Organizational Structure and the Culture of Creative

Note: A version of this post has appeared at  TalentZoo.

There has always been pressure in the workplace to perform — but the quality and measure of that pressure seems to have increased significantly over the last few years. With greater emphasis on ideas and innovation, organizations find themselves wondering: How do we stay on the cutting edge? How do we encourage creativity and innovation?

Organizational Form Should Follow Function
While organizations have explored strategies over the years to make positive cultural changes to enhance creativity, it remains they will vary considerably in terms of their ability to do so. Most organizations do have the potential to increase their level of creativity. But, this may require a redefinition of organizational structure. Where creativity and innovation are concerned, organizational form may need to follow function.

Organizations are realizing this connection. One exciting example of this evolution, is detailed in Valve’s Employee Handbook. Valve, a video-game developer located in upstate Washington, has a flat organizational chart that allows talent to flow freely within the organization. One of the basic tenets at Valve is that ideas have tremendous value and these ideas should be explored by those who have a real interest. Employees at Valve are not limited by a reporting structure – they are  free to gravitate to the projects where they can make the greatest contribution. Projects are never assigned, as employees determine how they dedicate their time.

Work Swarming & Talent Utilization
Work swarming, similar to the talent utilization process operating at Valve, has been discussed previously by Gartner. Swarming, a type of spontaneous teaming borrowed from nature, emphasizes an organic flow of energy to a particular task. You’ll find examples of work swarming operating in various workplace cultures — for example, in hospital emergency rooms. Swarming allows needed resources to focus upon a task of real importance or potential value.

Work swarming has the potential to encourage creativity and innovation. However, there is hesitancy giving up the security of prescribed levels and roles within a traditional organizational hierarchy. Common sense tells us that Valve’s way of doing things won’t work for all organizations. But, we could adapt the process so that it can be applied. Yes, organizations may need some aspects of a hierarchy, and yes, many would reap benefits from the implementation of “work swarming.”

A Hybrid Structure
Job descriptions and reporting relationships within organizations prescribe specific activities and relationships. But in creative environments it may be advantageous for employees to function outside the realm of their “day-to-day” routine. Not unlike the 70-20-10 concept pioneered at Google, during this time new projects, ideas and trends could be explored. Employees would be allowed to “unhitch” from the organizational hierarchy and work flexibly for a percentage of their time. In this way, employees could contribute to worthy projects in which they have interest; new ideas are explored, and employee engagement might be enhanced.

This process would require a clearinghouse of information concerning trending ideas and projects — possibly through an internal crowd sourcing platform — in that way employees can make decisions concerning where to spend their time. If there is enough interest in a new project, a team is organized and employees can plug into the action and contribute. Not enough interest? The project dies before an inordinate amount of resources are devoted.

There are certainly logistics that would need to be addressed to modify an organizational form or structure. However, in the case of creativity and  innovation, changes to enhance these processes may prove to be a worthy endeavor.

Dr. Marla Gottschalk is a Workplace Psychologist and career coach located in East Lansing, Michigan. Connect with her on Twitter and Linkedin.

Crowdsourcing for the Rest of Us

In today’s world, harnessing the power of social media has become a necessity. But, how does the average business leverage cutting-edge tools to improve their day-to-day operations? Answer: You borrow the strategies of the big hitters like InnoCentive and Proctor & Gamble, and adapt them to your needs. One example:crowdsourcing.

Check out this crowdsourcing infographic.

It’s all about listening

Crowdsourcing is all about opening the lines of communication and forming new connections. The concept may sound intimidating, but it is simply about listening respectfully and utilizing the information to move your business forward.  When implemented correctly, it can offer you information that can help business grow.

Your customers and crowdsourcing

Crowdsourcing can augment your overall customer communication strategy. The process can not only offer a needed layer of protection when tracking a developing product problem, it also has the ability to collect customer ideas for future improvements. Starbucks, Cadbury and Toyota are a few of the other companies gathering customer input, with links on their websites to gather ideas and feedback – a strategy that any business can implement.

Other social media platforms provide crowdsourcing opportunities. Consider posting a question on your company Facebook Page, include a poll on your blog concerning options for product updates, or post an informational video on Youtube (you’ll get comments). You can also utilize your Google+ Brand Page to hold a hang out with your customers and explore ideas relevant to your business plan. Whatever the topic you choose to explore – be sure to keep the “call to action” simple – and try not to overwhelm your customers in the process.

Get Creative

There are some truly fantastic examples of organizations connecting with their customers through crowdsourcing. Sweetgreen’s novel “New Years Resolution” campaign was not product oriented – but focused on developing a link with customers. By collecting resolutions through post-it notes at their physical store and though Twitter, customer relationships were started and strengthened. Utilize crowdsourcing to include your customers in your business story – whatever the topic.

