Lynne Levesque Consulting

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Fall 2004

Welcome to the Practical Innovator Newsletter, which is now being brought to you through Constant Contact technology. You can expect some adjustments over time as we learn how to use this new technology! Please let me know what you think! And if you know of others who might be interested in receiving a copy, please feel free to pass this copy on to them! Thanks!

in this issue
  • Changes from
  • Managing for More Creative Results
  • Creativity Tips for Teams
  • Lessons from Research
  • Tips for Trainers using the Eight Creative Talents
  • Managing for More Creative Results

    (Adapted from "BREAKTHROUGH CREATIVITY: Achieving Top Performance with the Eight Creative Talents")

    Question: There are several members of my team who are "people persons." How are they creative and what can I do as team leader to bring out more of their creative potential?

    Answer: Since achieving creative results often depends on groups of people working together who are not used to working together, "people people," or those who have an abundance of what I call the Harmonizer talent, can make major contributions to the organization's creativity. Some of their most creative results include:

    Creativity Tips for Teams

    Five tips for getting fast, creative results from teams:

    1. Don't stop at the first good idea. Most great ideas come after many ideas have been generated. In brainstorming sessions, don't let time pressures keep the team from exploring lots of ideas that can contain the kernel of the best solution. Allow time for the team to push on through "deadspots," to continue to build on prior ideas, and find even better, break-through ideas!

    2. Practice deferring judgement. One of the main reasons that brainstorming doesn't achieve promised results is because teams fail to put off judging the ideas. It's much easier to criticize than to continue to build on lots of ideas. Hold off the critic until all possibilities have been explored.

    3. Make sure you are solving the right problem. Too often assumptions and current mental models unconsciously frame a situation, and teams end up solving the wrong problem. Or they solve the symptoms and not the source of the problems and thus have to keep tackling the same problem over and over again. Instead, take the problem apart and examine it from a variety of angles before proceeding to solve it. Remember that a problem correctly stated is half solved.

    Lessons from Research

    In a February 2004 opinion column in the Wall Street Journal, Carly Fiorina, Hewlett Packard's chair and CEO, urged leaders to maintain the U.S. lead as "the most competitive and creative of all nations." Her argument was that we should not hide behind a protectionist policy in an attempt to run away from the "reality of a global economy." Instead, leaders need to keep pushing their organizations to find new and different ways of creating and delivering products and services.

    One way for leaders to stay on the competitive edge is to stay tuned to the future. How do you do this? According to Global Foresight Associates, a Waltham, Massachusetts futures research and consulting firm (, you practice "360 scanning." You stay abreast of trends and changes in:

    Tips for Trainers using the Eight Creative Talents

    My experiences working with the Eight Creative Talents have resulted in several learnings that I would like to share with those of you who are also using the Eight Creative Talents in your work. This section will be an ongoing part of the Practical Innovator Newsletter going forward so those of you who might like to share your experiences are welcome to send comments or questions to me at

    One of the most frequent questions in workshops is how the eight creative talents relate to the MBTI ® and why there can be differences between the results of the MBTI ® and the talents. There are three issues here that need to be addressed:

    Changes from

    Over the summer, I decided to switch to this new technology for my newsletter for two reasons:

    1. If I am going to promote creativity, then I need to do a little bit of experimenting myself!

    2. It allows me to concentrate on writing more frequent, although shorter, newsletters and to worry less about the delivery details. Stay tuned......

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