Creativity First

Leadership

Good ideas require creative thinking. Creative thinking requires time, the right mindset and usually a problem. We always have problems, but we do not always have the right mindset or the time.

You would not throw a child into a pool of water if they did not know how to swim, but yet, here we are, throwing our teams into a pool of water knowing they can’t swim. The innovation pool that is. To become an innovative culture requires us to challenge and change our current adaptive culture. How are we preparing our members to switch to an innovative mindset? Most people dislike change. A battle of its own. What about mindset? Thinking out of the box requires a change in mindset. How do we change a culture to include mindset? The idea of innovation poses more questions than our plan describes. Why the emphasis on innovation? Is it to save money, time, resources, and manpower? All great areas to ‘save,’ but are we being intentional enough about it or taking a big shot in the dark hoping to hit somewhere on the target of innovation. We must be deliberate about which areas we need change.

Technology is advancing, as is our heavy reliance on it. We have simultaneously hit an era of business with higher demands for saving time, resources, money and manpower. The consistent problem with leveraging technology to our advantage is that as technology advances the cost increases. Another problem begins, but let’s take a look at the precursor to innovation.

“Innovation in the military, as in other sectors, seems an isolated event only when we intentionally separate the culminating breakthrough from the sequence of preceding events.”

“If we view history with this restricted view, then Edison’s light bulb and the Wright brothers’ aircraft appear as dynamic manifestations of inspiration. Conversely, if we view these innovations as products in their full context, then we begin to see innovation as the consequence of creativity and effort applied over time.” 1

Innovation is a result of creative thinking and implementation. It must be looked at as the product we get from how we solve problems. We solve problems by being creative. The path from problem to solution is creativity. If we want to improve our organizations beyond our current state we have to focus on the driving force of innovation which is creativity.

Creativity is process for generating ideas to solve problems. It is also the catalyst for adapting, changing and making our processes better. Innovation is the level of change from creativity. If you reference Kirton’s Adaptive Innovative theory, adaptive thinkers improve the system while innovators change the system, but both begin with creativity.

“We tend to treat innovation with reverence. We have romanticized it, and we are always chasing after it, as if it is some holy grail.” Although this notion may seem counterintuitive, given all of the rampant advocacy for innovation, Quinn argues that a clear, negative side exists to having too much of a push for change: “Innovators, for example, can be creative, but if they push their inclinations too far, their behavior leads to belligerence, chaos, disastrous experimentation, and unprincipled opportunism.” 2

The negative side effects of forcing change can lead to unnecessary risk. In most instances, we are not ready for risk. Risk is challenging. What are we willing to risk for innovation? Since culture is born through actions and we’re giving everyone the green light to “fail forward,” then at what point, if not successful, do we become a culture of failure, not a culture of innovation? Are we willing to bet our culture on it?

“To capitalize on this opportunity, senior leaders must promote a clear understanding of innovation and work to shape the military’s culture of compliance into one of disciplined creativity.” 3

Above all, creativity breeds opportunity for change. Change is required as we move forward to become a better Air Force. To capitalize on the efforts to innovate let’s focus on solving problems with creative minds. If we’re creative enough we may just innovate. If not, then at least we’ve solved a few problems.

Notes

1, 3 Colonel John F. Price Jr., USAF, Fostering Creativity in a Culture of Compliance, Air University, Air and Space Power Journal September-October 2014, Volume 28, Issue 5

2 Robert E. Quinn et al., Becoming a Master Manager: A Competency Framework, 2nd ed. (New York: John Wiley and Sons, 1996), 62, 61

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Resiliency Time

Leadership

We’ve all heard people we work with say, “I’m going to PT.” That’s when they pause from work and use their allotted time to do a workout of some sort.  There are many squadrons that allow PT during the duty day, but some members are able to workout individually.  After all, it is part of the mission, we must include it in our mission time, right? Unfortunately, there are some that aren’t allowed time during the duty day. (sorry folks)

I typically have physical fitness time three days a week if I’m able to finish up and head out of the office. Lately, I haven’t done it as much as I’d like to, but that’s okay.  Some days are busier than others and the work has to be done. This has been the normal for the last 7 years of my career. Although, I’ve done it as a squadron during the duty day, as an individual during my lunch break, and sometimes at the end of the duty day when I’m finished with my work. 

Many other people take PT time during the duty day as an individual or with their office or squadron. It’s great! We need to be fit, right? It’s a part of our mission! It’s necessary that we are able to invest in our fitness wellness. 

Today, I finished up what I needed to and since it was my ‘PT’ day, I left the office to get a run in. That’s my go to workout. I love running! I got home to change into my gear and thought to myself, “I ran Monday, what I really need is mental time.”  I felt I needed time to gather my thoughts and emotions.  Have you ever felt that you just needed time to think?  It was one of those moments. 

This sparked another thought. “What if I needed spiritual time? What if I needed social time?”  Why is it always PT time and not other parts of resiliency? Perhaps we can, but we just need to be deliberate about it.  And I’m not talking about whatever classes your base offers that require you to sit and watch a powerpoint.  That’s extremely formal and almost seems superficial. 

I’ve never heard anyone say, “I’m going to mental, spiritual or social time,” during the day and I believe it’s because our culture has bred the idea that it’s only about PT during this ‘free time.’ 

“Cultivate resilience.” – Brene Brown

I want to challenge you, as you use your ‘PT’ time and think about the other areas of resiliency that we typically don’t set time aside for like we do PT.  We all need to be at the top of our game and to be well rounded we need to build our strength in our physical, social, mental and spiritual areas. So if you are good in your PT area for that time, think about other areas you could spend time on in order to build up your resiliency.  After all, isn’t resiliency a part of the mission too?

Let’s not neglect the other areas of resiliency just because the standard has been taking that specific time for PT only.  If we want stronger team members, we need to change how we look at PT ‘time’ and make it ‘Resiliency Time’ so you can focus on whatever area you feel you need that day or that week.  Maybe you need to work on more than one area during that time.  Doing PT is great for PT, but let’s not forget the other areas that make us resilient too! The cultured approach has to be challenged and perhaps, this is how we build a culture of resilient team members: by changing how we think about that ‘free time’ we get in the week to ‘work out.’