What if the Tortoise and the Hare Did a “Rose Bud Thorn”?

What if the Tortoise and the Hare Did a “Rose Bud Thorn”?

As the fable goes, the Tortoise and the Hare competed in a race—which culminated in the Tortoise winning and the (well-rested) Hare bemoaning an unexpected loss.  Aesop’s narration may stop there, but the story itself doesn’t need to end.  Viewed through the lens of the Innovation Toolkit, the Tortoise and the Hare would benefit from performing a retrospective analysis of their race, so they can identify lessons learned for the future.

Enter the Rose Bud Thorn tool!

Indeed, let’s have a little fun (we’re learning from anthropomorphic animals, after all), and say that the Innovation Toolkit was the race’s sponsor and that the Tortoise and the Hare—and the Fox judge—continue in their fabled roles.  What happens next?

The Tortoise and the Hare linger at the finish line of the race, both eyeing the ITK banner fluttering in the wind.  “What’s a Rose Bud Thorn?” asks the Hare distractedly.

“That’s a good question,” says the Tortoise, looking around for help.  “Why don’t we ask our friend, Fox?”

“But… the race,” says the Hare.  “I’m all ready to beat you if we try again!”  However, the Tortoise has already started walking towards the Fox’s den.  The Hare scrambles to catch up.

A line sketch of a rabbit and turtle pointing at a sign labeled Try A Rose Bud Thorn Today“Fox!” the Tortoise is saying.  “Could you tell us what a Rose Bud Thorn is?”

“Why, yes, Tortoise and Hare,” replies the Fox.  “The RBT is an innovation tool for evaluating an event after it occurs.  A retrospective, in other words.”

“I lost the race,” says the Hare.  “What else could it possibly tell us?”

The Fox gives the question fair consideration.  “Well, losing the race would be a negative, or “Thorn”—for you, at least.  A “Rose” is something positive, such as getting good exercise, and a “Bud” is an opportunity or a potential, such as trying a different strategy next time.  Also, those are just examples from your perspective, not Tortoise’s.”

The Hare looks intrigued, and the Tortoise slowly nods, so the Fox supplies them with pens and colored sticky notes to construct a simple Rose Bud Thorn on the grass.  The Hare’s writing is scribbled, whereas the Tortoise’s is quite neat.  Once they finish jotting down ideas, the Fox moderates a discussion between them, starting with the Roses, then the Thorns, and then the Buds.  At the Fox’s suggestion, they conclude the session by placing small leaves on the sticky notes that resonated with them the most.

Collection of colored squares on a field of grass

Feeling inspired, the Tortoise and the Hare thank the Fox and head out across the forest.  The Tortoise, never one to back down from a challenge, suggests doing a marathon together, and the Hare, with newly acquired humility, agrees.  From behind them, the Fox calls out, “Have you heard of the Premortem tool?  It helps you define success, and it’s often used after the RBT.  You could try to use it before the marathon!”

The Tortoise and the Hare wave at the Fox in a friendly way, but they are too deep in their discussion to turn around now.  The Fox shrugs and settles down on the grass for a well-deserved nap.  Eyes closing, the Fox reflects on the eventful day before murmuring wryly into the forest air:

“There’s always more to learn, isn’t there?  Sooner or later, they’ll be back…”

Try a Rose Bud Thorn (or Premortem) Today!



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Can we talk about feedback for a moment?

When you make something and share it with the world (an activity I highly recommend!), you’re creating a situation where people might express an opinion about what you created and shared. That’s kinda the goal and often is pretty great. Personally, I think it’s a real bummer when my creative efforts are ignored or met with silence.

But… let’s also note that getting feedback isn’t always giggles and rainbows either. Recently, I got two very different responses to my work – interestingly, these came in on the exact same day.

First, a friend sent me a link to a snarky, sarcastic video they’d found that was VERY critical of me and my work (and, for some reason, criticized my smile?). The video narrator did not show their face or their name (or their smile!), but they sure spent a lot of time showing my smiling face and saying my name. He got lots of things wrong in the video – for example he said I never worked as an engineer and was never in the military, although I in fact spent 20 years in uniform… as an engineer. Ironically, at one point he claimed to agree with me… on something my book does not say (in fact, it says the opposite). With so many facts wrong, he’s not exactly a critic I’m going to take personally or seriously, and his commentary clearly falls into the category of trolling rather than constructive criticism.

