Title: LEADERSHIP DIFFERENCES:
1INNOVATION-TRIZ,INC.
- LEADERSHIP DIFFERENCES
- HOW TO MEASURE AND HOW TO USE
- AIChE LEADERSHIP CONFERENCE
- JUNE 3, 2006
- HOUSTON, TX
- Jack Hipple
- Innovation-TRIZ
- Tampa, FL
2OBJECTIVES
- Provide a structure for thinking about the people
side of leadership challenges - Teach basics on measuring, appreciating, and
pro-actively using style differences - Learn your own style and whats unique about it
3AGENDA
- Introductions and Goals
- The People Side of Leadership
- Measuring
- Appreciating
- Using
- Exercises
- Questions and Summary
4WHAT KIND OF AN ORGANIZATION DO
YOU WANT?
- Everyones a team player
- OR
- Everyones individual strengths are used at
maximum energy level - The latter has the potential to be more more
productive, but is inherently more difficult to
manage
5ASSUMING YOU WANT TO DO THIS --HOW IS IT
DONE?
- Recognize the differences in people and how they
- relate to each other
- relate to the organization and its goals
- analyze and solve problems
- Dont rely on chance or gut feel to make this
happen!
6HOW WE RESPONDTO A NEAT IDEA
DISLIKE
ATTITUDE TOWARD PERSON
LIKE
LOW
HIGH
NOVELTY OF IDEA
7HOW WE RESPOND
ATTITUDE TOWARD PERSON
SUPPORT ENCOURAGE
LIKE
HIGH
NOVELTY OF IDEA
8HOW WE RESPOND
SABOTAGE
DISLIKE
ATTITUDE TOWARD PERSON
HIGH
NOVELTY OF IDEA
9HOW WE RESPOND
ATTITUDE TOWARD PERSON
HELP
LIKE
LOW
NOVELTY OF IDEA
10HOW WE RESPOND
IGNORE
DISLIKE
ATTITUDE TOWARD PERSON
LOW
NOVELTY OF IDEA
11SUCCESS FACTORS NON-PERSONAL
EQUIVOCALITY
HIGH
LOW
GRAND SLAM
MOTIVATION
BLACK HOLE
DISTANCE
DEAD IN THE WATER
LONG SHOT
LOW
HIGH
COMMUNICATION
12- TOOLS TO ASSIST IN UNDERSTANDING THESE
DIFFERENCES IN A SCIENTIFIC WAY
13ASSESSMENT TOOLS--BASED ON CARL JUNGS WORK
- Isabel Myers and Kathryn Briggs (e.g. MBTITM)
- Measures peoples style of interacting socially
with each other - Many organizations are familiar with and use this
tool - Many people know their profile
- It is not proactively used as much as it could be
- Similar tools/instruments 16Types, Insights,
Kiersey temperament sorter
14MYERS-BRIGGS TYPE (MBTI) ASSESSMENTS
- Assesses social style of interaction
- Extroverted/Introverted (E/I)
- Sensing/Intuitive (S/N)how we take in/see
information - Thinking/Feeling (T/F)how we analyze information
and data - Judging/Perceiving (J/P)
- Example ESTJ/INTP
- Note Characteristics not uniformly distributed
(ex 75 S, 25 N)
MBTI is a registered trademark of CAPT
15Extroversion/Introversion
- A persons preferred style of interaction with
the outside world and others (inward or outward
focused) - Question How would an E leader behave vs. an
I in the same role? - Question How would these two different style
deal with challenges? - Note Specific response patterns that are
predictable when non-preferred style is forced
for long periods of time! (Inferior Function) - STRESS
16Sensory/iNtuitive
- A persons preferred style for gathering and
analyzing information - Hard facts, data vs. big picture, possibilities
- Question How would this trait affect how the
information is gathered to assist in dealing with
problems and issues?
17Thinking/Feeling
- Question How would these two types of people
analyze trends and impacts? - How an individual or organization processes
information (after they have received it) and
makes decisions - Impersonal analytical process or one which takes
into account people impact and issues
18Judging/Perceiving
- A persons or organizations preferred process
for decision making - Closure vs. options
- Question How would this trait affect how a
person or organization planned changes?
19DISTRIBUTION OF EXECUTIVES
84 are TJs, 60 are STJs
20DISTRIBUTION OF EXECUTIVES
Why arent these people execs?
21DISTRIBUTION OF TRAINING AND EDUCATION
SPECIALISTSWHAT ARE SOME DIFERENCES?
