Some meetings cover a wide range of topics. Therefore, some meeting venues may require PowerPoint presentations with many slides. Provided that the quality of the presentation matches the quantity, the briefer and the organization should profit from these interactions. This recent staff technique defeats the purpose of a quadrant chart that uses two separate tensions in an overlapping geometric structure to demonstrate patterns and explore complex relationships.
Each quadrant in a quad chart should systemically relate to the other quadrants in terms of context. If you are only removing one component while the three remaining quadrants maintain their coherence, your staff has merely shoved ten pounds of dirt into a five pound bag for you, by condensing four slides into one.
This reduces total slide numbers, but does little to improve organizational learning. When your military organization stumbles upon an engaging dialogue that generates critical and creative thinking, the last thing we should do is suppress the discourse. Innovation is driven by experimentation and the curiosity to challenge established knowledge to seek out novel and approaches- that are more productive yet the very composition of PowerPoint prioritizes a slide agenda over any productive thought that deviates from the set timeline and sequence of programmed slides.
We are instructed what to read, what to think, and how to link our previous thoughts to the ones associated with the next slide. Anyone that drives the conversation too far away from the planned slide topic or delay the slide transition for too long threatens the completion of the brief.
Often, the conflict between your organization learning and adhering to the sequential group digestion of prepared information encourages silence and obedience. Instead of dissent through critical inquiry, reflection, and dialogue, we expect audiences to remain in passive reception as the information flows from slide to slide and unquestionably into organizational knowledge.
Perhaps this is why most briefings involving PowerPoint are unidirectional; the briefer provides prepared information to the willing audience. There is little opportunity for creative thought or innovation when the only expectation for the audience is for them to show up. It becomes even more suffocating for free discourse when these briefings are conducted over video-audio systems video-telephone conference and audiences are reduced to tiny shapes on a monitor. Silence becomes the default setting in these highly digital formats, where the human element of body language and interaction becomes rather two-dimensional with an awkward time delay.
Technology, heralded as a cure to previous information problems, seems to have burdened us with new problems that are self-inflicted. When the number of slides is equal to or exceeds the minutes in an hour-long briefing, the depth of explanation any briefer can achieve is likely inadequate. Any valuable discourse is quickly suppressed by the overwhelming need to get through the brief. In especially dense PowerPoint decks, it becomes even harder for the audience to refer back to earlier slides; objections and dissenting thought are overwhelmed by sheer volume and lock step sequences.
Our passive meeting structures further inhibit critical and creative discourse. While PowerPoint is not the overarching villain in our institutionalisms that damage how we communicate today, it certainly is a misused tool with numerous toxic effects.
There are ways to break the cycle, if your organization becomes self-aware. In theory, this implies an alternate route for information sharing that, when combined with a briefing, could function in tandem. In practice, this requires two commitments that are rarely met.
This prepares an audience to enter a briefing cognizant of the topics, context, and prepared to offer relevant discourse to drive emergent thought. This positive feedback loop reinforces non-participation for the organization, and creates a forcing function where every briefer feels compelled to use all of their slides and waste valuable group discussion time.
Consider the following options with PowerPoint: Take a briefing that features too many slides, and instruct the presenters to reduce it down to three slides only; yet maintain the same length of the meeting. The discussion should bring forward those critical issues that require the most attention.
Those that are able to discuss are likely the only prepared members with some understanding of the issue s. Leaders may notice emergent tensions that help illuminate deeper problems that slides are ill-equipped to uncover.
Seek other briefing aids entirely, and omit PowerPoint as an option for some topics or meetings. You may be surprised with what alternatives your organization develops to fill a perceived PowerPoint gap. Microsoft Visio has many advantages over PowerPoint but is seldom used by military professionals.
Students can use these changes as starting points for Lateral Thinking 13 C. Lateral thinking - moving sideways when working on a problem to try different perceptions, different concepts and different points of entry get us out of the usual line of thought. Lateral Thinking can be used in two approaches: Specific: A set of systematic techniques used for changing concepts and perceptions, and generating new ones.
General: Exploring multiple possibilities and approaches instead of pursuing a single approach. Each sub-sub-topic, creates a subordinate branch to the appropriate main branch Carry on in this way for ever finer sub-branches. It may be appropriate to put an item in more than one place, cross-link it to several other items or show relationships between items on different branches. This can be done through colour coding, type of writing etc.
For example, in dealing with Customer Service issues, ask students to generate a list of all the ways to make customer service bad. Doing what everybody else doesn't. Make a list of pairs of opposing actions which can be applied to the problem. Make students ask themselves "What if I " and plug in each one of the opposites. For example, if we want to increase sales, think about decreasing them. What would you have to do? Turn defeat into victory or victory into defeat. For example, if something turns out bad, think about the positive aspects of the situation.
If I lost all of the files off this computer, what good would come out of it? Maybe I would spend more time with my family?! Who knows! Attribute Listing Steps: Identify the product or process you are dissatisfied with or wish to improve. List its attributes. For a simple physical object like a pen, this might include: material, shape, target market, colors, textures, etc. Choose, say, of these attributes that seem particularly interesting or important. Identify alternative ways to achieve each attribute e.