Later that very same day, I received a lovely, thoughtful review by someone who actually read my first book and thoroughly enjoyed it. She asked permission to send me a review she’d written – yes, I would be delighted to read your positive review of my work – and of course she signed her name to the request. It’s not often I get such an enthusiastic response to my work, and her review was a delicious antidote to the toxic spew from the earlier video.

I’m not sure what you’ll take away from this story, but it got me thinking about several things.

First, making work public is a social act, and I genuinely want people to respond to my work. I want to hear their responses and reactions.

Second, people can respond in very different ways to the same work… sometimes even on the same day!

And third, some responses are more valid than others. Yup, I liked the written review more, because it was positive and kind. But that review is also more credible, because she had clearly read the book, she got the facts right and offered direct quotes. Plus, she signed her name to the piece. I generally find anonymous opinions less credible than opinions accompanied by the person’s name.

So… when you share your work with the world (and I hope you do), prepare for people to respond to it (and I hope they do). Don’t let the haters drag you down and don’t let the positive reviews go to your head. In either case, don’t pay too much attention to anonymous comments, reviews that get the facts demonstrably incorrect, or gratuitous criticisms of your smile (I promise, your smile is lovely!). When you’re the one crafting a response of some type, sign your name if you want to be taken seriously. And of course, please be kind.

Charting Innovation

x-y axes, with x labeled Impact and y labeled Novelty

Here at ITK, we define innovation as “novelty with impact.” Just last week, it occurred to me to turn that definition into a graph, with Novelty along one axis and Impact along the other (seriously, how did I not think of this sooner?). At the low end of the Novelty axis, we find things that are Kinda Familiar, while at the high end things are Utterly Unique. Similarly, things at the low end of the Impact axis are Kinda Helpful, while the high end is full of products and services that SAVE THE WORLD.

So, the lower left quadrant might be minor innovations, things that are both kinda familiar and kinda helpful. The upper right quadrant is mega innovations. Both quadrants are innovative, just to different degrees. So far, so good, right?

x-y axes, with x labeled Impact and y labeled Novelty. Minor is in the lower left corner, Mega in upper rightOK, the really interesting thing isn’t in either of those quadrants. Instead, it’s this arrow that points down and to the right. I call it the Innovation Maturity Slope, and it shows what happens when an innovative product or service becomes… popular (so maybe we should call it the popularity slope?).

x-y axes, with x labeled impact, y labeled novelty, and a line pointing down and to the right labeled maturityHere’s what’s happening along this slope: popularity leads to familiarity, which reduces novelty. People see the thing and respond “Oh yeah, I’ve heard of that.” But popularity also means more people benefit from the thing, which means impact increases.

The net result: popularity moves us down and to the right.

Think of what happens to an iPod, a cool new app, or the latest software development method. At first, a small number of early adopters use the thing, so it is relatively uncommon (high-N) and its impact is constrained to a relatively small group (low-I). It sits in the upper left quadrant. But later, everyone gets an iPod, discovers the app, or adopts Agile software methods. As more people use the thing and benefit from it, it becomes less novel but more impactful.

The reason I’m sharing this is to point out: this change can feel like a loss to the person behind the innovation. It might even feel like a failure, as if they “aren’t innovative anymore,” because their creation is less novel than it was before. It’s  super easy to mistake a drop in novelty for a lack of innovation, even when impact is increasing. But the thing to remember is that novelty is not the point. For that matter, innovation isn’t the point either. Impact is the point – doing something that matters, solving a problem, creating value, helping people, making things better.

So if you are fortunate enough to see your project move to the right along the Impact axis, remember to count that as a sign of maturity and progress. It’s definitely a win.

Announcing The ITK Handbook!

Announcing The ITK Handbook!

Team Toolkit is excited to announce that WE WROTE ANOTHER BOOK!!

It’s titled The Innovation Toolkit Handbook. In this book, several members of Team Toolkit share our specific practices and processes as clearly and directly as we can, along with some reflections on why we do what we do the way we do it. It’s not exactly a sequel to our first book. Instead, we think the characters from our first book would have wanted to read this one. Basically, this handbook takes you behind the scenes and fills in some gaps the website and first book don’t cover. You’ll find chapters about Team Toolkit’s culture, our certification process for new facilitators, and our method for developing new tools. We also share tips on how to use the tools, perspectives on failure, and commentary on a collection of adjacent topics that don’t quite have a home on our website.

You can get the PDF version for free right here. It’s also available as a paperback for $8.35 (plus shipping).

How to Bring Play to Work

How to Bring Play to Work

This week’s post is by Manya Kapikian and Bill Donaldson

Eyes sparkling, front paws down, stick in mouth, a tail that’s wagging like a helicopter propeller at warp speed. That’s what my dog does when he indicates he’s ready to play.  At 7, he’s a mature adult dog with a sense of curiosity, wit, and zest for life.