80 are N,F combinations
22- EXERCISE
- YOUR SECTION MEETING ATTENDANCE HAS DROPPED 50
IN THE PAST YEAR AND DUES PAYING MEMBERSHIP HAS
DECLINED - WHAT SHOULD YOU DO?
- Heather, Alan, Stephen
- S. Gannon, John, Patricia
23- 16TYPES PROFILES AND GROUP PROFILE
24OUR DISTRIBUTIONCONCERNS?
25- 90 Ts
- 10 Fs (2 OF 3 ARE Is)
- 30 Ns
26HOW TO USE.
- Make sure everyone is involveddo you have all
the input (E vs. I, T/F)? - Level of problem definition and solution?
Details (N, S)? 40/60 in our group - Idea implementation
- Long term vs. short term (J/P)?
- Impact of solutions (T/F)
27N/S CONFLICTS
- Facts vs. impressions and gut feel
- Identifying areas for innovation
- Evaluating ideas and markets
- Defining the project and objectives
- Analysis of customer information and conversations
28THE N/S CONFLICT IN GOAL DEFINITION
- We want a breakthrough in the process for
manufacturing XYZ - An S might define this as a 10 cost reduction
that can be achieved in two months - An N might define this as an entirely new
process which reduced manufacturing cost by 30
and achievable only through major new capital
investment - Without communication early, major disconnect
results
29- HOW ARE YOUR GOALS BEING INTERPRETED?
30THE T/F CONFLICT
- Describe a leaf
- John vs. James
- Describe, in general, the challenge we face
31THE T/F CONFLICT
- Data and facts vs. people impact
- Both are important!
- Both need to be considered
- Priorities are different by individual
32DISCUSSION..
- WEVE DISCUSSED ASPECTS OF INTERACTING WITH
PEOPLE.NOW LETS DISCUSS HOW WE ANALYZE AND
SOLVE (INTERACT WITH) PROBLEMS
33INNOVATION STYLES
- Can be measured in the same way that social
styles can be measured with Myers Briggs - Kirton KAI (www.kaicentre.com) and Orchestra
2000 instruments - Measures STYLE of creativity
- innovative vs. adaptive
- rule and group conformity
- efficiency
34 PROBLEM SOLVING STYLE
- Observation
- Some people come up with ideas from nowhere
- Others seem to need stimulus
- Some people need and provide structure in their
environment, other prefer not to have any or
dont care - Some people want to know what the rules are,
others could care less
35EXAMPLES OF QUESTIONS
- How easy or difficult is it for you to present
your self, long term, consistently, as someone
who - conforms?
- enjoys detailed work?
- is stimulating?
- is predictable?
36OUTPUT FROM KAI
- A result ranging from 32-160, with the norm
around 90 and 2 sigma deviation from 70-120 - Sub-scores in originality, rule/group conformity,
and efficiency add to give total - There can be variation in some of these sub-scores
37THE KAI CONTINUUM3 SUB PREFERENCES
32
96
160
O
ORIGINALITY
PioneerInnovative
BuilderAdaptive
KAI
RULE AND GROUP CONFORMITY
R
E
EFICIENCY
38PROBLEM DEFINITION
- Paradigm Adapter
- Accepts
- Focuses on Reality
- Doing Things Better
Paradigm Innovator Challenges Focuses on
Possibilities Doing Things Differently
39GROUP SEPARATION
- Group 1
- Anthony, Erica, Jennifer, Lauren, Barb, Heather,
S. Gannon - Group 2
- John, P. Burban, Tom, Maria, Felix, Wendy, Brian,
Tom Marreno, Patricia - Group 3
- Stephen, Scott, Szymon, Matt, Mark, Colleen,
James, Andy - Group 4
- Frank, Alan, Sanjeev, Marian, Shane, Kenneth
40CREATIVE PROBLEM--GROUP EXERCISE
- You are plant manager of a tea bag factory which
has just lost its major customer, accounting for
50 of its business What do you do? - S. Gryskiewicz, CCL
41WHY IS THIS DIFFERENCE IMPORTANT?
- I HAVE AN IS THAT NEEDS TO BE ADDRESED WITHIN MY
LOCAL SECTIONHOW SHOULD I ADDRESS IT?
42CREATIVE AND PROBLEM SOLVING STYLES
Innovator
43ADAPTERS
- Generate ideas that fit into the current paradigm
- They tend to associate existing elements to
optimize current systems
44INNOVATORS
- They tend to bisociate elements from all over to
develop a new way of looking at things - Generate ideas that may not fit intocurrent
paradigms
45ADAPTER
- Seen as
- DisciplinedPreciseReliableEfficientSound
- Seeks solutions using tried and understood ways
- Liable to make goals of means
- Is authority within a given structure
- Able to maintain high accuracy in long spells of
detailed work
MethodicalPrudentConformingDependableOrganized
46AN EXTREME ADAPTER
Why, theyre lighting their arrows... Can they
do that?
