How gamification can help your business

A range of organisations are turning to gamified learning as a way of motivating employees, boosting engagement and driving business success.

The technique allows companies to deliver effective learning content and training strategies combined with an element of fun. Applied successfully, it can help businesses achieve goals and outcomes by using game dynamics to connect with employees, gain feedback and measure performance.

What is gamified learning?

‘Gamification’ is the use of game thinking and game mechanics in a non-game context to engage users and/or solve problems. It uses achievement, reward, creativity and self-expression and then uses points, badges, levels, leader boards and various challenges to motivate employees.

But these mechanisms don’t always make a difference on their own. The focus of the approach needs to centre on individual development – the ‘human aspect’ – to help employees feel valued and enhance their problem-solving skills.

Board games

Many companies apply gamification within their apps, websites or e-learning tools but the good ‘old fashioned’ board game can have equally positive benefits, as well as some extra ones. A key difference is that they bring people together to play and discuss the game face-to-face. This leads to a greater sense of engagement and a more productive session.

When it comes to the way we behave in different scenarios, board games can develop areas such as communication, resolving conflict, team work, creativity negotiation, empathy and decision-making. They can help to increase learning and create a sense of achievement.

As an example of how even ordinary board games can teach us business skills, take Amazon’s best-selling board games in 2017. They include the classic Monopoly, which teaches us how to seal a deal and use negotiating skills as each player looks to build up their position on the board. And the fast-talking description game Articulate is not only a lot of fun but also tests skills of creativity, communication and team-work as players work together to achieve a common goal – with the added, high-pressure element of having just 30 seconds in which to describe as many words as possible.

So think how effective a board game would be that’s specifically created to be played in a business environment, and focuses on work-based scenarios. This was our thought process when one of our clients, world-leading car seat manufacturer Adient, asked us to help find an innovative solution to their management training needs. The result was that we created a gamified learning solution based on a traditional board game, using a simple game play premise to improve leadership skills, engagement, and communication between peers.

What Would You Do? is a scenario-based game which tests decision-making abilities both in an immediately reactive as well as a more considered way. Although points are awarded for preferred answers, enabling participants to move up the board and win, the mechanics of the game are really just a vehicle for generating discussion and debate, and sharing experience and expertise. It allows peers to work through business issues in a fun and engaging way.

What Would You Do? is available to all businesses and is aimed at first line managers, team leaders and supervisors. It also works as a resource to develop graduates and identify management potential.

It was launched in May and received overwhelmingly positive feedback, with the board game approach proving particularly successful in engaging participants and helping to make learning stick.

Posted On June 27, 2018 By Paul Hutchinson In Continuous Improvement, Leadership /

Why do change leaders focus on the plan rather than the people?

It is not uncommon to find elaborate, well-thought-through change plans missing just one ‘small’ component: the people.

Why does this happen? Why do some change leaders get so lost in the detail of their planning that they forget to bring the people involved along with them on the journey?

Paul and Richard discuss why it can feel easier just to focus on the plan – and what happens when people get left out of it.

Effecting change involves two things: there’s the practical side of it and then there’s the ‘transition’ of taking people through it. Focusing on both elements leads to successful change. Having an awesome plan without the engagement and support of your people will mean it won’t be as effective as it could be.

A change plan can take up a lot of time and effort but, in a way, it’s the easy bit. Most change leaders have technical or project management skills, and know how to create a strong plan. It’s an area they feel comfortable with. But when it comes to taking people through the transition, the process is more unpredictable.

So, if you’re leading change and have a great plan but haven’t really looked at the people side, where do you start?

We’d suggest taking a step back and assessing where people are on the change journey. Ask two questions: 1, What is their attitude to this specific change? 2, How much energy are they putting into this?

Answering these questions about each individual will help you place them in one of four categories:

Spectators
Champions
‘Corporate Corpses’
Saboteurs

The likelihood is that at least half of the people will be Spectators. They are in the neutral zone, supportive of the change but with low energy. However, the great thing is that they can become engaged with the process if they are given information and choices.

The Champions are the people who are supportive of the change and are putting a lot of energy in to it. They can help the leaders by taking some of the burden and acting as positive role models for the Spectators.

The ‘Corporate Corpses’ are the zombie brigade – people who have very low energy and a very bad attitude, although they’re not being disruptive or causing any trouble.

