How To Develop a Culture of Collective Creativity at Work

1. Introduction: This class is about how to develop a culture of collective creativity within our team and organization. So we would go through reuse canvases and virtual techniques that you can use to ignite an inspired creating novel solutions that will drive your success. Because in reality, we have to realize that the world's biggest innovators like Steve Jobs or Jeff Bezos, the orchestrator is synthesized. The work of other geniuses like Steve Wozniak alternate that i, they opened, gotten hired, and connected various ideas into what we call a breakthrough. So it was not $1 million a year that they implemented what is voids? Thousands of ideas that resided in their worldwide success. That's why we need to learn from their example to analyze what worked for them. And how is it possible to create such a culture of collective creativity within our own organizations? And Priscilla and I am a psychologist's Global Innovation concert and, and the CEO and founder of innovative design thinking based idea management platform. I researched it for about eight years, how to enhance both individual and group creativity. And based on my research findings and prototypes, I want the global impact competition of Singularity University for Central-Eastern Europe. Through the Silicon Valley based Singularity University, I could directly learn design thinking methods from ideal and Lean Start-up methods from Eric Greece himself. In this class, I will combine my learnings and what I discovered about what makes collective creativity thrives in global organizations. And how you can in fact get the collective genius out of your team or company during this class and let's unleash your team's collective creativity together. 2. Your Creative Challenge Playbook: The class assignment is to plan your own creative challenge. This is the process and the problem that you want to involve your team to find solutions together for. So as the project assignment, you will eventually design your challenge playbook. This playbook is not just the perfect way to really plan your creative process and challenge, but it will also be late. They're much easier to create the impressive presentation for your leadership or even for your future participants. In each video during this, we will make sure you can fill in the right section of your playbook. The very beginning could be about the background. How is it possible to set the theme with the right information goes and the incentives? Then the second topic is about the opportunity, how you can define the challenge question we derived title and description. Then this sort of bite is about the community, how you can involve the right people to take by your challenge and except the mission. The inspiration is the fourth byte. You make sure you encourage people to form solutions from their diverse viewpoints that will add up to a collective genius. And then at the end view at that gave the outcomes how to select them evolve the most impactful and feasible solutions together. So imagine what is the goal, problem or ambitious project that you can think of solving together with your team or even be the entire company with deca this opportunity together. And now let's see the process. How can we drive these collective creativity within a team or within an organization? 3. Design Processes for Collective Creativity: Call it the creativity is a journey. It's a type of problem solving, usually among people who have different expertise and different points of view. Innovation rarely get created full-blown, as many of you know, they are usually a result of expensive trial and error. Think about innovation though. We think of an Einstein having an aha moment, but we all know that it's a myth. Innovation is not about solo genius, it's about collective genius. People tend to think of creativity as a mysterious solo act and the reduce products to a single idea. I highly recommend reading the book of f cotton Creativity Inc. that describes exactly the opposite. Creativity is a group work between 250 people who are thinking about different aspects of creating such an amazing the'm like Toy Story. This many people, different backgrounds work effectively together to solve a great many problems. And movie contains literally tens of thousands of ideas. They are in the form of every sentence, in the performance of each line, the colors, the settings, the place of the camera, the backgrounds, the design of the characters, and the pacing. The directors and the other leaders of the production do not come up with all the ideas on their own. Rather, every single member of the two hundred and two hundred fifty person of the crew comes up with suggestions. Creativity must be present that every artist they can technical level of station. The leaders need to sort through a massive amount of ideas to find those diamonds that will finally make a difference which support a storyline as at cosmos serve it's like an archaeology code. The very don't know very well find something and if you will find something at all. So it's downright scary. If you want to be orange dinner, you have to cope with this uncertainty. And you have to be capable of empowering people to get up every single time when the company falls and make them understand that this is just the learning and it will be done to improve things. And what's equally tough, of course, is getting very talented people effectively work together. So this process involves a lot of trust and respecting each other in the facilitators and in the process. What we can