the most was the personal impact that our experiment had on our participants. Here are some of the things they had to say: 

  • “Life feels significantly less hard after each session.” 
  • “I was at first dubious about the need for using video, but seeing how the ITK folks use their video changed the way I think about it. This workshop raised my awareness of how I communicate with my group and gave me some tools to increase the amount of positive collaboration. “ 
  • “I am going to take a more active role in shaping the team to be more like what I want it to be: inclusive, curious, etc.” 
  • “If you’re wondering how to build a more inviting, creative, and respectful culture, you should absolutely attend this workshop.” 

Who knew that one Improv practice could transform people’s views, actions, and outlooks! 

So, if you’re looking to cultivate innovation in your organization, definitely try practicing Yes-and and encourage your teammates to learn this skill. Let us know in the comments below how your experience goes! 

The Double Diamond

The Double Diamond

by | Oct 12, 2020 | Tools 101, Tutorials

The double diamond is a well-known visual map of the design process starting with the challenge at hand and ending with a final solution. The process pairs divergent thinking (where the participants come up with many ideas) with convergent thinking (narrowing the ideas down to the most feasible and practical).

– – –

The Double Diamond is a problem-solving framework that originally began in the design world. It describes four phases of problem solving:

  1. Set the stage
  2. Design the right thing
  3. Design the thing right
  4. Deliver

The first phase is when a problem is acknowledged, and the problem-solving challenge is introduced. Phase 2 and 3 are the active portions of the problem-solving process where the solution is ideated, designed, and created. In the last phase, the solution is delivered to the user.

The diamonds represent the different types of thinking that are needed during the problem-solving process. The left-hand side of each diamond represents Divergent Thinking. This is when teams are encouraged to widen their thinking and generate a broad range of ideas. On this side of the diamond, quantity is more important than quality. Divergent thinking benefits from diversity of thought, so be sure to include new and varied team members who can help everyone think outside of the box.

ITK Tip: Check out the 4 tools in the “Generate Ideas” category of our Toolkit: Lotus Blossom, Mind Mapping, TRIZ Prism, and Bodystorming!

After a certain threshold (based on time or some other factor), the team then moves into the right-hand side of the diamond. This area represents Convergent Thinking, where the team narrows their thinking. Here, they’ll focus on reducing, prioritizing, and eliminating many options into one. The team will often use evaluation criteria to help them remove options.

ITK Tip: Check out the 3 tools in the “Evaluation Options” category of our Toolkit: Rose, Bud, Thorn; Stormdraining; and Prototyping!

You’ll notice that there is a diamond in both Phase 2 and Phase 3. That’s because this cycle of divergent and convergent thinking is an iterative process. Although the diagram doesn’t explicitly show it, you can actually repeat the diamond pattern multiple times within one phase, whether in parallel or in series!

Another thing you’ll notice is the similarity of the labels in Phase 2 and Phase 3. However, they are critically different in meaning: In Phase 2, you design the right thing, whereas in Phase 3, you design the thing right.

The key distinction here is that Phase 2’s priority is to make sure you define the problem well. A clearly articulated problem statement ensures that all teammates are on the same page and that it’s a problem worth solving. If this phase is skipped, team may find themselves creating solutions for symptoms of a problem, rather than the real problem itself.

ITK Tip: Check out the Problem Framing canvas!

Once the team gains consensus on the problem, then the team embarks into Phase 3 where they can begin creating solutions. The team again flows from divergent to convergent thinking until they arrive at a final solution. Especially in Phase 3, it’s very common to have multiple iterations of this diamond cycle.

That’s the double diamond in a nutshell, and let us know in the comments below how your team uses this framework!

Simplified Problem Framing Tool

Simplified Problem Framing Tool

by | Oct 5, 2020 | Uncategorized | 2 comments

One of the things we love about the ITK tools is how adaptable they are. Each one is lovingly crafted to be easy to use across a wide range of situations… but they are also designed to be modified to meet the unique needs and situations of individual users. We sincerely love it when people take these tools and change them. And we love it even MORE when they share their new creations with us!

A group we’re working with recently did exactly that with one of our favorite tools the Problem Framing Canvas. The result was a Simplified Problem Framing Canvas that we just had to share with the rest of you.

It has all the magic and impact of the original, but in a more focused and tighter structure. I just might like it better than our original one (and that’s really saying something).