The Saboteurs are usually the very noisy vocal minority who have a bad attitude and lots of energy. They are the people who are trying to hold back change and undermine leaders. They tend to attract attention and effort which should instead be focused on trying to engage the Spectators.

Posted On June 20, 2018 By Paul Hutchinson In Change, Leadership, Podcasts, The question is /

The importance of trust in an organisation

The importance of trust in organisations and developing trusting leadership

by Graham Field

When we ask organisations about the challenges they face, one recurring theme is trust – how organisations gain, and can easily lose, the trust of their people, and from a leadership perspective, the importance of developing trust.

Trust has been seen as important as far back as Aristotle, who noted that trust (or ethos as he called it) was built upon three perceived factors: intelligence, character and goodwill. These factors were also commented on in a dissertation by Dr Duane Tway (A Construct of Trust – 1993) who similarly suggested that trust was a construct of three parts: the capacity for trusting, the perception of competence and the perception of intentions.

What makes trust important in running a 21st century business?

If you, like many of the HR community we collaborate with, have wondered whether trust is alive and well in your organisation, first of all take a step back and consider how important a role trust should be playing.

As an example, let’s look at the current UK climate of trust with regards our own country’s’ leaders – the politicians.

Like leaders anywhere, this group of people should be role models for ‘the way we do things around here’, but in the back of many people’s minds there has always been a question of how much these leaders are there for their people, or how much they are in it for themselves. ‘Catching them in’ and spotting when they are fulfilling their leadership potential often goes unnoticed, but ‘catching them out’ is quickly picked up, reported and commented on. And in one fell swoop trust gets damaged, role models are lost and leadership is no longer respected.

How many times does this happen in organisations?

If trust is so easy to damage, what makes it important for us in running modern businesses? We believe, as have many others before us, that trust is the bedrock for any organisation structure. It’s part of what makes your business what it is and forms the basis for organisational culture.

As such, trust is important for:

Building high performing teams – trust needs to exist for true co-operation and developing great teamwork amongst team members
Developing strong relationships – the kind where we can depend on our people doing things reliably and in a timely fashion
Effective communication – people need to believe what they hear and read within organisations; the absence of trust generally means communication could be seen as little more than ‘propaganda’
Creativity and risk taking – people need to believe that they have the freedom to be creative and take risk in order to seize opportunities
Embedding change and managing change effectively – in a trusting environment people will believe that change is ‘for the best’ and will support it accordingly

How can we build trust?

We can still use Aristotle’s three factors as a guide:

Intelligence: In today’s organisations we can translate intelligence for knowledge and skills – how skilled are your supervisors, managers and leaders? And possibly more importantly, how is their skill perceived by their people? This aspect of trust is the easiest to develop, and for us is part of strengthening your teams. What might a skills audit of your leaders highlight as development needs, which could be impacting on how people trust them?
Character: Reliability and honesty are key components here. Recruitment interviews, references and ongoing performance reviews ascertain the character of the people leading our organisations, but the true test of reliability and honesty will come from an ‘all staff’ approach. When was the last time you fully reviewed your leaders adopting a 360 degree approach – and if you haven’t so far, what could be the benefits of doing this?
Goodwill: The intentions of leaders, as perceived by their people. Unfortunately there’s no easy approach for this – goodwill develops over time, but if intelligence and character are supportive of trust, goodwill will follow. How do leaders develop, and maintain, goodwill in your organisation?

More recently, the arena of trust seems to have been dominated by Stephen M R Covey and his book, The Speed of Trust. A valuable addition to any library, this book clearly highlights ‘five waves of trust’ and thirteen ‘trust behaviours’.

What can we learn from ‘The Speed of Trust’?

Many of the above ideas are echoed in Covey’s work. He emphasises the importance of trust as an aspect of leadership (even going so far as to say inspiring trust is the ‘number one job of any leader’) and suggests that trust is part competence and part character.

Building on this is the suggestion that trust affects the speed of activity and cost within an organisation: where trust is prevalent speed goes up and cost goes down (and vice versa) and that when trust is built between individuals, it builds across a team/department/organisation.