do with construct an environment that nurtures everyone's trusting the relationship and the processes and unleashes everyone's creativity. The techniques using this process perfectly compliments your already known design thinking methods. Or if you use HI processes or Lean Start-up methods, fear free to integrate them at any point of this. And the other best practice if you want to drive a culture of collective creativity, is getting top-down management by very early on. This will make sure that your challenge and the principals and the processes that we'll get to as many people as possible within your company. It will also demonstrate the practical example that creativity and innovation is important for your organization. They need to be facilitators like coaches, who accompany people on this journey and provide them with enough inspiration in formation and also resources. They should and emphasize that creativity is important for the company. So times should be available, but also resources to move forward, perfecting the creative solutions. But the most important thing we need to understand in order to create a culture of collective creativity is that creativity is a process but not linear. So it's not a few discrete steps. We can repeat one after each other that will result in a success. And it's neither the implementation of a single idea. Creativity is much more a discovery driven learning process. You have to trust that at the end you would come up with an amazing and reside, but only looking backwards, you can connect the dots. Looking forward, it's going to be impossible. With this brings CIPARS and the techniques that you will get to know in the following video. You will be able to design your own collective creativity playbook. So now all you need to do is think of what would be the challenge topic that you would like to start with. 4. How to Ask the Right Question: Finding the right challenge question and defining the real problem to solve is one of the most difficult tasks. That's why in this video, we will deconstruct this mystery and break it down to a few practical steps you can also apply to define your challenge question. Liver goes through our tips and suggestions on how to provide enough room and inspiration for your team to come up with the ideas you are ready to implement. So let's jump in. Before we get into the practical part, a few words on why asking the right questions matters in the first place. When Harvard researchers, gregarious and dire and Christine's and interviewed innovators like Jeff Bassos, founder of Amazon, or peer only be a founder of eBay. They found that these top performers had one thing in common. They develop the ability to ask good questions. However, most questions people asked her face what is already known top performers as questions that uncovered the unknown and open up tremendous new. So let's define the right question together. The first step is inviting all the participants know about the problem, including managers, including experts, and even people who experience the problem. You decide. The workshop is for surface as many details as possible about what is the background of this problem, what has happened so far? What is the timeframe in which it occurs or in which you want to solve it. Who is the target group who experiences the problem, the moves, whom you want to really solve it? Are there any resources that the team can use when implementing the solution? What is the corporate strategy in which solving this problem would really align with why you want to solve it. What is the positive impact that it would create? Surveys as many aspects of the problem as possible. And for this, we can use the fishbone model. We model it for our problem. That when you are discussing the problem in your team as them rights, Pasiphae questions like part of the problem, to post-it notes and translating them into questions like how might be, for example, if the problem is improving the churn rate of a specific subscription model, then you can talk about all the peice of how touring looks like, what's kind of target group you are losing, flourished and in which time frame we can translate them into specific questions. Just like, how might we adopt best practices we have from other user segments? Or how could we make on subscribing hide or maybe not. How could we use our online turners for following the user journey of new subscribers? How can we increase customer satisfaction within the first week? So this way, we can break down the problem to multiple elements. And it also gives us the possibility to ask back, like, why do you think and subscribing happens The Moonstone The first week, what could be the root cause of this problem? When we are done with writing all the post-its, either virtually or in person, place it on the problem. Pasting the post date to the specific part of your problem map will help you to see which part of the problem we know most about. And reach five we know least about and decide whether it's important or not. And if yes, as back a lot of questions, abandon cause. Why this passive element happens this way? When you're done, give five or ten dots to each participant and asked them to spend it anyway on the most important aspects of the problem, like which questions they find most important to find ideas for. In our case right now about increasing customer satisfaction and decreasing customer churn, we found that two aspects, like two specific questions, seems to be the most important according to have one. Like how might we use our customer support to actively reach out new