Creativity vs innovation...and public value
First an apology to everyone – I spaced on my need to post a reflection this week until this late. Thankfully others posted their reflections so those of you who need to respond have that opportunity.
Before I dig into Light’s writing, I want to ask people for some feedback - that’s at the end of my post. It relates to the post so if you have the time, please read down. If you’re in a hurry but want to help me out, please just scroll on down…
In November and December I attended a five-day leadership seminar. It was a survey seminar: a cursory look at many leadership-related topics but nothing terribly in-depth. One of those topics was innovation.
In the seminar we talked about the difference between creativity and innovation (and there was one other piece to this triad that I just can’t recall - it’s on my desk at work) as the difference between ideas and implementation. While I don’t think Light is explicit about this distinction, his examples from the 26 Minnesota organizations include both encouraging ideas and implementation of those ideas. In fact, he cautions against encouraging ideas then not giving them due consideration as a way to kill creativity. I thought this was an important point.
The other ah-ha moment for me in this chapter were the words Paul Light put to a concept I use every day without real thought and certainly without a label. On pages xv and xvi of the preface Light describes what public and nonprofit sector innovation is and what it is not. He says, “The ultimate purpose of innovation…is to create public value.”
He goes on to explain that in order for an organization to know whether or not it is creating public value it must have goals and ways of knowing the impact of those goals.
I learned a fair amount about nonprofit management when I was at Humphrey for my Master of Public Policy degree. I have been diligent about this idea of goals, objectives, strategies, outcomes, and impact ever since I graduated.
That said, I’m currently struggling with a staff that is resistant to goal-setting and follow-through and I haven’t been able to convince many of them that this concept is important. Last year was the first year anyone in the unit had asked people to set goals and plan for achieving them. Rolling eyes were ubiquitous. I explained the importance of charting a course, moving toward a common purpose, opportunities for creativity and innovation, blah blah blah.
With performance reviews happening this month, we’re going to revisit goals, etc. and I need to be able to communicate this “planning...goals…creativity” message in a more inspiring way. Any suggestions? How have you approached this kind of planning with your staff? How has a supervisor approached YOU with this kind of communication (good or bad)?
I know this is only the second time our people have been asked to do this, so we’re still laying the foundation in many ways but I want to make sure to get it right so I’m interested to know what you’ve experienced.
Thanks for any feedback you have…
Scott marshall
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Comments
Scott, it's difficult to ensure all reports thoroughly understand your message and goals. One word can effectively transform your intentions. It's very frustrating being a supervisor. Many who become what they believe they aspire to (becoming a supervisor) are often disillusioned when they reach that goal. It's a difficult pinnacle to balance from.
It is indeed a balancing summit to be in a leadership position. Goal-setting comes off like "administrative BS" (as a lawyer once said to me). People are busy trying to accomplish their respective jobs, and coming up with goals seems pretty stupid in their eyes (what a dumb way to spend their time). It comes off as a waste of time.
You need to realize this fact, for it is important in fashioning your communications.
Having said that, I have no brilliant ideas for you as you move forward with this initiative. My best thought is to be honest, collaborative and open to ideas as you meet with staff.
Posted by: Cheri Ptacek | April 6, 2008 11:44 PM
Hi Scott,
I’ve been at both ends of the spectrum supervisor/employee of institutions trying to make changes and motivating constituents. What I would like to share I am hoping you’ll find valuable. I would like to describe my reaction when my supervisor here (at the U)first asked me about my goals and what ‘motivates’ me. But, I would like to do this privately. Because I am an employee here and the blog is ‘relatively’ open to the public I would like to forward you and email outside of the posting ‘link’.
Thanks
Irene
Posted by: Irene | April 7, 2008 03:53 PM
Hi Scott,
I've had more experience being on the employee end of goal setting. I don't have a ton of insight for you but what I found really helpful was that my supervisor made us set three goals--one was more or less a sales goal that was set by the directors. The second was another goal that would benefit the organization but that was determined by me and my supervisor and was based on my interest in the organization. The third was my own professional development/personal goal that would benefit me. Funds and opportunities for professional development were made available. Knowing that the organization finds value in staff development helped me “deal” with the other goals that I’m less fond of. I think most employees appreciate working collectively toward a larger goal and betterment of the organization but I also think most people want to know what’s in it for them.
The other thing I find difficult is when a supervisor sets goals for you but then does not help you to define a plan in which to reach those goals. Finally, what is going to be the outcome if the goals are achieved? My organization once promised a trip to Mexico if we reached a certain sales goal. The goal was not achieved, so logically, no trip to Mexico. BUT, what was frustrating was the fact that there was absolutely no recognition for the work that we did do (we actually fell just shy of the goal). I know we didn’t earn the trip to Mexico but I think we did at least earn a thank you and maybe a smaller, local celebration, just as K&P would recommend. Make the goal worth working for.
That’s my two cents!
Posted by: Kristi Mueller | April 8, 2008 12:00 PM
Hi Scott,
I agree with Kristi. I have had some very bad managers and directors and that has helped me to figure out what doesn't work. Like Kotter explaining transformations by looking at the common errors. I think you've done the right thing by first asking people to help set their own goals.
The problem with the University is often there is no real benefit for making your goals or missing them. Unlike Kristi's example, there are no free trips to Mexico floating around, if you are civil service, your likely getting the standard 3.XX % raise that everyone else is getting regardless of performance. It's very difficult to fire people. So what is the incentive? I think you need to appeal to peoples sense of purpose at the University. After all, many are taking a pay cut just by working here because they get to be a part of an academic environment, people and culture they enjoy. Can you appeal to that side of your employees? Help to identify the shared values and getting people behind a mission statement they are proud stand behind. Recognizing people publicly with service awards or notes from a Dean or a Vice President.
I have to admit I haven't been a formal "supervisor", though I've been a team lead and/or project manager for many projects which have presented many unique challenges. Such as not having actual authority over anyone, yet needing them and their cooperation to accomplish the objective.
Ben
Posted by: Ben Cashen | April 8, 2008 05:14 PM