Crowdsourcing within your organization

Crowdsourcing is not only about establishing a rapport with your customers, you can also open a new communication channel with your employees. It is possible to crowdsource just about anything within your organization, including ideas to solve inefficiencies within a department or a function. Have budget constraints? Want ideas on how to save money wisely? Pitch the question to your employees,  as they are the  experts concerning the day-to-day operations of your organization.

Does your organization routinely utilize teams to develop new ideas and solve problems? Social engagement platforms such as Jostle, offer opportunities to implement crowdsourcing within your day-to-day operations, by facilitating new connections and communicating current topics, issues and opportunities – essential elements for internal crowdsourcing.

Jostle, for example, provides opportunities to document team formation in response to ever-changing business needs. As explained by Brad Palmer developer of Jostle, “The idea is to connect people by encouraging the discovery of those within the organization. This facilitates cultural knowledge that can positively enhance effectiveness and extended teamwork.” As such, this information allows employees even somewhat removed from the work at hand to be a potential contributor or problem solver.

Before you shrug off the notion that crowdsourcing is inappropriate for your business, give the idea just one more thought. Implementing the process could offer you the needed edge to catapult your organization forward.

Dr. Marla Gottschalk is a Workplace Psychologist located in East Lansing, Michigan. Contact her practice at marlagottschalk@comcast.net.You can also find her on Twitter and Linkedin.

The “Catch 22″ of Organizational Structure, Talent & Innovation

Inherently, organizational structure is not an exciting concept. However, a recent HBR post, discussing how established organizations just can’t seem to keep pace with start-ups in the innovation arena, caught my attention.

It seems clear that the innovation dilemma has a fundamental relationship with the traditional elements of organizational structure – and how those elements develop and solidify over time. One key system which affects the potential to innovate: How organizations secure needed talent.

Structure and maturation

As an organization matures, many systems within the traditional structure can become rigid. Communication channels become formalized. Salary levels are set. On one hand, organizations become a safer and more secure place for employees. But, unwanted by-products such as inflexibility, come with the territory as well. This can affect how talent is sourced. When projects begin, managers may not even look beyond their own functional areas when staffing key roles. This can limit the ability of a maturing organization to effectively innovate.

Ideally, the talent equation begins with leadership – where leaders have the responsibility of translating organizational vision into specific goals.  These goals, in turn, require a specific set of needed talent elements for completion. Often, the necessity to forecast talent requirements into the future becomes a looming challenge. 

The “Catch 22″

The simple truth is that mining and cultivating talent through traditional channels can take too much time. The structure of a mature organization dictates that you need a significant amount of time to recruit and hire needed talent. However, organizations may not have the luxury of time to procure talent through traditional channels if they are to remain nimble and flexible. Sometimes a more direct route to find needed talent is required.

In a previous post, I discussed a prediction by Gartner, concerning the nature of work swarming. This is a concept which implies that the structure of an organization must flex to allow the required talent to work on appropriate projects within an organization. But sometimes, needed talent does not reside within the organization. In fact, the process should also allow talent from the broader external environment to contribute where appropriate, as well.

Breaking down walls

Extending the “virtual walls” of your organization can greatly expand talent sources. One interesting option is to leverage contacts within your industry, or related industries, who have direct exposure to a component of your project. One view which has been posed, is to collaborate with suppliers  to source talent and solve key problems.

Another method of sourcing talent would be to build or access a talent community, a method which capitalizes on the advantages of social media when searching for a needed skill set. In this way, an organization develops an extended talent network which can be tapped as needed. Members of the community can be quite varied and can include potential contributors such as freelancers or those working in other types of  settings.

Another novel avenue would be to utilize crowdsourcing for specific projects or issues. In this way, organizations essentially bypass portions of the traditional organizational hierarchy to enable them to address talent issues in real-time. When a problem or challenge exists, it is placed in an open forum.  Of course, there are bypass issues that the organization would have address to maximize this process – such as legal issues that would arise. (Platforms such as InnoCentive, have been already been successful in facilitating specific open innovation challenges.)

Possible Snafus?

Of course, the overall goal of applying these methods is for an organization to have the capability of remaining flexible and innovative, long beyond the start-up phase. In a sense, slowing down the solidification of a counter productive elements which deter the right talent to reach an organization. Of course, the process would have to be perfected. Here are few issues that come to mind (and I welcome more ideas):

• What types of projects or challenges would be more appropriate for these solutions?
• What specific legal steps must an organization take to make this happen?
• What role would traditional parts of the organizational structure, such as HR, play in this process?

