But today I want to focus my post on how I used the SIT problem-solving technique to solve our housing problem. About a year ago, a little after my younger son, Itamar, was born my husband Tal and I started looking for a bigger apartment. We felt that we needed a larger space, not so much for ourselves or the kids but more for all of our personal belongings. It just happened that the house was always a mess (I guess it’s also part of being a young mom for 2 boys but that is for a different post). After a few months of house- hunting, we once again, came to the realization that rent in Tel Aviv is ridiculously expensive so moving to a new apartment, assuming we refused to leave Tel Aviv, was not really an option.

If I wanted to tackle this issue wisely, I realized that I had to look into the root of the problem and understand what the real challenge we were facing was. So I starting asking myself: is our flat too small? Is it the fact that Tal has an office in the apartment? Is it the mess that’s bothering me? Or is it something completely else that I wasn’t aware of?

I used the time spent sitting in a really annoying traffic jam to analyze the problem. At the beginning I wasn’t even aware that I was building, in my mind (and later on a piece of paper), what we call in SIT a UDP chain – a chain of undesired phenomena.

I started by looking at the problem “the fact that our flat is too small” - which I thought at the beginning was the issue. Digging deeper I understood that what actually bothered me was that “my apartment is always a mess”.

From here it became easier, and I created the UDP chain with only a few phenomena. It looked something like this:

I get more frustrated

My place become messier

I give up trying to organize it

My apartment is always a mess

I don’t have enough storage places

The apartment is not built right

It is rented and not ours

To start looking for a solution, I decided to use what we call at SIT “qualitative change” (QC), which basically means changing the correlation between the harmful element and the phenomenon we would like to eliminate. Here’s a snapshot of my thinking process:

I took different pairs of UDP’s from the chain I created and tried to break the relationships between them. It looked something like this:

• “Although I don’t have enough storage places my apartment is not a mess”

• “Although the apartment is rented it is built right”

By flipping the situation 180 degrees, I was able to very quickly find some creative solutions: such as getting my cleaner to come more than once a week for a shorter ‘maintenance clean’, building a special space for the enormous amount of laundry that is being piled on an everyday basis, renovating our rented place, assigning specific times and duties for organizing the place, etc.

So much for the ideation phase – I guess you’re wondering about what we implemented? Well, we ended up renovating the apartment, adding a significant space to one of our bedrooms making the living-room a little bit smaller. And the mess? I’d be lying if I say it’s disappeared but it has improved for sure.

Who were these children, you wonder? Well, if you were a child in the mid-80’s and early-90’s, then there’s a good chance it was you. And how were they taught basic creative problem solving, you may wonder? Simply by watching a popular American TV show called MacGyver.

The show followed the secret agent Angus MacGyver – a resourceful agent with comprehensive science knowledge, hired by a government agency to fight the “bad guys”. In every episode, MacGyver found himself in what seemed to be an absurd and unsolvable situation, which he brilliantly overcame using everyday materials he finds at hand, together with his duct tape and Swiss Army knife. His surprising and highly inventive solutions gave the show its unique appeal and audience admiration, which resulted in dozens of tributes in American popular culture, including its primetime icons such as SNL, SuperBowl Commercial and “The Simpsons”. Interestingly, the show coined the term “MacGyverism”, which refers to solving a problem in a creative and resourceful way…

Now let us cut to the chase. This MacGyverism is no other than a core thinking principle in the SIT innovation methodology, called “Closed World”. According to this principle, one must utilize only types of elements already existing in the problem, or in its immediate environment, rather than introducing new and external resources for the solution. Closed world is a classic example of what we at SIT call “thinking inside the box” (finding a creative solution by limiting the space of possibilities). This makes us pay much more attention to the elements within the problem and their potential functions. Thus, the “Closed World” principle sets us on a collision course with our own cognitive fixedness, allowing us to arrive at solutions which are both innovative  and implementable.

Care for a real-life case study? A leading nation-wide HMO was confronted with the issue of over-prescribing antibiotics by general practitioners. This is a well-known problem which is responsible for increasing antibiotic resistance and raising healthcare costs, and serves as a poor health behavior model for patients. The innovation process lead by SIT resulted in different and vast solutions to the problem, addressing it from different angles. One innovative Closed-World solution was the “Delayed Antibiotics Prescription”. Using only the existing components for the solution (i.e. doctor, pharmacy, patient, written prescription) and SIT’s thinking tools, the team came up with the idea of giving a prescription which can be redeemed only after 24 hours of its issue by the doctor. As most influenza patients feel better 24 hours after visiting their doctor, they end up not using the anti-biotic prescription, thus reducing its consumption dramatically. Same components, slightly rearranged in time and you’ve got yourself a simple, elegant and highly effective solution to a complex problem.

