“The most potent forces that kill off new ideas are our own limitations. Time is very limited, and with the demands of family, friends, work, and sleep, most ideas lose traction immediately”
Impact of Starting Small
As psychologist Keith Sawyer, a protégé of Mihaly Csikszentmihalyi (author of the renowned creativity book Flow: The Psychology of Optimal Experience ), writes in his 2007 book Group Genius, “All great inventions emerge from a long sequence of small sparks; the first idea often isn’t all that good, but thanks to collaboration it later sparks another idea, or it’s reinterpreted in an unexpected way. Collaboration brings small sparks together to generate breakthrough innovation.
Structure your idea
“Since 2004, AMR Research, a leading authority on supply chain research that serves numerous Fortune 500 companies, has published an annual list of the twenty-five companies with the best supply chain management. You might be surprised to learn that Apple debuted on the list at No. 2 in 2007, and overtook companies such as Anheuser-Busch, Wal-Mart, Procter & Gamble, and Toyota to take the No. 1 slot in 2008.
Why would Apple, a company known for new ideas and its ability to “think different,”
also be one of the most organized companies on the planet? The answer is that—like it or not—organization is a major force for making ideas happen.
Organization is just as important as ideas when it comes to making an impact.”
Disney’s Idea Generation Room
when developing feature-length films, Disney implemented a staged process using three different rooms to foster ideas and then rigorously assess them
Room One. In this room, rampant idea generation was allowed without any restraints. The true essence of brainstorming— unrestrained thinking and throwing around ideas without limits—was supported without any doubts expressed.
Room Two. The crazy ideas from Room One were aggregated and organized in Room Two, ultimately resulting in a storyboard chronicling events and general sketches of characters.
Room Three. Known as the “sweat box,” Room Three was where the entire creative team would critical y review the project without restraint. Given the fact that the ideas from individuals had already been combined in Room Two, the criticism in Room Three was never directed at one person—just at elements of the project.”