Within all of this, there are ‘five waves’ of trust:

Self-trust – with the underlying principle of credibility. This can be developed through personal integrity, intent, capabilities and results.
Relationship-trust – with thirteen underlying behaviours covering how we speak honestly, demonstrate respect, create transparency, right any wrongs, show loyalty, deliver results, continuously improve, confront reality, clarify expectations, practise accountability, listen before speaking, keep to our commitments and extend trust to others who have earned it and are still earning it.
Organisational-trust – that is aligned trust inside your organisation, This is part of your company culture and Covey believes it is established through systems and structures which support the culture you want to have.
Market-trust – trust generated by reputation. We all know the importance of our external reputation and how this affects our overall performance, but the implication here is that the way we treat external contacts, whether customers or suppliers, is vital.
Societal-trust – trust generated by contribution, often referred to as corporate social responsibility. Rather than a box-ticking exercise of having a charity of the year or doing a day’s work in a community garden, this is about making a genuine positive contribution to your community in the long term.

What loses trust – and how do we restore it?

Trust, once built, can be lost. Common causes of lost trust are:

Internally – miscommunication, withholding information, acting against agreed values, mis-handling change, being self-serving and ‘looking after number one’.
Externally – poor service, not doing what you say you will do, squeezing suppliers in times when record profits are being made and damaging local communities and/or the environment.

However, even lost trust can be regained if we act quickly to restore that which we have lost, exceed expectations in correcting our mistakes, be honest about why things have gone wrong and not only repair the damage now, but ensure it will never happen again and accept full responsibility.

Finally remember that trust is a relationship built over a period of time, as author Marsha Sinetar said: “Trust is not a matter of technique, but of character; we are trusted because of our way of being, not because of our polished exterior or our expertly crafted communications.”

Posted On June 13, 2018 By Paul Hutchinson In Culture, Leadership /

Why do some people play the victim when faced with change?

Why do some people find it easier to play the victim card than to get on board with change?

Facing change can lead to some people playing the victim – refusing to engage, pointing out the problems in the plans, and not joining in with the rest of the team.

In our latest podcast, Rob and Paul discuss why change can often bring out victim behaviour – and what managers can do to tackle that response.

Playing the victim is the path of least resistance: you get attention for being the victim without having to do anything, and it doesn’t hold the associated risks of failure if you try something new.

Sometimes, victims seek out fellow victims to support their view and reinforce their position. They will collude to come up with reasons why the change is negative or won’t work.

In a situation where there are several victims, the group will often begin to dwindle as individuals get on board with change, and those remaining begin to wonder if they are in the wrong. One person is often the most dedicated victim and can be so negative that it puts others off agreeing with them even if they were feeling slightly negative.

Yet many victims don’t realise they’re doing it until they have done the same thing several times, or perhaps hear it coming from someone else. So often, victim behaviour needs to be challenged by an external factor.

How can you as a manager help these people?

Behaviour and language are key: you help people to understand the consequences of them continuing with their current pattern. Ask them how long they want to continue as they are and what they think is likely to happen as a result. For many people, this is all that’s needed for them to realise what they are doing and move on.

Ask questions of the victim to find out if they are deeply held beliefs or they’re just releasing frustration. If they fundamentally believe that things won’t work out, you have a bigger issue to address.

Tackle this behaviour by being consistent. Offer help to everyone involved in the change so they can move through the stages required as easily as possible. Make it clear that this support is on offer to the victim as well, showing that while they choose not to take part, they are refusing the help that everyone else is receiving.

The victim will either join in when they are ready, or they will eventually decide they are not going to engage at all and will remove themselves from that situation.

Posted On May 23, 2018 By Paul Hutchinson In Change, Leadership, Podcasts, The question is /

Do managers accidentally contribute to stress levels?

Are the best intentions of leaders accidentally stressing out the people they lead?

The ability for anyone to keep going in stressful times – that pool of energy that we have inside us that helps us to cope – has several names.

We might call it grit, resilience or hardiness, and it has been investigated by psychologists looking to understand why some people can cope better than others.

One of the most surprising things is that this capability is not fixed: it is something we learn and can be built up. Think of it like a large tank, like a water cooler or coffee urn. As things happen, we open the tap, and some of our resilience drains away, enabling us to cope with ebbs and flows of life. With practice and experience, we can learn to quickly fill up our tank, and even upgrade the tank size, making ourselves more resilient.

Research in the early 80s into hardiness identified the traits that help us top up the tank. Salvatore Maddi and Deborah Khoshaba identified three underlying beliefs or attributes that come together to create the pool of coping behaviours required. They called them the three Cs:

Commitment – This is all about being aligned to a purpose, having a belief in what you are doing
Control – a belief that you can influence your surroundings, make a difference to how events transpire
Challenge – that the struggles and pressures allow you to grow. This is as much from the bad things that happen as the good.