Associated as a part of childhood, human adults seemed to forget what their animal counterparts have not.  Play is an activity that is never to be outgrown.  Stuart Brown, author of Play, talks about how play helps children develop as individuals and members of a society.  For children, play offers the opportunity to learn and grow, while having a bit of fun along the way.   Many adults, on the other hand, are missing out on that benefit.

Brendan Boyle, Founder, IDEO Play Lab wrote: “Work doesn’t have to be serious to be impactful. In fact, we tend to get our best ideas when we break out of the usual routine and have a little fun.”

And so, play became a topic of conversation during a recent Lunch and Learn.  The ITK facilitator asked the group: how do you increase play and playfulness during a meeting to increase innovation?

There were many activities that came up during the discussion.  Some could be done virtually while others required everyone be in the same room.  Here are a few of our activities that were successfully used as captured from the meeting that we’d like to pass along to you:

Rock, Paper, Scissors.  If you are looking for an in-person activity, nothing brings out the best of a competitive spirit than Rock, Paper, Scissors. To learn how to play, visit The Official Rules of Rock Paper Scissors. Tip: Whoever loses, becomes the winner’s best friend.  By the time you get to the end there’s two people in the room with a fan base behind them. (Warning: This can get loud!)

 Group Thumb War.  (Yes, this is exactly as it sounds and we can’t wait to try it!).  Another in-person group activity.  It is based on Jane McGonigal’s book Reality is Broken and to get a sense of what a room full of people thumb wrestling is like, check out the TED video Massive Multiplayer Thumb Wrestling

Animal Sketch Competition.  This can be done either in-person or virtual.  An excellent energizer, especially before activities like a design studio.  It requires a pencil/pen and some paper.  A moderator picks out an animal for participants to sketch.  There are 3 rounds of sketching the same animal.   Each round gets faster and faster – 1 minute, 30 seconds, 10 seconds.  The group picks the winning sketch.  The artist of the winning sketch gets to pick the animal for the next round.

Music Playlist. This can be done either in-person or virtual.  Have a playlist or theme of the day and associate it with music.  Play at the beginning as people are coming into the room and close the meeting with a song or two once business is done. 

Why were these activities a success?

They were successful because they helped people relax and get into their creative zone.  Let’s take the animal sketch competition.  Our colleague Jordan uses that often when he starts a design session. He explained,

“You ask them to draw out a cat and it’s amazing how creative people get quickly.  By the time they hit round 3, where it’s 10 seconds, people are fired up. They’re laughing. They’re playful. It’s a quick way to get a group in a more fun headspace.  It’s a little bit like warming up before exercising right like you’re stretching you know the creative muscles and flexing a little bit and that when you so when you do go into an activity. You are over that hurdle of ‘I can’t sketch anything’ because everybody clearly did 3 rounds of sketching.”

Try it out!

To inject a little bit of play at work requires a little bit of thought and foresight.  It could depend on the group, the topic at hand, how much time do you have.  An activity can take a few minutes, or even seconds.  The examples we gave may take a few minutes. It can also take a few seconds by simply asking everyone picking to pick an emoji or a picture that best describes their mood.

There’s a world of play waiting to be discovered.  Below are additional resources.  Leave a comment, we’d love to hear about what’s worked for you!

Additional Resources:

Photo credit: Takashi Hososhima

Making Things

Making Things

When was the last time you made something? Specifically, when was the last time you made something to share?

I’m not talking about a sandwich or a drink. I’m talking about a creative artifact you can pass along to someone else, so they can use it, learn from it, or be inspired by it.

OK, maybe a really good sandwich could fit that bill, but really what I have in mind is a sketch. A photo. A framework. A video. A new tool. A variant on an existing tool (like the X-blossoms or the mini-canvases). Or even an X-blossom decoupaged onto an empty Altoids tin.

We often describe the ITK community as having a “maker culture.” We love to noodle around with prototypes and sketches, building Minimum Viable Products out of cardboard and duct tape. So this post is a friendly reminder and personal invitation to put that cultural attribute into practice. If it’s been a while since you made something, I encourage you to make it a priority… to make something today.

Not sure how or where to get started? Click on a few of the links in this blog post and see what sort of creative ideas jump out at you. And if time is short, then set a timer for 5 or 10 minutes, and see what you can make before the buzzer goes off. You just might be surprised!

And of course, don’t forget to share the results of your creative efforts with someone.