Spark the change presentation
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The document discusses how creativity is important for the future of society but is often stifled in current institutions. It analyzes data that segments the population into three "creativity tribes": confident creators, the held back, and safety firsters. It then examines how organizations are evolving from traditional hierarchies to more collaborative, open, and borderless models in the new digital age due to changes in technology and values. The challenge for organizations is to balance "new power" approaches with traditional "old power" methods to maximize creativity and avoid potential extinction.
Spark the change presentation
- 1. New power, old power Revolution, Evolution, or Extinction? Anthony Painter, Director, Policy and Strategy, RSA
- 2. We had one conviction and one hypothesis: -That creativity and the power the create were fundamentally important to the future of society. -That creativity is stifled in our society, in its institutions, organisations and culture.
- 3. So we did a survey on creativity and segmented the responses into ‘tribes’….. • The ‘confident creators’ who are adept at developing their knowledge, creativity and social capital. 11 per cent of the population. • The ‘held back’ are ambitious but feel that they need more support, a greater level of learning and more confidence to make their hopes a reality. 20 per cent of the population. • The ‘safety firsters’. This group is least creatively minded and just want to get on with things. 30 per cent of the population.
- 4. Creativity and our ‘tribes’
- 5. The‘held back’ areseeking themost support to maketheir creative ideasareality.
- 6. Theevidenceisthat the‘held back’ arealready taking to digital technology to improvetheir knowledgeand skillsbut they may beisolated…..
- 7. Life satisfaction and frustrated creativity
- 8. The changing organisational landscape – the rise of new power (see https://hbr.org/2014/12/understanding-new-power )
- 9. • We have traditionally asked staff to adopt corporate values and leave their own values out of it. • Gallup’s State of the Workplace study shows that only 13% of employees are engaged in their jobs, while 63% are not engaged and 24% are actively disengaged. • New forms of the corporation are emerging – The B Corporation movement 1. The purposeful organisation
- 10. • Hierarchies are threatened but resolute • The ways in which we consume, contribute and participate are changing – shifting patterns of supply and demand • The rise of the collaborative organisation – Trader Joes, Cemex, Zappos 2. The collaborative organisation
- 11. • A creativity-sapping habit of management is ‘sorting’ – putting people in boxes • The iron cage of bureaucracy resisting hard • Business as usual is now on an uncertain and turbulent course – value has to be found throughout the organisation 3. The open and diverse organisation
- 12. • Technology is not just a driver of change – it is the change. • Ultra transparency and diminishing private space. We now live in an unmediated world where anyone can create and share content with anyone. You can’t have different values in private and in public. • Open innovation platforms can harness internal and external talent – using the problem- solving power of people • We’re always on and we’re very demanding. Public values are shifting and technology with it. 4. The borderless organisation
- 13. • But……. • What proportion of any given organisation are ‘confident creators’? • What about the ‘held back’ and ‘safety firsters’? • Do we really think that ‘old power’ will simply be eclipsed? How do you run a hospital, or a police force, or a finance department, or investor and public relations, or an airline, or a distribution network on a purely ‘new power’ basis? = > The challenge is this: how can you evolve towards a balance of new and old power, revolutionise the creative potential of your organisation to avoid extinction? And all this is great for the confident creators…
- 14. Evolving the right new power-old power balance
- 15. Well-being is about the right balance – same for organisations • What’s your mix of ‘confident creators’ who are more comfortable with new power, ‘held back’ who can better navigate new power with support, and ‘safety firsters’? • The three powers: hierarchy, solidarity, individuality. Are they balanced in the right way? • What are their different needs and what can you do to maximise your organisational creativity by meeting them? • Where are your creativity blockers?
- 16. Predators and co-operators • How well do your competitors blend new and old power? • What are the ways of doing collectively what you have tried to do yourself previously? • How can your users, stakeholders, and customers become part of your organisational creativity?
- 17. Lighting the fire • What’s your real motivating purpose? • What can really inspire all who engage with you? • How can you engender a sense of ownership and purpose? • The why matters.
- 18. • Over to you…. • @anthonypainter • More on the creativity tribes in ‘The New Digital Learning Age’
Editor's Notes
- #2: Can evolution work? Even if revolution/brave goals – how do realise your creative assets? What I call people. Organisations are made up of people And this has consequences
- #3: Live good lives ‘ to create is human’ Solve social and environmental challenges Sustain an economic resource base Create new and interesting conenctions and bonds
- #4: Creative economy £130bn CCs – they ARE you.
- #6: The point is that the held back are reaching out- looking for support. Safety firster more difficult.
- #7: The point is that the held back are reaching out- looking for support. Safety firster more difficult.
- #9: Anthony
- #10: Police Federation Ben and Jerry’s Workers: The lowest paid hourly worker receives 46% above the living wage; Patagonia- Build the best product, cause no unnecessary harm, use business to inspire and implement solutions to the environmental crisis. Etsy- Etsy wants to empower people to change the way the global economy works. They see a world in which very-very small businesses have much-much more sway in shaping the economy, local living economies are thriving everywhere, and people value authorship and provenance as much as price and convenience. Etsy is bringing heart to commerce and making the world more fair, more sustainable, and more fun.
- #11: Jeremy Rifkin believes that the “sharing economy” (think Airbnb or Uber) will overthrow some of the biggest companies on the planet. It will only take between 10 and 30 per cent of a particular market to shift to these self-help networks, argues Rifkin, for the thin profit margins of big companies to shrink to nothing. Modern success stories shun the monolith model and siloed R&D department and are using the problem-solving power of their people – Nike, Costco Challenges for the Met Police and all public services.
- #12: This assumes that only a certain number of roles can be creative and that a vital role of management systems is to sort people into a pyramid structure with the most creative jobs at the top. Diversity and innovation – LSE research
- #13: BMA, Proctor and Gamble – open innovation platform
- #14: Kodak Obama campaign v Obama in office BO: movement for change Hillary Clinton and LBJ TECH/POPULAR CHAGE ETC IS FAST. INSTITUTIONS/ORGANISATIONS ARE SLOW.BUT WE DO NEED THEM>
- #15: Energy markets – distributed versus centralised now. It will change. Financial markets. Fintech v incumbents Retail. The return of the independent. Government, Social chancge, eg Toxteth in Liveprool
- #17: Collective impact
- #18: If you know why, and it motivates you, you will discover how,