Increasing focus

This is where I think the problem lies. If you look at how leaders manage through times of change or when the ‘chips are down’, they become laser-like in their focus on what they want and how they can get it. That is normal. It is actually what negative emotions like fear and worry are designed to do: they reduce attention and focus it on the problem at hand. Really useful when the problem was getting away from something that might eat you!

However, in modern working life, this focus can cause them to do three things:

They focus on the ‘what’. What needs to be done, what they want, what they want others to do. This focus on the ‘what’ drowns out the ‘why’, removing the connections that help people maintain or rebuild purpose through the difficult times.
They take control. It is just easier for everyone concerned if a small group make all the key decisions; everything will get done faster. This is inevitable and probably the right thing to do for some key decisions, but it is never true for all decisions.
They only focus on the next problem. The conversation goes from one problem to the next, without ever taking stock of what has been done so far. It starts to feel like that whatever is done will not be good enough, no learning, no gratitude.

Building resilience

So, if you want to be a leader that builds resilience and not be a walking cause of stress then think about how you might be able to consistently stimulate the three Cs.

Connecting people to the ‘why’. Partly this is about starting every ‘what’ conversation with reminders of the ‘why’. However, to be successful at this you will have to help people make the connections between their role and the higher purpose of the team or organisation. Some people do this naturally for themselves, but you should not leave it to chance.
Create opportunities for people to take back some control. You don’t need to make all the decisions, so focus on the ones you need to make and give up the rest. If you need to, create choices for people so that they have a sense that they have a say in how this affects them, even if that means they get there in a less efficient way.
Stop and reflect. Remind the people around you how far you have come so far, and what that says about their skills and abilities. This might be building in time for formalised structured reviews, but it can be as easy as asking a question that creates a moment of reflection. Reminding people to think about their growth and learning will help them to build their resilience.

Just in case you think that the people around you just need to ‘man up’, then a word of caution. If you allow their resilience to drain away, they will burn out. This means that you need to pick up more of the responsibility, so you may be putting your own wellbeing on the line as well – unless you are lucky enough to have someone helping you recharge.

Posted On May 17, 2018 By Paul Hutchinson In Culture, Leadership /

Mental Health Awareness Week 2018 - stress in the workplace

Is there a topic that leaders and teams just never talk about?

We get asked this all the time. The answer is yes: mental health.

The thing is, mental health is often such a taboo topic that we don’t even realise that it is not being discussed, we treat it like it does not exist.

It does exist, and it effects businesses every day in subtle and often hidden ways. Research carried out by Mind (a UK-based mental health charity) identified that 1 in 5 people had called in sick because of stress in the workplace, and over half had resigned or considered resigning because of workplace stress.

If anything else had this impact on the bottom line of a business, there would be a project team and a war room!

So, as Mental Health Awareness Week (14-20 May 2018) is focused on stress this year, I want to talk about talking about it.

Stress, like all mental health issues, is not as easy to identify as physical illness. When someone walks into the office with the flu, that is easy to spot, so you can do something about it. When they walk in feeling so stressed they are not sure if they can get to the end of the day, you may have no idea – the clues can be difficult to spot.

This is one of the main reasons that when it happens to you, very quickly you believe that you are the only one; there must be something wrong with you. You are not – remember the research statistics: 50% of people have thought of quitting because of stress. This is why it is so important to ensure that mental health or stress or wellbeing, or whatever you want to call it, gets discussed. This is the first step to making things better.

I know this from personal experience. I have been part of that 50%, feeling like I was failing, feeling like I had no more to add. I was lucky though, I had managers and colleagues who were prepared to talk and, more importantly, were prepared to listen.

As I think back to those times, I appreciate that these were difficult conversations for them: they were terrified of getting it wrong or making it worse. Even so, they took time out and listened, talked, shared some of their own fears and worries, but mostly they helped me put my worries and fears into perspective and put plans in place to resolve issues, so I could move forward. They told me through their actions that they had my back.

At the heart of it all, they cared. They cared enough to have a conversation that they were not comfortable with. They cared enough to give someone else time when they were busy. They cared enough because they thought that one day they might need someone else to care about them. I am not sure I ever really thanked them enough, so I am left with the only other option, to pay it forward.

So, during this mental health awareness week, just talk about it.