47INNOVATOR
- Seen as
- SpontaneousEnergeticUnconventionalCatalyst
- Approaches tasks from unexpected angles
- Cuts across current paradigms
- Treats means with little regard
- Tends to take control in unstructured situations
- Capable of detailed routine work for short
burstsof time
IngeniousCreating DissonanceIndependentCapricio
us Risk-Taker
48AN EXTREME INNOVATOR
Wait! Wait! Listen to me!We dont just have to
be sheep!
49- QUESTION---DO YOU WANT EVERYONE TO BE AN
INNOVATOR?
50 51PROFILE OF OUR GROUP
NUMBER
52KAI SUBSCALES
- Originality
- Rule/Group Conformity
- Efficiency
- Understanding the subscales provides valuable
insight into the behavioral manifestation of
creative styles
53KAI SUBSCALES
- Originality
- Creation of Ideas Approach to new technology
- Adapters
- Offer a sufficient number of ideas
- Will self-censor irrelevant ideas
- Innovators
- Generate large numbers of ideas
- Toy with ideas that may or may not be relevant
- EASIER COMMUNICATION IF SIMILAR STYLES
54KAI SUBSCALES
- Rule/Group Conformity
- Sensitivity to Rules and Group Consensus Trust
and Strategizing - Adapters
- Seek to build and maintain group consensus
- Demonstrate respect and appreciation for rules
and norms - Innovators
- Prefer to rock the boat
- Are irreverent/insensitive to norms and rules
55KAI SUBSCALES
- Efficiency
- Development of Systems and Structures
Collabortion - Adapters
- Create systems that are external to the creator
(and visible to others) - Innovators
- Create systems that are internal to the creator
(and invisible to others)
56IMPLICATIONS OF KAI THEORY
- Problem-Solving Style
- Why some people cant hear ideas thatothers
express - Why some people cant express ideas so others can
hear them
57LEADERSHIP IMPLICATIONS
- Adapting Style
- Accepts corporate orientation
- Prefers challenges that are low risk
- Focuses on the implementable and profitable
58LEADERSHIP IMPLICATIONS
- Innovating Style
- Challenges corporate orientation
- Prefers challenges that are high risk
- Focuses on long-term profitability (Survival)
59IN OUR GROUP
- Range from 47 to 144!!
- (Anthony, Kenneth)
60IMPACT OF KAI DIFFERENCES
- Difficulty in agreeing on objectives
- When someone says they want innovation, do they
mean faster delivery of existing product or an
entirely new business concept? - Impact of CORPORATE KAI profile
- Closure on issues
- Is there a time frame or deadline?
- Meeting and process protocols
- Caring about what others think
61SAME MBTI, BIG ? KAI
- Heather and Alan, ESTJs
- but 77 vs 125 KAI
- Note Friction at 15-20, warfare at 30
62SAME KAI, BIG ? MBTI
- Patricia and Wendy
- 97/101 KAI but ISFP vs. ENTJ
63BIGGEST OVERALL DELTA PRIZE
64CONCLUSIONS
- Aspects of how people deal with their external
world and problems can be measured - These characteristics can be proactively applied
in organizational leadership
65WHAT CAN WE DO?
- Try to make everyone alike
- Note it takes much energy to be different than
you are--energy that can more effectively used to
achieve organizational goals - Youre not a team player--what if football and
baseball players all had the same skills and
played any position at random? - Use the differences pro-actively with awareness
and sensitivity
66PROACTIVELY USING MYERS BRIGGS DIFFERENCES
- AWARENESS
- In team settings (ask!)
- In different types of projects
- In sequence of use
- S, N, T, F
67PROACTIVELY USING KAI DIFFERENCES
- At different project stages
- Short term/long term
- In separate groups to gain differing perspectives
- With different types of clients and collaborators
- Ex PDMA presentations re joint ventures
68IN SUMMARY.
- An organizations intellectual strength is
embodied in its people - People are different and these differences can be
measured and used proactively to improve project
and team results - Using these tools must be done intelligently
69THANK YOU!
- For your listening
- For your input
- Hope this is of help to you in your leadership
challenges!
70QUESTIONS AND FOLLOW UP
- Jack Hipple
- Innovation-TRIZTampa, FL
- 813-994-9999
- www.innovation-triz.com