Setting parameters: innovation and structure
12/04/2010, Author: Ruth Williams
We find that people are more likely to think creatively and innovate effectively when they know the boundaries. When we know where the limits are we feel free to think about the areas where the boundaries don’t exist. It can seem counter intuitive to set limits and be directive in relation to innovation; however some targeted parameter setting is incredibly effective
Our innovators need to know the goal; the end outcome to innovate effectively. The more we involve our innovator in the agreement of the goal the more motivated they are likely to be about pursuing it.
This week we will share a technique for involving our innovators in agreeing the goal. This is something I find incredibly useful in my work facilitating groups and is taken from a very well respected book called ‘Coaching for performance’ by John Whitmore. It takes you through four stages that really help in finding the right flow of open questions to ask when seeking someone else’s involvement in agreeing the goal:
Goal-setting
Reality checking
Options
What will you/they do?
You ask powerful open questions at each stage to facilitate a discussion. A powerful question is one that opens up new areas for the individual to explore. Powerful questions have the effect of moving us away from our standard responses to explore these issues in-depth for ourselves.
Goal-setting: defining the goal and how they will know if they have achieved it. Possible questions could be:
• What would you like to achieve by the end of this innovation project?
• What specifically do you want to focus on?
• What do you want to happen that’s not happening now?
• How different is this to what has been done in the past?
• How does this improve what’s been done before?
• How will you know when you have achieved your goal?
• What would success look/feel like for you?
• What needs to happen for you to feel this time was well spent?
Reality checking: where are they now in terms of the goal and what have they tried so far? This can also be particularly useful when you are reviewing and amending project goals to reflect changes in scope or circumstances. Possible questions could be:
• What’s happening now that you are pleased with?
• What have you found frustrating?
• What have you already done towards this goal? What results have you had?
• What obstacles may prevent you from moving forward?
• What other factors have affected achieving this objective?
• What have you tried so far?
Options: what options can they identify to help them achieve their goal? Even if you have some options you want the individual to try, you should ask them for their ideas first. Individuals are much more likely to take actions on options that they identify for themselves. Possible questions could be:
• How will you make this happen?
• What options have you considered?
• What are the pros and cons of these options?
• Who might be of help?
• How do you see that working?
• What will help you in achieving your goal?
• How will this move you forward?
• What is the benefit of doing this?
What will you/they do?: once options have been agreed you must agree actions to take them forward. When you have had a useful positive discussion up to this stage it is easy to forget to pin down exactly what we will do. Possible questions could be:
• What are the next steps?
• When do you think you can start this?
• What resources will you need?
• Precisely when will you do that?
• How do you think you can make this happen?
• What might get in your way?
• What support do you need?
• How will you influence them?
• When will you complete this by?
• How confident are you that you can achieve this?
• What would make you more confident?
The four stages are usually followed in this order. However, you can move between steps if this suits the flow of your conversation.
The GROW model will lead to greater commitment, enthusiasm and personal involvement in the goal and more fruitful output from your innovation project.
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