Start the conversation, acknowledge the issue exists. If we can start to talk openly about stress in the workplace, then together we stand a chance of fixing it.

Posted On May 14, 2018 By Paul Hutchinson In Culture /

Welcoming a new change and development expert to our team

We’re delighted to welcome Graham Field to our team following recent strong growth at Thinking Focus.

Graham is an experienced consultant, facilitator and coach with more than 20 years’ experience in delivering a range of development and change programmes for organisations across the UK.

An advocate of encouraging people to develop simple, effective action plans, Graham turns learning into results, and will be a great asset to us as we continue our work with clients. He’ll also support the roll-out of our new gamified learning tool for management development, What Would You Do?

Graham’s career in the industry began in a retail bank, before working with organisations in a variety of sectors, including contact centres, the NHS and local government, manufacturing, FMCG, retail, health and leisure, hospitality, property services and charities. He has supported and developed all levels of staff, from front line, through team leaders, managers and project managers, to senior leaders and board members.

Highly skilled in one-to-one coaching, structured development programmes and team facilitation, Graham has developed programmes world-wide and is passionate about achieving measurable outcomes. He’s an expert in removing self-imposed limitations and organisational interference to unlock individual and organisational potential.

He says: “I’m delighted to be joining Thinking Focus at this exciting time in their development. Like them, I believe that development should be simple and easy to understand, and motivate participants to apply their learning on to their role. It can make a massive difference to the individual and, by default, to the organisation they work for.”

Thinking Focus director Ricky Muddimer says: “Graham’s approach to delivering people productivity solutions fits perfectly with ours, and his depth of experience within the industry means he’ll play a key role in driving Thinking Focus forward, continuing to build our reputation as one of the leading organisational change experts in the UK.”

Posted On April 20, 2018 By Paul Hutchinson In Uncategorized /

unconscious bias training has seen 8,000 Starbucks stores close for one day

Unconscious bias: The Starbucks dilemma

So Starbucks in America is closing all its stores for the day to undertake training on unconscious bias, following on from an incident in one of its stores.

Now, I am not going to comment or go into the incident itself – there are plenty of others doing that just fine. I am more interested in the role of unconscious bias in all this.

Unconscious bias refers to a bias in our decision making that is happening outside of our awareness. These biases are mostly helpful, but they can backfire on us, causing us to make inappropriate or just bad choices – such as the one that leads to Starbucks closing 8000 stores!

What is unconscious bias?

When people talk about unconscious bias they are actually talking about a whole range of different cognitive biases (and there are a lot), and specifically about the ones that lead to poor decisions. These could be biases we have around issues such as age, race, gender, sexuality or disability, but they can also just as easily be biases in the workplace around seniority, education or even the roles that we do.

These biases have been learned by each of us over time, based on our experiences and environments, and act as cognitive shortcuts, helping us to make decisions. They are formed in our heads as part of the process of us working out who we are.

We create our own identity by becoming part of a groups. I am not talking about joining the local whatever club, but rather the way we identify ourselves as being like other people in an informal grouping. To define the group, some people need to be in it (in-group) and so some people need to be outside it (out-group).

We slowly learn to appreciate all the good things that being in the group offers, while at the same time noticing all the reasons why we would not want to be in the out-group, ensuring that we have made the right choice. Each and every one of us is in lots of groups, and it is the mix of the groups that goes to the core of who we are. This all happens outside of conscious awareness, so when this small and subtle biases kick in, generally we have absolutely no idea.

The psychologist Jonathon Haidt uses the wonderful metaphor for the mind of an ‘unconscious’ elephant with a ‘conscious’ rider. The rider is trying its best to influence and nudge the elephant into doing the right thing, but really the elephant is in control, making decisions that the rider then needs to explain away. Because these decisions happen outside of awareness, often the rider does not even know they have happened, so will act as if this a rational, thought-through decision, when it may not be.

By now, you are probably thinking, “So what? This does not affect me,” – but the thing is, it affects all of us, all the time.

Unconscious bias and diversity

Let me give you an example: if you are recruiting, unconscious biases will play out in who you pick. Clearly, if one person can do the job and the other does not have the skills, you will make a rational choice, but when all other things are equal, then the decision is made by the ‘elephant’.

Over time these biases mean that we end up making the same decisions over and over again. This is one of the main reasons why many organisations struggle with diversity in their senior ranks.