So back to our creative problem solving hero; whether the problem you face requires building a trap using only plywood, rope, water jugs and a smoke detector or you are tackling a business issue, you can get value from MacGyvering and applying the SIT methodology.

A long time ago, in my very first SIT blog, I wrote about my nephew, Rani. Don’t worry though, it is not like I expect you to rememberJ. Anyway, a lot has changed since then but I’ll mention here just two relevant points: my nephew is now five years old and for the last 37.5 days he has been living in China with his parents and baby sister but unfortunately, without moi.

His move to China was accompanied by many concerns on my part, one of them being how do we manage to maintain our close relationship despite the formidable distance. I was reassured by friends saying that in today’s world, keeping in touch is much easier due to technology such as skype, but I kept wondering nevertheless how that would work when it comes to a 5-year old kid with the attention span of a… 5-year old kid.

37.5 days later, I can tell you: it works! I have between two to four weekly video calls with my nephew, each lasting something like 45 to 90 minutes.

The first time we had a skype video call, it was more of a Q&A type of thing but then I looked around and realized we are surrounded by a lot of elements that can be used to make our chat more interactive, more fun, more captivating and eventually last longer.

Let me give you a few examples of those elements identified and which activities we did using them:

Books: When I was home I noticed some of Rani’s favorite books left behind so I read to him. I just put the book itself close to the camera so he could see the pictures while he heard me reading it to him.

CDs: What I also had at home were his CDs so I put one of his favorite CDs on and we started dancing or actually more like going wild together (not recommended when you have an audience..)

Video camera: Moved the camera around and asked Rani to identify what he sees. He did the same thing and it became kind of a game with points gained for each item identified correctly.

Covered the camera with my hand, made a noise and asked Rani to identify the noise he heard.

Messages:

As Rani is just now learning his ABCs, I sent him one or two-word messages and asked him to read what I sent.

I asked him what he wanted me to write and sent him a message with this text.

Timer: for a kid as fascinated with numbers as this one, simply asking for a reading of the numbers, watching how they advance is considered an interesting activity with Aunt Iris.

Group video: add the grandparents to the chat and to the games. The more the merrier!

Our own faces: a staring competition to see who laughs first at the funny faces the other does. Again, not sure you’d want witnesses for that one…

The movements we do: triggered in me a childhood memory of the game “Simon says”. We added the grandparents to the game, by the way, using the group video which made it even more fun!

I hope that I have made the point about how easy it has been to come up with these practical ideas above simply by using what we have around us or as we call it at SIT our “Closed World”*.

By the way, our chats have become so successful that my sister- in-law actually found a substantial benefit for her. She sets up some of our chats herself to keep little Rani busy only so that she can take a much needed nap herself…

*Note: The SIT Closed World principle dictates that, when solving a problem or developing new products (or services or processes), one should strive to use only those resources that exist in the product (or system) itself, or in its immediate vicinity.

1930 Photo of the early Slicing Machine

Over the last century or so, innovation has gradually become a more and more dominant factor in our world. However, despite the increasing presence and influence innovations have on our everyday lives, none of them has made it into our language – save one: sliced bread. We often hear statements like “it’s the greatest thing since sliced bread!”, but have you ever stopped to ask yourselves how this seemingly simple innovation has managed to become the benchmark for future inventions? A closer look at the history of sliced bread may shed some light on this question.

In the early years of the 20^th century, Otto Frederick Rohwedder had a revolutionary idea: why not sell bread that is already sliced?! A Jeweller by profession, Rohwedder had little to do with the baking industry, but living in a small town in Iowa, right in the middle of the bread basket of America, he was no stranger to it as well. In 1912 he decided to implement his vision, and started to develop a machine that would automatically slice bread. As his project advanced he soon realized that slicing the bread created a new problem – the multiple surfaces of the sliced bread made it hard to keep it from going stale. It was 16 years later that he completed developing a bread slicer that not only sliced the bread, but also wrapped it in a wax paper to keep it fresh.

Although many bakers had their doubts about this strange machine, the first Rohwedder Bread Slicer was sold after 16 years in 1928, and by July that same year the first loaf of pre-sliced bread went on shelves in Chillicothe, Missouri. Soon after, in 1930, a company called Wonder Bread started marketing sliced bread nationwide

Sliced bread saved time and effort for consumers, and made it easier to reach for a second and third slice, increasing comfort and consumption. It also gave a boost to pop-up toasters, which had been languishing on the shelves since 1926, as well as to spreads such as peanut butter and jam.