subscribers? And how to achieve that users create their own content already on the first week. So we can think about how to combine these two questions. For example, how might we motivate our customer's support? Actively reach out to new subscribers to create their content in the first week. When we have the question ready be defined, it then comes its validation that that's the Buy. Give ourselves just five seconds to come up with as many possible ideas to answer this question as we can. If within these five seconds we can come up at least one or two ideas. It means be fun, a good, inspiring question, and it's well-defined, triggers creativity of the participants as well. If you see that, it's really hard to come up with good ideas within five seconds. It means that question is either speed to open or to too narrow, too complex to be solved easily. And it may not trigger the creativity of people as much. So we need to come back to the possible questions and reframe it. If our question pass through the 5 second, that it means we are ready to develop its title and description. It's important because every participant will need to get to know as much about the initial problem as we build trust right now. Explain what is the background of the problem with the target group we want oh, it, or what is the timeframe? And what will be the most important criteria on which we will select the best solutions and your challenge description on an inspiring torn, for example, share as many brave and out of the box ideas as you can come up with the Kant made to hear from them. So now that you have reached this, firing me, open your problem mapping your challenge playbook, and think about which problem would you like to solve for your team or for your company? What ideas would you like to surface in order to grow faster or more efficiently? Feel free to create your challenging mean. If you have any questions, use the built-in chat. We're always there to help you on your way to success. And then we will see who is best to invite, to motivate, to take part in your challenge and what will be there. This is the topic of the next video. 5. Involving the Right People: So we will design the character and role analysis map in your challenge playbook. Open it up together with me for a company by big challenge, You need to think of where do different roles you will need to have throughout the process. Example, if are the following ones, you will have your SAP and maybe a couple other people. And the challenge owners and facilitators of the creative process, you will need to have people from the top level management, that's for answers. They, for whom is it really important within the company from the top level, sheep to make these problems. And if you are planning a company wide competition, you will need a jury. Mostly the best jury members are the highest level leadership team made of key clients or key experts from the field so that it will be attractive for the participants to present in front of them and get their feedback and have a discussion like a Q&A after their presentation. This is already a form of reward for them, but it's not a mosque to organize the competition out of every creative process. In fact, most of the creative processes and happening just as business as usual and its really good like this. But even if you plan a competition or just want to have a creative result with engaging a lot of people from your company, you can think of how do we engage the high level of management or even key participants, key clients who would enjoy the outcomes because their feedback will be valuable and rewarding for the participants themselves. Then you need senior experts, like mentors, who would have the people to find relevant information from within the company. Pastoralists who will join the themes and had them to uncovered irrelevant information and give them feedback throughout the session, they are allocated to each team and they are there to coach them, be their questions with the resources and information that they can provide a team bid at the ideal, even until today, I think this is part of their success. That for every creative team, they dedicate a senior expert who work as mentors, the meat with the team for one hour when they just plan how to start with everything and they connect them with the right information and possibly right resources. Eyes them challenging questions to get them started. And they are available every single time when the team experiences some kind of problem or want to consult them about how to move forward successfully. And then, of course, last but not least, you will need the participants themselves who would come up with the ideas, inspire each other, select the solutions, vote on them, improve, giving each other feedback, prototype, and finally, buddy data. What you need to think of as how to inform people about their role in time. It's really nice prepare an invitation letter to take pipe in a unique creative process, accepting the mission to drive creative outcomes that are really novel solutions that the company has never done before. This way people feel respected and they feel they are invited to something new and that you have already thought about what will be their role, right? Just a few bullet points about what is your expectation. And also mentioned, what are the other roles that you plan throughout your process or frightening collective creativity as the most important takeaway from the flask is that you need people from Wittenberg background to work together effectively and to inform them about their booming time, to plan exactly who will do what, and how they will contribute to the discovery driven learning process. So now, think of your own challenged topic and feeling the character and role analysis smack about who do you think would take pipe in your creative process? And who would do? This is just a draft. Don't worry, you can change it many times later on. And in the next lesson we will go through the guidelines for how to do a creative ideation session effectively together. 