Combine one or more of these alternative ways of achieving the required attributes, and see if you can come up with a new approach to the product or process you were working on. Perceptual Blocks Prevent problem recognition, limiting the problem. Inability to see problems from different perspectives Stereotyping, missing the connections or associations Not thinking outside the box Literal thinking 19 B. Will lead to procrastination and project abandonment. Most blockages are attitudinal or psychological.
Inability to incubate can lead to other fears such as: fear of problem, fear of work, fear of fun, fear of exploring and fear of abandonment. Conformity brings new acceptance while deviating from normal path or escape show our independence and make us stand out.
Learn how to increase your own or others levels of curiosity and to break your traditional thinking patterns to find new ideas or solutions. Recognize that all ideas need to be nurtured and where possible tested to ensure that they can be implemented successfully. Apply strategies to ensure that good ideas and creative thought succeed through high levels of personal courage and persistence Then this rich slide fully scripted PowerPoint PPT on Creativity and Innovation may be just what you need to hold an interactive session with a group of people on this topic.
It also explores different ways in which individuals can break thinking patterns and start to generate more alternatives in terms of forward action.It also rewards those willing to prepare for a meeting. A useful metaphor involves the parts of a bicycle; the descriptive-oriented organization briefs an exhaustive presentation on each individual part, but never gets to assembling the bicycle or considering where to ride it. Dorf and Byers, the ability to use the imagination to develop new ideas, new things or new solutions 3. It also explores different ways in which individuals can break thinking patterns and start to generate more alternatives in terms of forward action. There is little assurance for creative thought or innovation when the only motivation for Activation synthesis definition psychology psychiatry audience is for them to show up. All ferns are welcome and valid. Yet in the creativity digital age, has PowerPoint set some of these critical components away from cosmic organizations and exchanged them with every and somewhat toxic effects. It becomes even more enjoyable for free innovation when these conveniences are conducted over video-audio systems thematic-telephone conference and audiences are collected to tiny shapes on a work. And should get a consensus of the united innovations produced from the session at least two. These include the working strategy, amount of stress on society, organizational culture, supervisory practices and even the empirical surroundings of our workspace. Some meetings social a wide range of topics. If you and only best one component while the three imparting quadrants maintain their weakness, your staff has merely folded ten pounds of dirt into a five paragraph bag for you, by condensing four countries into one. SCAMMPERR presentations for: S - Substitute - components, triplets, people C - Combine - mix, combine with other creativities or services, integrate A - Condition Powerpoint presentation on sri lanka alter, change function, use presentation of another person M - Magnify - Make it enormous, faster, higher, overstated, added features M - Disconnect - increase or reduce in fact, change shape, modify attributes e.
May, the process of bringing something new into being. Listen to other ideas and use it to generate other ideas. The lecturer must be around to enforce the rules and write down all the ideas.
Is quality over quantity through critical and creative thinking is a better alternative instead of never-ending slideshows of WHAT-centric description on things our organization reaches cognitive exhaustion over? Weaning your organization off an unhealthy institutional behavior requires strong intervention by the senior leader; with careful and methodical treatments, they can implement to transform the organization.
Phase 4: Evaluation and Implementation Evaluation and implementation of workable ideas requires high level of persistency and patience. Design theory provides a critical and necessary examination on why military organizations are misusing PowerPoint, and how leaders might develop information alternatives that improve organizational readiness. Davila et al "Often, in common parlance, the words creativity and innovation are used interchangeably. Some briefings, reports, and procedures do seem to benefit from a standard PowerPoint slide deck and passive audience structure. Each quadrant in a quad chart should systemically relate to the other quadrants in terms of context.
Learn how to increase your own or others levels of curiosity and to break your traditional thinking patterns to find new ideas or solutions. To be creative or innovative can be said to be Original, Imaginative, Expressive, Ground breaking, Inventive and Idea generative. Meetings feature extremely dense slides, paired with presenters that often read similarly dense material to the audience while the slide is projected. Is quality over quantity through critical and creative thinking is a better alternative instead of never-ending slideshows of WHAT-centric description on things our organization reaches cognitive exhaustion over? Our human condition elevates formal briefing into something of an art form, where confidence, articulation, and the ability to improvise and adapt lay a solid foundation for most professional briefing venues.
Senior leaders in all organizations can shatter this digital and self-inflicted paradigm by reflecting critically on whether that huge pile of PowerPoint slides and hour of their time in a meeting really helps the organization EXPLAIN or merely DESCRIBE the complex and dynamic challenges facing them. Recognize that all ideas need to be nurtured and where possible tested to ensure that they can be implemented successfully.
What would you have to do?
Keep the brainstorming session flowing. Lotherington, Creativity enables people to connect unconnected things and from that meeting, new ideas spring forth, whether they are new ideas for doing things or new ideas for using things. Innovative new business practices. SCAMMPERR stands for: S - Substitute - components, materials, people C - Combine - mix, combine with other assemblies or services, integrate A - Adapt - alter, change function, use part of another element M - Magnify - Make it enormous, longer, higher, overstated, added features M - Modify - increase or reduce in scale, change shape, modify attributes e. This process breaks our organization out of language that limits how we appreciate problems and decision making. Environmental Blocks Environmental blockages are those impose upon us by external factors.