So what is it about this invention that earned it its unique place? Was it the unveiling of such a dominant need that was latent for so many years? Was it the fact that even one of the oldest, most basic products in the world can be reinvented? Was it the immense success of an idea that is so simple it seems almost obvious in hindsight? Or was it the fact that even such an iconic invention still took almost two decades to develop and implement?

Whatever the historic answer may be, there is much to learn from the story of sliced bread. It is a story of a man and an idea – a story that turns out to be far more complicated than you might expect. It involved insight, challenge, creativity and perseverance – much like the story of any successful innovation.

So whatever you spread on your bread – peanut butter & jelly, cream cheese or humus – tell us what you think made this innovation resonate so loudly in our collective minds. We would love to hear what you think.

1. Brand your innovation process.

Our partners have proved that giving your innovation process a catchy name and logo is much more than a gimmick. It makes an abstract process or idea immediately tangible.  It communicates seriousness and commitment.  It makes it easier for innovation to become a part of your organization’s language and culture.  It provides a platform for getting people on-board and PR-ing successes.  And, it becomes an expression of pride and responsibility.  Well worth the effort.

2. Take ownership of the process.

Innovation Achievements

Some of our partners describe their innovation process as their personal “baby”. Parenting is indeed an apt metaphor. Labor pains, crawling, teething, sleepless nights, tantrums giving way to jubilation, creativity, wonder and a tremendous feeling of accomplishment.  Sure, family and friends (aka external consultants) can offer essential support and guidance. But, remember your innovation “baby” is ultimately part of your organization’s DNA and, success comes with time, patience and love. As they say, raising an innovation program isn’t easy but it’s one of the best jobs around.

3. Have fun! Innovation, like marathon running, demands Herculean effort, buckets of stamina, sweat and the occasional strained muscle (usually the brain). But it should also be exhilarating, compulsive and fun. If it’s not, something’s wrong and needs to be changed.

4. Return on innovation.

Profit, increased productivity, new products, and more motivated staff.  Talking to our partners, we realize their innovation initiatives yield a diverse range of positive contributions to their organization. Some are easy to measure, like a more efficient internal process, some are dramatic like a breakthrough product launch, and some are subtle and cumulative, and seen in the way that teams think and work with each other. An innovation initiative in full flight has the potential to add enormous amounts: constantly checking return on the innovation investment and communicating successes will keep the cheques flowing.

5. Buzz.

We know that innovation creates a buzz. But it’s not trivial to keep the buzz going, so pro-active internal communication is critical to keep the buzz alive. Our clients have invested a lot of time, money, resources to internal communications, producing professional-looking internal advertisements for the entire innovation program; innovation coach awards, internal newsletters, events and lots more. AND they still think they could do better.

6. A common language for innovation. When the Lord wanted to punish those involved in the ill-conceived Babel building project, He enrolled them all on Berlitz courses.  We, make a big point about giving everyone in the organization a common lexicon for innovation.  And we hear the impact when our partners tell us how colleagues from different business units can get together to work on an innovation project and immediately have a shared set of terms and concepts (“existing situation”, “closed worlds” “limit rather than diluting an idea”, “attributes and values”, “thema and rhema”, “fixedness” etc) to help them.  A multitude of perspectives enriched by a common language, making innovation a natural part of the organization’s daily culture.

7. Managing innovation. Innovation doesn’t just happen.  If it is to become a self-sustaining activity across the organization, it needs stewardship, planning and hands-on management. Our successful partners follow a “top-down/bottom-up” approach which means senior management and staff-wide participation are both essential in their different ways. Furthermore, they invest in creating and developing managers with special roles, responsibilities and report structure, who play a specialist role in making innovation happen.

Budweiser, Heineken, Bud Light, Stella Artois and others are all communicating the message that someone is making an absurdly exaggerated effort to get hold of their beer. Or variations on this theme such as: the effort to be able to enjoy the beverage in its pristine situation.

http://www.youtube.com/watch?v=7aO3TO5L0bM

Commonly it’s an effort made from the point of view of the consumer, but sometimes it’s from the company, telling us about the lengths it goes to allow its customers to experience their product in the most favorable conditions, or the sacrifices made to preserve the secret formula.

In a recent campaign from the UK cider brand Strongbow, the basic pattern is given a neat twist, and plays on the idea of being ‘deserving’ enough to drink the product. Pie stuffers, window-cleaners and gas fitters have earned it through their sacrifice, and banker…well, as the ads tell us, what have they done to deserve it?

http://www.youtube.com/watch?v=kkZSFlkA1NM&feature=relmfu

In a world of fierce originality and brand competition, it is a curious phenomenon that a whole category tends to follow the same basic advertising approach. Why? Is it the lack of a unique selling point/message? And could this happen in other categories? For instance, could it be that all cellular companies will communicate the same message? Or should they make an effort to come up with a distinctive message?!

http://www.youtube.com/watch?v=n3tywFm95Sg

Course Collage

From 28th February to 2nd March, SIT held its 5th annual Innovation Suite in New York. 