6. Inspiration and Ideation Guidelines: In this video, let's see our tips on how to manage the creative flow to make sure that your participants get the most out of this session, that they will be not just happy and enjoy the process, but make sure that they can come up with the best quality ideas ever. Before we jump into the details, let's see what are the most common mistakes and how to avoid them. You have both participants and you go into a meeting room. The problem with this type of brainstorming is cheaper. Firstly, people have weight a lot until they explain what their idea is. And sometimes they will already forgot what the other person have said. Because in the mean, while they are thinking about their own ideas and the victories out that John is the C-level manager of the company, it may even ignite a social anxiety speaking in front of everyone who has said so many clever ideas sulfide. So instead, let's design this creative flow in a much better, okay? The number one goal should be surfacing as many potential solutions and ideas as possible. And the best way to do it is to divide people into smooth simultaneous groups, thinking together at the same time. If you are using a remote workshop, then you can also use the breakout sessions or soon, or the simultaneous fulcrums inside the innovative, this will reduce their social anxiety. They don't have to wait for everyone to finish their idea description and talking through even the C-level managers of the company. This is really good for introverts that they feel like they're part of the cause, the small team, the item sets and even their social responsibility increases because the team performance depends on how many great ideas they can come up with. That hand out the Post-it notes for each individual and asked them that in the first five minutes, just pen time bit writing their own ideas, as many ideas as possible, but make them in a force. And so not just a few words because later on other people view you need to decide how much they liked the idea. So they need to figure out what that specific idea is. When the time is up, everyone can put their post-it notes on the canvas for the others in the theme to see. Don't worry about the colors, shapes, or organizing the ideas yet. It's okay if it's just messy, Just like the creative process. The next five minutes will be about adding more ideas based on the ideas of the peers. Let me both simultaneously, right? Don't wait for them to finish explaining what they wanted to write them. What it means. Now silently, everyone is just reading and writing new ideas for the following five minutes. When the Horthy members I ready and they have shared the ideas they could come up with in the past five minutes became moved forward. You can blend either one or two more phases of inspiration and intervention. What's that? It's basically my favorite by you as a facilitator, can think of what are the random inputs, extra inspiration that you can ask the team members to associate to and think of new ideas. Think outside the box how they can connect your inspiration. An absolutely new solution. As an inspiration, you can prepare questions like how might the type of questions even reframing the initial problem? They can be inspirational pictures, something that you can explain the connection, or you cannot explain that connection to the topic. Or feel free to use and wider Bono's Brandenburg technique, like please totally random words, nouns on the table or divide board for each theme. And I asked them to connect these words in association or steps within your solution. So for example, elevator. Think of how to go higher bit communication to even reaching the skill level of management or magnet. My favorite story is when in a large enterprise There was a challenge or operational excellence. And one of the engineers was pushing his head like, How come, I haven't thought about connecting the two particles that are on the two ends of a product and moving them closer together. This is how we could increase the efficiency of energy consumption to 300%, introducing a random input, but have them to associate to new possible f backed and view the problem or view their solution from different viewpoints. This will add the really good quality to the possible ideas that they can come up with. Many times, this is the phase band. The teams come up with the best 80% of the ideas. So I highly recommend it when the time is OK, usually after ten to 15 minutes long ideation, give people attend dots. And I asked them to spend it in any way on any idea that seems to be their favorite, that solves the initial problem the best way. So among their team prioritized the ideas, bitter dots. Now we know everything. We would arrive to a set of prioritized ideas that seems to be the favorite. These are the ideas that all of the participants think our potential with the best solution and are worth it moved forward with, you see, if you have 40 minutes left from the meeting with 12 people, it's much easier to talk about the top three ideas or the top ten ideas about how to improve a specific solution or