The future of innovation within mature organizations is dependent on finding needed talent. Hopefully, with collective thought we can improve opportunities for more established organizations to innovate.

Dr. Marla Gottschalk is a Workplace Psychologist. Contact her practice at marlagottschalk@comcast.net. You can also find her on Twitter and Linkedin.

Your own idea management system

There is a scene in the movie “Working Girl” that fascinates me. It is the point where the obnoxious (and ruthless) boss is put in her proverbial place after dishing out hefty doses of lies and treachery. She is shut down so succinctly and so completely that you find I found myself muttering “Yes!”. But, how did the protagonist accomplish this?

The power of inspiration

That crucial moment where Melanie Griffith’s character (Tess) explains how she happened upon her inspiration – that “Aha Moment” -  that ignited the idea that “Trask”  should move in an entirely new direction – was the key to turning the entire situation around.

“See”, Tess explains, as she shows the clippings from the newspaper, “Trask…radio…Trask…radio.” It’s one of the most satisfying moments for me in movie history – and it’s all about the power of inspiration & ideas.

Never underestimate the value of an idea

Some of the greatest moments in science and the arts come from a quick flash of a thought – when things just start lighting up within the mind – and you never know when those moments will occur. Everyone has them – but do you take the time to cultivate them?

Practice your own idea management system

What to do:

• When you have a thought or inspiration record it. Type yourself a message into your phone or keep a notebook. Don’t let it slip away – even DaVinci had notebooks!
• If you are reading a newspaper and find something interesting, clip it, if you are on-line, bookmark the page.
• Once a week, review what you have collected and try to organize your thoughts into a concrete idea.
• Review the idea the next day. If it still has merit, do research and see what you come up with. Be sure to “Deep Google” the topic to reveal any nuances.
• Develop the idea. Write a one-pager with details. Include your supporting sources.
• If you like what has developed, run the idea by a friend or colleague.
• If the idea is still solid, map out a business plan or mini-proposal. Move forward or present it to your boss.

Vow to never waste another moment of inspiration – value your ideas and give them the attention they deserve.

But keep the clippings – just in case.

Dr. Marla Gottschalk is a Workplace Psychologist and teaches idea management strategies to organizations nationwide. You can find her on Twitter and Linkedin.

Is your organization ready for a “work swarm”?

Gartner has published a fascinating list of how the world of work may change as we move forward. I was intrigued by the ideas that were posed within the article. But one idea in particular – the concept of a “work swarm” – caught my attention.

Work must change to meet the world

Borrowed from nature, Gartner describes a work swarm as a “flurry of collective activity” to deal with non routine problems at work. The very idea implies agility, and it is simple to apply this concept to how organizations solve problems or meet important challenges.

The ability to “swarm” or quickly assemble a cross-functional or cross-departmental team to problem solve, could be viewed as a key marker concerning an organization’s ability to innovate. Without this ability organizations can fall short in the quest to respond to internal stressors and the changing demands of the external environment in a timely manner.

Stretching the elements of organizational structure

Removing obstacles to implement swarming can prove to be a challenge for many organizations. One snafu in applying the concept, is that we often view the structure of an organization as inflexible. To utilize swarming, the structure of an organization would have to be viewed as more fluid and changeable. Talent would be allowed to cross functional lines more routinely, exposing key issues to a more varied group of experts. This would potentially improve organizational problem solving capabilities.

Work swarming should also allow needed experts outside of the organization to flow in. Platforms such as InnoCentive, have facilitated this process, where certain organizational challenges are posted and can be solved by experts in the external environment. A clever application of crowdsourcing, even the most stubborn of problems can find new chances for resolution.

One other issue in facilitating work swarming, is capturing and communicating the skill sets of those within the organization.  Moreover, employees would require up to date information concerning current projects and challenges, so they have the opportunity to contribute. Interestingly enough, innovators such as Jostle are beginning to develop tools to effectively manage this information within organizations. These products are interesting applications of social media tools, which mine data to document information concerning current roles, team membership and areas of expertise.

Change will open the door to opportunities

Organizational leaders may fear that implementing work swarming techniques would prove too difficult, as the process that would initially involve changing opinions concerning organizational structure. Others may feel that because an organization is large – it is just too cumbersome to keep a tally of the skills of those employed there. However, I encourage steps in this direction. Overall, these fears would never be a strong enough excuse to miss key opportunities to excel.

Dr. Marla Gottschalk is an Industrial/Organizational Psychologist located in East Lansing, Michigan. You can find her on Twitter and Linkedin.