.

“For the past three days and nights my camera shutter was rapidly clicking and adjusting frames to catch moments from this unique innovation course.  I wandered about with my camera on my neck, trying to capture moments that would somehow express the intensive work and passion of both SIT facilitators and innovation leaders and coaches – current and future - over these three days. I found myself at times peeking outside of the frame to make sure that what I saw through the lens was actually real – reconciling the smiling faces of beautiful people, learning and listening with so obvious a passion, involved in learning activities in tight time frames and expressing a strongly felt belief in innovation and creativity.

The participants – and facilitators – who came to New York from five continents, meshed into a landscape of colors, dialects, cultures, outfits and expressions.

I also took part in this event and so was able to corroborate the pictorial story that emerged through the lens by listening to people’s comments and sharing their perspectives and knowledge during the breakout sessions, meals, relaxation and free time.  I was amazed by the power of the team and individuals to create discuss and learn so many new things in such a relatively short time frame.

Through the lens things looked different at the time. But I realized that what I had experienced in my 50mm “closed world” was actually a much more exciting and wider landscape outside.  A constantly changing environment of groups, developing to improve learning and spheres of activity that helped people to become more confident and gain knowledge of innovation with each passing day.

In creating this pictorial mosaic, I tried to select moments over the three days that would create a larger mosaic which would reflect this event of innovation learning, sharing new experiences and making new friendships. I’ll have my camera ready and my heart open for Innovation Suite #6.”

The session’s going well. Comfortably seated on leather seats, your team has efficiently dissected the product, juggled concepts, whisked the financials up and down in a cocktail shaker and set fire to the business plan. You’re off to a good start. As their leader, you summarize the teams’ exciting new ideas.  One colleague suggests amusing puns, another submits a carefully handwritten list. This could get tricky. There’s potential for disagreement in the ranks, with lots of sensitive

egos jostling for priority. You don’t want to offend anyone but you also want the right result. You need Tonglen.

The wisdom of Tonglen began with Geshe Chekawa, an 11th century Tibetan monk. Legend has it that he stumbled upon a book in his teacher’s room, open at the following lines: “Give all profit and gain to others, take all loss and defeat upon yourself.” Struck by these words, Geshe Chekawa devoted his life to developing the practice of Tonglen, which roughly translates as ‘giving with receiving’. This counter-intuitive concept attempts an ego-reversing process, focusing devotees on compassion; the aim is to literally exchange yourself for others, to both give and receive at once.

Imagine your colleagues as Tonglen monks. Dressed in orange robes, sitting cross-legged on the boardroom carpet, they breathe in, consciously inhaling and dissolving each others’ negative thoughts. As they exhale, the room fills with joy and compassion, a release of creative energy. Slip the suit back on and maintain your peaceful breathing. Now stand by the whiteboard, intently listening to your teammates. At the same time, beneath the surface, you radiate love and encouragement, diffusing tensions and setting everyone at ease with your confident composure.

What’s changed?  Not that much. You simply learnt a new word. If everyone in your team knew the word Tonglen, would that make a difference? Well, perhaps. Because once a new word has been introduced, it can shape an entire culture.

Another good word is Chutzpah, which roughly means initiative, risk-taking, guts. Example: a psychopathic young man kills his parents in cold blood. Hauled up before the judge, he pleads for leniency on the grounds that he’s an orphan. Or take the beggar you gave a two shekel coin; he hands it back, demanding a five shekel minimum. That’s Chutzpah.

If someone cuts you up on the motorway in Israel, or pushes ahead in the line with a cunning excuse ready on his lips, you may think he’s rude, but you might also admire his Chutzpah. He’s taking a chance, giving as good as he gets. He’s got spirit.

Not all Tibetans practice Tonglen, not all Israelis are Chutzpahnik. Still, wherever these words are widely understood, they deeply influence behaviour.

There’s bound to be plenty of Chutzpah in your team innovation session. Finally that guy in Accounts has a chance to tell his incredibly funny jokes, and the normally quiet lady turns out to have a thousand radical plans. That’s great. We want our teams to give their best. But giving is not enough. For Innovation to really work, for us to all stay friends, we must foster a culture of confidence, acceptance and equality among our peers. In order for them to give, we must be ready to receive.

Innovation is an enduring process, not a day off for inventive thinking. Lasting change comes when we leave the session a strong and supportive team. Consider, what word best describes your team? Chutpzah, or Tonglen? Choose carefully. The right word can transform a culture, creating the environment you need to bring about the visions on the whiteboard.