solve that problem. So let's recap the most important things. For ideal, the rules of brainstorming include deferring judgment. In the beginning, you should start with just surfacing as many ideas as possible, encouraging even wild ideas. You can use the intervention and inspiration like random pictures and random votes to have people really think outside of books, emphasize that after the participants have written their own ideas to the Post-it notes, share them, and build on the ideas of others. Ideation is never an open-ended discussion about whatever comes to your mind. That's why it's important to stay focused on just finding solutions for one very bad defined. When you discuss the best results, it's a consumerization of one people talking at the time. So it's best to save it for the very end when we already have just three to five, maximum ten ideas to discuss together, the more visual the ideation process and the inspirations are, it is easier for people to process it and to come up with best quality ideas. And last but not least, go for quantity and not poor quality. First, inspired people to come up with as many ideas as possible. In a really short time, quality will matter right after when you think of how to select the ideas and how to evolve an elaborate brainstorming is a really powerful technique, and this is by far my favorite that we use all the time with my team. We do ideation session basically every week to surveys the most outstanding ideas that we might not be conscious above. So now what is left is go to your challenge playbook and create a collection of inspirations like random pictures, worried example ideas or questions for your challenge. In the next video, we will go through how to evaluate these ideas by the community. 7. Concepts and Impactful Outcomes: This class is about tips on how to evaluate and successfully elaborate on the best ideas, tangible idea, concept successfully. And for this exercise, we will see the impact feasibility Kraft used as a lightening decision term. If you have a lot of participants and they list out a lot of prioritized ideas. So not just five, but maybe 102030. And it doesn't seem to be easy just to discuss really, which is the 12 or three that we want to focus on and move forward. But then this is the exercise for you to decide really dumb graphically, according to everyone, which idea had the most impact and which is also the most feasible for the team to move forward with it. Or if you work in person or remotely, you can just use a matrix, decide on the two most important criteria, either impacted the feasibility or disruptiveness and strategy that you want the participants to evaluate all the ideas on. Some facilitators coiled and impact that effort graph, which is all the same. Feasibility is basically if you need less force to implement an idea, now you can use it either two times two or I like to use it three times three, like high, medium or low on impact and also on feasibility. High, medium or low. If you work in being innovative, it's going to be pretty easy. You just need to decide on what is the two axis names, the two criteria's. You want to evaluate the ideas on everything gas will be automatic. Or if you're using Myrone mural or another virtual whiteboard, then just draw this graph on the canvas. As a next step to maximize the engagement. Again, among all the participants, divide them into small groups. Feel free to use the groups that you had previously in the ideation session. But you can also rearrange the participants to work with other people and get to know the viewpoints of the different team members. And then distribute the post-its among the themes as them to get their stack of Post-its and discussed within the theme. Each idea what they think, how high, medium, or low. This specific idea is on impact and visibility. So naturally, this will be the ideal spot, the sweet spot, where we get the maximum impact with implementing and going forward with an idea. But it's really feasible with the existing resources of the team. Now comes the next idea. How impactful and how feasible is best one, try to avoid the medium section because like this is the easiest way out when they are discussing it. Also k to put one idea somewhere on the lines. So this is not a discrete nine befriend squares. Feel free to put it somewhere in between, like this. And then there's a lot of time we need to watch out basically for these two areas of the graph. Because this contain the HIV back feasible solutions. In the Mumbai They are evaluating all the ideas handout in your stack of Post-it note and asked the team to focus on what are the improvements suggestions, what are the additional detail they know about what makes the specific idea impactful, how to move forward with it, or what should be the next steps to consider. So any suggestions will go on this new post-it notes, one per idea. Now when the periods rapey discussing and placing all the ideas on being backed pleasingly the graph at being also their suggestions for improvement. And asked them to select their favorite one that they present for the rest of the group. Now if you are using be innovative with just one click and the challenges that you will see everything in an exportable infographics. Thank the whole list of ideas where all of the ideas, faith on the back feasibly the graph. How many people participated? That, how many ideas altogether, and what is the impact feasibility score and the number of dots or the number of likes, but each of the ideas received, you will also see what are the suggestions that people who would