(hint: It isn’t criticism) Often our first instinct is to criticize new ideas. But there is a better approach and one that leads to more creative outcomes.

How can you measure the impact of teaching creative thinking? It’s a challenge. Plenty of research shows the positive impact it has on individuals, but little research exists on the impact creativity training has on organizations, particularly on their top line growth. That changed in 2015, when a FourSight-based creative problem solving training program was identified as the key catalyst in supporting organizational growth.

“How might we…” Those are 3 of the most powerful words in innovation. Learn a turn of language that can transform a complaint into a question that draws fresh ideas and new thinking.

According to the Innovation Network, 88 percent of all organizations have the word “innovation” or “creativity” in their mission statements. But less than 5 percent of those same organizations have programs in place to teach innovation or creativity and make it part of the culture.

In training sessions, half a world apart, two innovation experts told the same story. Art Beckman and Silvi Steigerwald are two of the key architects of the innovation program in HP Software. Part of their job is training HP Software managers, more than a thousand worldwide, to support a culture of innovation. Recently they went on the road—Art to Massachusetts and Silvi to Shanghai—to train more HP managers in innovation HP style. Their innovation curriculum starts with FourSight: Your Thinking Profile, and they always tell the same story.

Change is the new black. It’s everywhere —in every newspaper, in every conversation, in every business. It’s the result of an uncorked information flow and a gloves-off global economy. And it shows no signs of stopping.

Q&A with John Champlin, Human Resources Team at Wake Forest University How did you hear about FourSight? When I joined the HR staff at Wake Forest University, MBTI, Gallup Clifton StrengthsFinder, and the Intercultural Development Inventory were the assessment tools we used for team and leadership development. After a number of staff changes, we began to seek out new assessments that we could utilize. Our University Cabinet had completed a FourSight debrief with Dr. Gerard Puccio. Senior Officers felt that FourSight would be a good strategic fit for our campus. Three HR team members went to the FourSight certification in Orlando. Halfway through day one of the certification, I was hooked. It was different, and I saw how it could be meaningful to our university.

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