Presentation: Inspiring Creativity – Disney Style
Presenter: Lisa Spahn, Disney Institute
OK – I’ll admit to being a little nervous about this one. I get scared of perky people. She’s mighty perky.
Thankfully, an unexpected level of snark appeared 10 minutes into the session.
Love it when unexpected people get real.
What talking about
- Strategies – why we do what we do
- What do that costs little to nothing
- How to adopt and adapt to organization
- Why important
- What is it
- How is it achieved
- Where applied
Talking about baseline creativity
- Fixing things with tape and bubble gum
- Recipe substitution
- The day to day problem solving
Imagination trained out of us.
Gotta exercise creativity muscle.
- Everyone is creative (doesn’t matter what level or role)
- Creativity brings competitive advantage
- You can organize to maximize creativity
- Doing more with less
- Thinking outside the box
- Making things better than what it was – can be different
- artistic expression –
- Focus on solution. “Opportunities – no problems” [at least she was a tad snarky here]
- not assuming same answer is the right answer
- recognize strengthened by bouncing ideas
- let the ideas incubate
- System in place – rewarded for passion
- If push it, doesn’t work. Respected because you tried – more so than if you just sat back.
If you want people to give you ideas / take a chance
- Will you reward them for the mistake? Punish? Limitations to your tolerance for mistake-making?
Organizational creativity is the collective expression, analysis and implementation of ideas.
Ideas from team (Kim, Maurice, Haauni)
- What can you use hat for - 13
- Expression – collaborative culture
- Analysis – organizational identity
- Implementation – structural systems
- Think inside the box (organizational identity)
- Customer – for whom are you in business
- Vision – where do you see yourself, your sphere of influence
- Mission – what you do every day to achieve vision. Daily activities.
+remember, focus on vision too
- Essence – how do you want people to FEEL. (What separates Disney)
Epcot (1988) – not seen as part of Disney World.
- Seen as “educational park”
- No established organizational identity
- Once established – could get right-fit attractions
- Customer – people of all ages anywhere
- Vision – recognizing the commonalities that unify is and celebrate our differences
- Mission – Create engaging experiences
- Essence – Discovery
- Knowing organziational identity
+ With organizational identity – can make choices and prioritize
+ All rides must showcase new technologies at Epcot. Big priority.
Do you HAVE an organizational identity (all 4 sides)?
How do you communicate it? Get other people’s input – because that helps with buy in because they are involved.
- Everyone is creative!
- Your ideas are separate from your identity
+ Many are very wedded to ideas.
+ To separate person from idea.
Team exercise – Yes and / Yes but
- Yes but – immediate shutdown. Not allowed at Disney Institute
- Yes and – more positive
Rock with stars and color and eyes in a pretty box with talking in different languages and hats and accessories.
Way to get everyone involved “plus up an idea” – start with yes and.
- Build up the idea.
- Do yes, and when you have a good idea.
- Have person who came up with idea start the yes and – “plus up the idea” and they end it. Gives them ownership.
- Have them practice with selling rocks. When practice with a different idea – they understand.
- Have it go around.
Does the idea fit the Organizational Identity FIRST, then go through the plus it up exercise.
Disney had to change culture to be more collaborative.
- Expect passion for the purpose
- If give them avenue to express ideas – start to build
Shared values – if someone not quite understanding values
- Instead of confronting – 8x11 award
Communication – sometimes if get a no, there may be an easier solution
Trust – ask “What would you do?”
- Get the easily implemented ideas first
- Then knew could get others implemented
Variety of Perspectives – listen to other ideas
Whatever we accomplish should belong to the entire group.
Structural Systems – Team activity
- Parameters – objectives, time limit, budget, also check in dates. Baby steps.
- Expertise – make sure they don’t need help. Let them know its OK to need help.
- Accountability – meeting at 30 days cancelled. We are 100% accountable. If something is important - make sure you behave that way.
Continuous Improvement Cycle at Disney
- Listen, learn
- Measure – what is actually happening. Counted using paper as people would drag strollers through turnstiles. 800 ticks in 1 week.
- Act – got together cross-functional team. Resorts, maintenance, attractions etc.
+ Solution – piece of paper during rental
- Remeasure – after solution implemented, only 6
- Recognize and Celebrate!!!!
+ Sincere thank you from direct leader. Specific and individual
+ Movie tickets (because of the environment) – the GOLD ONES that never expire
- Share the idea!!!!!
Leader wears the hat
You are leader , supports the cast members who give great satisfaction to guest which gives repeat business
Scope of influence – if can’t change the company, but can change your section of the world.
- If you start doing great things in your area, everyone starts asking.
Leader role – commit to identity