The best teams and organisations require diverse thinking and decision making. We need leaders and managers who are making decisions not biased by their past, but made rationally about the organisation’s future. This is only possible when we acknowledge that everyone has unconscious bias, and without being aware of it, we can all make decisions that might not be in our, or our organisation’s, best interest.

Understanding the effects of unconscious bias does not stop it, but allows us to check our decisions, make allowances for the biases that we all have, and make better decisions. Starbucks thinks this is worth taking a day… Do you?

By the way, if you want to find out more about the unconscious biases you may hold, psychologist have developed a test. It is called an implicit association test, and it mixes up our views on different areas of bias, with language associated with good and bad.

By mixing up these different categories and then measuring the difference in how quickly we can respond these tests identify areas of automatic associations between mental representations. Or put it more simply, the test pokes below the conscious layer and gives us a glimpse of what we really think.

You can find these tests online, such as the set produced by the team at Project Implicit.

Posted On April 20, 2018 By Paul Hutchinson In Culture, Leadership /

What is the value of a growth mindset to business?

Having the right mindset is often talked about in companies, but how can a mindset make a difference to results.

Paul and Ricky discuss how a growth mindset can help deliver better results, allowing individuals and teams to grow and learn from their failures as well as their successes.

The idea of mindset comes from the psychologist, Carol Dweck, following extensive research on achievement and success. In the podcast, Paul and Ricky explore how people often approach the world with one or two different mindsets. A growth mindset allows you to see the world as abundant and to have the ability to grow and learn from situations. In a fixed mindset, people will tend to have a more emotional reaction and look at the world in a very specific way.

In business scenarios, Paul and Ricky discuss how it can be very useful to promote a growth mindset. In the 21^st century, modern economy things are changing all the time so can we really afford to have a fixed mindset? They go onto consider the benefits of a growth mindset. Fundamentally, it allows us the ability to learn from failure as a group, individual or organisation. People with a fixed mindset may use up a lot of time, energy and resource when they could be moving forward.

It’s possible for many of us to have a combination of the two but how do you achieve a growth mindset in an organisation? Paul and Ricky examine how leaders have an important part to play, for example, in the way questions are asked. If a mistake occurs, the first question many people might ask is why it happened? This will need to be considered, of course, but someone with a growth mindset will ask what can we learn and take away for the future?

Paul and Ricky conclude their discussion by looking at how a growth mindset in the world of business can help deliver better overall results because it allows forward thinking to thrive.

The Thinking Focus: The Question Is podcast series is available to download on ITunes.

Posted On October 18, 2017 By Paul Hutchinson In Leadership, Podcasts, Sales Mindset, The question is /

How can you get your team to contribute more ideas?

Ever asked one of your team, what do you think we should do?

Did you even get an answer?

Getting people to contribute ideas sometimes can feel like pulling teeth, but it does not need to.

Rob explains to Paul how, with a few simple steps, you can help everyone channel their creativity and expand the range of ideas available to you.

It can sometimes a feel a bit like pulling teeth when it comes to getting people to come up with ideas. In the podcast, Rob and Paul explore a few simple steps that can make the whole process run more smoothly.

At the outset, we need to be clear of the benefits when engaging a team to generate ideas. In the podcast, Rob and Paul discuss how it’s a two-sided equation. As team leader, we must be willing to let go and let others come up with their own ideas in the knowledge those ideas will subsequently be valued and considered. In turn, the benefits to the organisation are you can harness the collective thinking power of the group rather than just relying on one source.

Rob explains a lot of creativity comes from a combination of different ideas. It’s important to break the process into two parts. Some people are very good, for example, at coming up with lots of ideas whilst others are talented at evaluating those ideas. There needs to be a clear topic and a clear rationale: we then need to apply techniques to generate ideas and establish afterwards how these will be taken forward.

The pair conclude their discussion by focusing on a strategy known as the 20-idea method. It’s a simplistic but powerful way to solve challenges and get the creative juices flowing. It involves setting out a clear topic which is usually posed as a question. Everyone then individually writes down their ideas. Not only does this method generate a volume of ideas, we can achieve a wider scope of ideas. It allows us to compare, contrast and add to ideas with the further benefit of ensuring the whole group is involved.

The Thinking Focus: The Question Is podcast series is available to download on ITunes.

Posted On June 28, 2017 By Paul Hutchinson In Leadership, Podcasts, Productivity, The question is /