like to add in order to improve this idea and turn it into a tangible idea concept. So at the end we will see all the idea concepts being the trending ones that the thieves have chosen as their favorite to move forward with. If you are using another tool, then feel free to just combine all the ideas manually on the back feasibility craft as the last step before presenting each idea concept for the rest of the crew or in front of an expert planner or a three level management jewelry teams to detail out there concepts focusing on a few specific questions. For example, how would you describe your solution for the others? What is the easiest way that they could understand how we would imagine solving this problem. Why should we do with what would be the benefits for our company? What are your planned activities? How to achieve the impact? And what capabilities must be have in order to arrive there, do you see any coastal resources that your theme would require in order to build a minimum viable product. So that's it. Here's theme had been able to move from a very vague problem statement through a very edifying challenge to an actionable list of to-dos, selecting an evil when the best ideas to move forward with. We think this is the quickest, most efficient way to surface the idea that you want to act on. And nevertheless, you're able to do the whole process as engaging, if not more, in a remote session, just like you would do it in person. You were able to do it without the talking and the messiness of such an open-end, unstructured, creative discussion. The thing that this discipline and structure will provide immediate freedom for your participants and inspired down to recreative. This is why beans, to almost all creative problem-solving workshops to improve it drastically. Now we're not done yet because the learning and validation for the Senate Pete solutions in these themes at just the Valtis died. So theta1 because in the next video, who is the helped to create this discovery to both learning and creative iteration cycles. 8. From Discovery to Validation: In this video, we will turn your image into a true learning experience to hack your team's lounge, a breakthrough product, validating their ideas continuously. We would, of course, through this process and the success factors that have ideal Apple, Pixar and even Minecraft to create a challenge-based learning experience that led them to numerous innovations. The first thing to notice that creativity is a process. It takes a learning curve with the previous sessions. Based on the right insights about what the problem really is, we could define the right challenge question to motivate a lot of people from diverse backgrounds to come up with ideas in simultaneous small teams. Then on impact feasibility or the two most important criteria they could vote on what solutions should be the best potentially to move forward with. They could add their suggestions to form the priority idea concepts that they could elaborate on. Now the learning curves that in multiple iteration and review grounds, they need to form a minimum viable prototype. Something like a visual representation of how the end product, the end result would look like and define what criteria is the most important to test it on and get feedback from leaders of the company, from the audience, from target users. Now be prepared. The learning curve means that based on each feedback loop, you need to come back and modify this visualization. Most of the times, just the process itself takes two to three years. So this is how we arrived to this success factor. To test early, even if it's a rapid prototype, you can use just the storyboard, drawing the different steps about how your hero will meet your solution. What is it that they will achieve, and how they will interact with your solution? Or is there any other story in which you can visualize what is the most unique about it. Tried to draw sketches about specifically that file from a detailed concept. We'll validate it prototype. It really takes a discovery driven learning. You will never know what really finally tick until you try it out. Even a mediocre idea may be turned into a breakthrough vid, learning, adapting and remarkable details, because of which we will say, wow, or it just works. It has a precondition though, and this is the third lesson. People need to be brave enough to show their half-baked solutions to their peers, to experts, to managers, and expect that at the end it will be grown into a line going solution. Right now it may be really fired. Even meet the Yorker before the first 50 to a 100 Triers. And they need to accept that. This is purely about getting feedback. It's not about deciding whether your solution is good or not. It's about listening the right way and turning the suggestions into useful elements of your prototype. How Pixar balances this is through a so-called brain trust. They do a peer review session where they invite experts, TU leads, and participants from different teams to showcase the product that they are working on at the moment. They encourage everyone to add as many suggestions and provoking questions as they can. But then it's all up to the team leaders to decide which suggestions they would like to move forward a bit. There is no authority in such a peer review session as the brain trust. It simply just to inspire people to look at their prototype from different viewpoints and think about the solutions on what is possible to improve on them and how to do it more efficiently. At Pixar, everyone knows that they can trust each other and no one