LEADERSHIP DIFFERENCES:

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INNOVATION-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

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OBJECTIVES

• 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

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AGENDA

• Introductions and Goals
• The People Side of Leadership
• Measuring
• Appreciating
• Using
• Exercises
• Questions and Summary

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WHAT 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

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ASSUMING 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!

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HOW WE RESPONDTO A NEAT IDEA
DISLIKE
ATTITUDE TOWARD PERSON
LIKE
LOW
HIGH
NOVELTY OF IDEA
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HOW WE RESPOND
ATTITUDE TOWARD PERSON
SUPPORT ENCOURAGE
LIKE

HIGH
NOVELTY OF IDEA
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HOW WE RESPOND
SABOTAGE
DISLIKE
ATTITUDE TOWARD PERSON

HIGH
NOVELTY OF IDEA
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HOW WE RESPOND
ATTITUDE TOWARD PERSON
HELP
LIKE
LOW

NOVELTY OF IDEA
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HOW WE RESPOND
IGNORE
DISLIKE
ATTITUDE TOWARD PERSON
LOW

NOVELTY OF IDEA
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SUCCESS FACTORS NON-PERSONAL
EQUIVOCALITY
HIGH
LOW
GRAND SLAM
MOTIVATION
BLACK HOLE
DISTANCE
DEAD IN THE WATER
LONG SHOT
LOW
HIGH
COMMUNICATION
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• TOOLS TO ASSIST IN UNDERSTANDING THESE
  DIFFERENCES IN A SCIENTIFIC WAY

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ASSESSMENT 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

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MYERS-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
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Extroversion/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

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Sensory/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?

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Thinking/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

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Judging/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?

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DISTRIBUTION OF EXECUTIVES
84 are TJs, 60 are STJs
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DISTRIBUTION OF EXECUTIVES
Why arent these people execs?
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DISTRIBUTION OF TRAINING AND EDUCATION
SPECIALISTSWHAT ARE SOME DIFERENCES?
80 are N,F combinations
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• 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

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• 16TYPES PROFILES AND GROUP PROFILE

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OUR DISTRIBUTIONCONCERNS?
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• 90 Ts
• 10 Fs (2 OF 3 ARE Is)
• 30 Ns

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HOW 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)

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N/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

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THE 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

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• HOW ARE YOUR GOALS BEING INTERPRETED?

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THE T/F CONFLICT

• Describe a leaf
• John vs. James
• Describe, in general, the challenge we face

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THE T/F CONFLICT

• Data and facts vs. people impact
• Both are important!
• Both need to be considered
• Priorities are different by individual

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DISCUSSION..

• WEVE DISCUSSED ASPECTS OF INTERACTING WITH
  PEOPLE.NOW LETS DISCUSS HOW WE ANALYZE AND
  SOLVE (INTERACT WITH) PROBLEMS

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INNOVATION 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

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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

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EXAMPLES 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?

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OUTPUT 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

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THE KAI CONTINUUM3 SUB PREFERENCES
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96
160
O
ORIGINALITY
PioneerInnovative
BuilderAdaptive
KAI
RULE AND GROUP CONFORMITY
R
E
EFICIENCY
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PROBLEM DEFINITION

• Paradigm Adapter
• Accepts
• Focuses on Reality
• Doing Things Better

Paradigm Innovator Challenges Focuses on
Possibilities Doing Things Differently

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GROUP 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

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CREATIVE 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

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WHY IS THIS DIFFERENCE IMPORTANT?

• I HAVE AN IS THAT NEEDS TO BE ADDRESED WITHIN MY
  LOCAL SECTIONHOW SHOULD I ADDRESS IT?

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CREATIVE AND PROBLEM SOLVING STYLES
Innovator

• Adaptor

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ADAPTERS

• Generate ideas that fit into the current paradigm
• They tend to associate existing elements to
  optimize current systems

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INNOVATORS

• 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

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ADAPTER

• 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
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AN EXTREME ADAPTER
Why, theyre lighting their arrows... Can they
do that?
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INNOVATOR

• 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
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AN EXTREME INNOVATOR
Wait! Wait! Listen to me!We dont just have to
be sheep!
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• QUESTION---DO YOU WANT EVERYONE TO BE AN
  INNOVATOR?

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• PROFILE OF GROUP

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PROFILE OF OUR GROUP
NUMBER
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KAI SUBSCALES

• Originality
• Rule/Group Conformity
• Efficiency
• Understanding the subscales provides valuable
  insight into the behavioral manifestation of
  creative styles

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KAI 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

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KAI 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

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KAI 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)

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IMPLICATIONS 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

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LEADERSHIP IMPLICATIONS

• Adapting Style
• Accepts corporate orientation
• Prefers challenges that are low risk
• Focuses on the implementable and profitable

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LEADERSHIP IMPLICATIONS

• Innovating Style
• Challenges corporate orientation
• Prefers challenges that are high risk
• Focuses on long-term profitability (Survival)

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IN OUR GROUP

• Range from 47 to 144!!
• (Anthony, Kenneth)

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IMPACT 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

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SAME MBTI, BIG ? KAI

• Heather and Alan, ESTJs
• but 77 vs 125 KAI
• Note Friction at 15-20, warfare at 30

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SAME KAI, BIG ? MBTI

• Patricia and Wendy
• 97/101 KAI but ISFP vs. ENTJ

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BIGGEST OVERALL DELTA PRIZE

• Anthony and Kenneth

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CONCLUSIONS

• Aspects of how people deal with their external
  world and problems can be measured
• These characteristics can be proactively applied
  in organizational leadership

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WHAT 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

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PROACTIVELY USING MYERS BRIGGS DIFFERENCES

• AWARENESS
• In team settings (ask!)
• In different types of projects
• In sequence of use
• S, N, T, F

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PROACTIVELY 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

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IN 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

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THANK YOU!

• For your listening
• For your input
• Hope this is of help to you in your leadership
  challenges!

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QUESTIONS AND FOLLOW UP

• Jack Hipple
• Innovation-TRIZTampa, FL
• 813-994-9999
• www.innovation-triz.com