All programs require clients with a real problem, who can take action, and who are open to considering new approaches. The programs begin with clients' real problems and end with actionable plans. These programs can be customized to meet specific client needs but there are three basic programs: 1) short-term out-of-the-box innovating, 2) long-term out-of-the-box innovating, and 3) making an organization innovative. A favorable environment can enhance innovation. We have found that learning to race sailboats is a good metaphor for taking an organization through innovative transformation. The sailing course will be described at the end.

Clients may choose among four programs:

• SHORT-TERM OUT-OF-THE-BOX INNOVATION
• LONG-TERM OUT-OF-THE-BOX INNOVATION
• MAKING AN ORGANIZATION INNOVATIVE
• SAILING THROUGH INNOVATIVE TRANSFORMATION

SHORT-TERM OUT-OF-THE-BOX INNOVATION

This course focuses on an immediate client problem. It meets for two mornings so that participants can return to the office each afternoon. The ideal group size is six persons.

Who Should Attend? Senior executives, department heads, and teams that urgently need innovative and actionable solutions to difficult problems. The course also serves as an overview for executives who want to experience CPS and then have subordinates learn the process.

The goals are as follows:

1. Develop a working knowledge of the steps in the Osborn-Parnes creative problem solving model.
2. Move teams quickly through team development to the performing stage.
3. Improve team interaction by recognizing the contributions of persons with different problem solving styles, as measured with the Kirton Adaptor-Innovator (KAI) scale. This instrument is available in several languages and has been validated in extensive academic research.
4. Develop skills for cross-functional innovation.
5. Get teams thinking out of the box.
6. Develop an actionable plan for one problem/opportunity.

LONG-TERM OUT-OF-THE-BOX INNOVATION

This is a two-day program for about eight participants. It focuses on creating future opportunities.

Who should attend? Newly formed teams, existing teams that need a kick start, design teams, product and brand managers, new product developers, sales managers, financial managers, operations managers, information systems managers, hospital administrators, public officials, and education administrators.

Goals, in addition to the six noted above, include:

7. Find new objectives and visions.
8. Become comfortable with expanding risks.
9. Experience the impact of personal decision styles in more depth.
10. Practice innovative leadership in a complex environment.
11. Practice rapid decision making in a dynamic environment.
12. Improve communication skills in an unstructured environment.
13. Develop multiple action plans that are combined into a single plan or a primary plan and backup plan.

MAKING AN ORGANIZATION INNOVATIVE

This program is a follow-up to train subordinates after executives and supervisors have taken one of the above programs. The program lasts one day. Teams of four to six persons each, with a maximum of 48 participants, focus on problems that are critical to each team.

Who should attend? Operating personnel who can be an excellent source of ideas for adding value to the value chain.

The goals of this course are as follows:

1. Learn and applying the steps of the Osborn-Parnes creative problem solving model.
2. Learn personal problem solving styles.
3. Improve team performance.
4. Think outside the box.
5. Produce team action plans.
6. Become part of the organization's creative transformation.

Off-site locations are strongly recommended for all courses. These could be a local motel, a camp, borrowing another company's conference room, or one of the many excellent conference centers. Some companies like theme parks. Zoos and museums can be innovative environments. We find learning to race sailboats an excellent metaphor for taking an organization through innovative transformation.

SAILING THROUGH INNOVATIVE TRANSFORMATION

Leading an organization and racing a sailboat are very similar. Both require a clearly articulated strategy; clear goals, communications, assignments; calm during crisis; and rapid decision making. Crewing a sailboat is an excellent team building activity. It is good for creative sessions because it is a fresh air break from the classroom activity. For these reasons we have created a program that uses sailing as a metaphor for taking an organization through creative transformation. It can be a reward for teams that have been working hard together and an incentive for high performance. It can provide a new family activity. We also hold CPS sessions for families.

The following program combines training in creative problem solving and instruction in racing 26-foot sailboats with a crew of 3 or 4 participants. The ideal location is the Colgate Offshore Sailing School at the South Seas Plantation, Captiva Island, FL. Other locations are available along the east and west coasts. These programs are designed for 24 participants. Two facilitators and assistants are used. There is an instructor on each boat.

Who should attend? Teams that need an event to rapidly reach the performance level of teaming. Sales and product teams that need an incentive for higher performance. International teams that need to get to know each other quickly.

This program is for four evenings (one is free to play golf or other activities) and three days. Half of the participants are in the classroom while the other half are sailing. They switch at noon. There are races the last day and awards at a final cookout. The goals of this 3-day program are 1 through 13, above plus the following:

14. Greater expansion of comfort zone for risk taking.
15. Faster teaming, moving through the stages from forming, storming, and norming to performing.
16. Motivation. Sailing can be part of an incentive program, especially in locations like Captiva Island, FL, or the Virgin Islands.
17. Learning a new sport for competition or family fun.
18. Decision making and leading under a more dynamic and real environment. (See "Photos" pages on this website for action pictures of this goal.)

Trainers' Backgrounds

G. David Hughes: BS Drexel University, MBA Wharton School, Ph.D. University of Pennsylvania. Nonacademic experiences included a chief engineer in the US Navy and a sales representative with Burroughs Corporation. On the faculty of Cornell for 10 years, the Burlington Industries Professor at the University of North Carolina, Chapel Hill, for 25 years, and visiting professorships at UC Berkeley, the Harvard Business School, and Louvain University, Belgium. Published 7 books and over 75 articles in marketing strategy, market research, and sales management. Consultant to companies in healthcare, telecommunications, chemicals, jury simulations, and political campaigns. He sails his MacGregor 26X in the Chesapeake Bay, the North Carolina coast, inland lakes, and both coasts of Florida.

Jonathan Vehar: Senior Partner of New & Improved and a Partner at the Innovation Systems Group where he works with groups to help them be more creative about business challenges, strategic planning, and new product development. Clients include Andersen Consulting, Deloite & Touche, General Motors, Nestle, Procter & Gamble, and Times Mirror. He was formerly the Director of Training and Consulting for the Creative Education Foundation, and remains a member of that organization. He is the author of many articles, chapters, videotapes, and training manuals about creative problem solving, and is a member of the innovation network. He races keel sailboats out of Marina del Rey, CA, and dinghies out of Columbus.

Steve Colgate: The guru of sailing instructors. Since 1964 his Offshore Sailing School has trained over 85,000 sailors. His schools are located in Captiva Island and St. Petersburg, FL; the British Virgin Islands; Newport, Rhode Island; Mystic, CT; Jersey City and Barnegat Bay, NJ; and Chicago. He is the author of many textbooks on sailing and a designer of racing sailboats. His racing experience includes the Olympics, Bermuda races, and trans-Atlantic races.

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