has the right idea first. And it's their interests to listen to each other right before the movies lounge, because it's not just much more cost efficient to work on the product when it's still in the idea of faith. But they will also ensure that they can continuously make the movie but the RAM better so that by the time the lung chip, it will truly be a part of the peer review process in many try companies and a planning session together and also doing post more dance together in such a sec shoot after each project. It's a good thing to ask everyone, what are the five things that you would do again? And what are the five things that you wouldn't do in such a balance between the positive and negative things. Everyone Booth Theatre safe and come up with a real improvement suggestions that will make nachos the team, but even the entire company move forward and learn from their examples. The first best practice is mentoring such an idea or does it to allocate the senior expert to each and every creative theme to have them think about what are the most important questions and aspects of the problem or the end solution that they have not thought about it yet. And when would they find the important information or previous best practices from similar projects from within the company. Sometimes they spent hours on piercing together something that brings that theme closer. But they never offered a right solution because it doesn't exist. It's always like questions and. Improvement ideas that the team will either take or not. This learning experiences equally important in open innovation challenges. And block by block, students in developing countries work in similar groups simultaneously on redesigning parts of their city. The re-imagine a particular space and prototype their solution using Minecraft video game. Over a year, they showed their initial ideas, prototypes, and Verde find solutions to their peers, to citizens, to architects, designers and experts. Tick will at times to learn from their feedback. This is how even kids can turn unused parts of the city into a values or even profitable piece after remodeling it. And the last success factor to be considered is commitment to the details in order to make it a hit. At Apple, there always have been high commitment to the details until all the tests together just made perfectly sense. Do you remember the torque of Steve Jobs at standpoint? He took part at the calligraphy lesson in university. And it inspired him so much to go to the Himalayas, barefoot, shaved head, and in droves to learn more about calligraphy. This is the dedication that made him master all the pieces of how beautiful letters will look perfect on either paper or on screens. And this is why you wanted to use not just one font in the Macintosh, Apple Computer, button Wartenberg ones, but even at Apple and not only breakthrough ideas appeared from this diet. You see, even if you pay a lot of attention to the details, many times the beginning of the story is just terrible. Even think of the first version, I for one. And by the first version, I don't mean iPhone one. I mean the ones that was never even released. There was a rumor that the reports the click wheel iPhone, that is the true first version of it. And it was so bad that it took several years for the engineers to fully remodeled it. And yet the theme eventually mailed it even at APA. Similarly to the brain trust of Pixar, everyone pays attention to the ETS. Everyone has to continuously think of what is the next pier of perfection, how to make it even better. They are constantly combining unique viewpoints and suggestions and they make sure that it just perfectly works. So remember, innovation is a process and it takes a learning curve. It's not $1 million idea implemented the right way. As a takeaway, make sure that your challenge playbook contains the right learning experience from discovery until validation of the ideas through more deeper review rounds, discovery into views and either user experience, death. And even the next video, let's recap everything that we have learned so far. 9. Final Thoughts: Congratulations on making this fire and getting credit for creating your own collective creativity challenge. Good job. To recap, we have covered everything on what is the background of your collective creativity challenge. What is the code that you would like to accomplish, and what is the well-defined problem that needs to be solving. We also went through the ideation guidelines. You can prepare for the different phases of ideation and think of the inspirations that you would like to invoke, such as pictures on brand, on birds, to have people who are really serve faced the most out of the box solutions that they can come up with. Then we have focused on the outcomes. How to select and evolve the best ideas into tangible prototypes or products that you can validate on the short term in a discovery driven learning process. So as a key takeaway, collective creativity is a journey. It's a process that takes time and it's not linear. So you need to think of host sessions about how to define the right problem that challenge and go through multiple iterations rounds perfecting the solution through involving the relevant feedback and building on the suggestions of other people until a breakthrough solution is formed. Now, upload your collective creativity playbook so that we all can take a look and inspire from each other. I'm also very happy to give you feedback and review it as many times as you wish. Thanks again for watching. Hope you enjoy this class and see you next time.