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Innovation is hard to pin down, but with these six insights Ideo says it’s cracking the code.

6 minute Read

How do you measure “innovation?” It’s something that every organization seems to be after–just look at ATT’s Innovation Pipeline , Sephora’s Innovation Research lab, and the University of Pennsylvania’s punny Zales 80mm CushionCut LabCreated Opal Solitaire Ring in 10K Gold RnA3dEkHoi
–but it’s extremely hard to quantify.

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The global design firm Ideo set out to answer this question by studying the company’s 26-year archive of projects that focused on clients’ internal team dynamics, as well as external sources focused on innovation (including Fast Company ‘s annual Most Innovative Companies lists). Defining what innovation meant across many different companies was complex, but ultimately, Ideo found that the most important element is the organization’s ability to adapt and respond to change. In the end, Ideo identified six basic vectors that it says are instrumental to an innovative, adaptive company: Purpose, experimentation, collaboration, empowerment, looking out (i.e. staying informed about what’s happening in the industry), and refinement (the ability to successfully execute new ideas).

Guided by these six principles, Ideo created a survey aimed at teams within larger organizations that would help team members understand how they’re performing. Called “ Angara Natural Aquamarine Engagement Ring in Yellow Gold VvX5bIN
,” the survey invites every member of a team to give feedback about their experiences and work. Then, Ideo provides them with a full analysis of the team’s performance through an online dashboard, including feedback on tangible ways to become more innovative (and the ability to track progress over time, if they take the survey multiple times per year). For instance, the metrics might show that a team is very purpose-driven, but lacking in collaboration; or a team might score highly on experimentation but less so on refinement.

“People think about all this stuff as intangible and mushy. The only metrics most companies have to track are performance metrics,” says David Aycan , who leads Ideo’s Creative Difference product. “Sometimes that will lag by a year or two, but we have data that shows that these behaviors lead to better performance. They can actually track that their behaviors are getting better and better.”

In essence, Creative Difference is Ideo’s attempt to quantify innovation. It’s been a year since the launch of the survey product and more than 100 companies have used Creative Difference to internally assess their teams’ aptitude for innovation. Now, Ideo has definitive data to back up its hypotheses about what behavior actually drives that elusive quality. These insights are what it discovered.

(12) Knowingly assist a person whom we suspended or disqualified to provide representational services in a proceeding under title II of the Act, or to exercise the authority of a representative described in § 404.1710.

(13) Fail to comply with our sanction(s) decision.

(14) Fail to oversee the representative's employees, assistants, partners, contractors, or any other person assisting the representative on claims for which the representative has been appointed when the representative has managerial or supervisory authority over these individuals or otherwise has responsibility to oversee their work.

4. Amend § 404.1745 by revising paragraphs (d) and (e) and adding paragraph (f) to read as follows:

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Violations of our requirements, rules, or standards.
* * * * *

(d) Has been, by reason of misconduct, disbarred or suspended from any bar or court to which he or she was previously admitted to practice (see § 404.1770(a));

(e) Has been, by reason of misconduct, disqualified from participating in or appearing before any Federal program or agency (see § 404.1770(a)); or

(f) Who, as a non-attorney, has been removed from practice or suspended by a professional licensing authority for reasons that reflect on the person's character, integrity, judgment, reliability, or fitness to serve as a fiduciary.

5. Amend § 404.1750 by revising paragraphs (c), (d), (e)(2), and (f) to read as follows:

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Notice of charges against a representative.
* * * * *

(c) We will advise the representative to file an answer, within 14 business days from the date of the notice, or from the date the notice was delivered personally, stating why he or she should not be suspended or disqualified from acting as a representative in dealings with us.

(d) The General Counsel or other delegated official may extend the 14-day period specified in paragraph (c) of this section for good cause, in accordance with § 404.911.

(e) * * *

(2) File the answer with the Social Security Administration, at the address specified on the notice, within the 14-day time period specified in paragraph (c) of this section.

(f) If the representative does not file an answer within the 14-day time period specified in paragraph (c) of this section (or the period extended in accordance with paragraph (d) of this section), he or she does not have the right to present evidence, except as may be provided in § 404.1765(g).

6. Revise § 404.1755 to read as follows:

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Withdrawing charges against a representative.

The General Counsel or other delegated official may withdraw charges against a representative. We will withdraw charges if the representative files an answer, or we obtain evidence, that satisfies us that we should not suspend or disqualify the representative from acting as a representative. When we consider withdrawing charges brought under § 404.1745(d) through (f) based on the representative's assertion that, before or after our filing of charges, the representative has been reinstated to practice by the court, bar, or Federal program or Federal agency that suspended, disbarred, or disqualified the representative, the General Counsel or other delegated official will determine whether such reinstatement occurred, whether it remains in effect, and whether he or she is reasonably satisfied that the representative will in the future act in accordance with the Start Printed Page 30856 provisions of section 206(a) of the Act and our rules and regulations. If the representative proves that reinstatement occurred and remains in effect and the General Counsel or other delegated official is so satisfied, the General Counsel or other delegated official will withdraw those charges. The action of the General Counsel or other delegated official regarding withdrawal of charges is solely that of the General Counsel or other delegated official and is not reviewable, or subject to consideration in decisions made under §§ 404.1770 and 404.1790. If we withdraw the charges, we will notify the representative by mail at the representative's last known address.

Dolores sure seemed to think so

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He's had it coming for a long time now, but Teddy Flood finally appeared to get bumped off in Westworld season 2 episode 9.

A bullet to the temple would be anopen and shut case in most TV shows, but not Westworld , so let's break down exactly what happened.

Earlier in the season, Dolores forcibly dialled up Teddy's attributes to make him tough enough to withstand her/their mission, removing his compassion and ramping up his aggression.

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At first, he seemed fine with this, but that changed in episode 9, the hint coming when he held fire and let one member of Ghost Nation escape.

Watch the trailer for the Westworld season 2 finale: 'This is the end'

In the final scene at an outpost, he vented at Dolores for manipulating his personality, telling her "you changed me, made me into a monster.

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"What's the use of surviving if I become just as bad as them? I understand now, how this will end, where you will lead us."

As he told her "I never wanted to leave your side...Which is why this is so hard," it seemed as though Teddy was gearing up to kill Dolores, removing his pistol from its holster.

"You don't wanna hurt me, Teddy," she threatened, to which he replied: "No, No I could never hurt you,Dolores. I'll protect you until the day I die.

"I'm sorry, I can't protect you anymore," he concluded, before putting his own gun to his head and pulling the trigger.

Lying on the floor, sanguine liquid spilling from his head, it seemed as though he had committed suicide, not being able to go on any longer as a killing machine and wanting no part in Dolores' plan for world domination.

Dolores sure seemed to think so:

But this is Westworld , and forhosts there is no such thing as death, at least as we know it,onlycomplete destruction or just being decommissioned.

This is far from the first time Teddy has taken a bullet and probably not the first time one's landed in his head.

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The Sydney to Hobart Yacht Race is one of the most difficult–and dangerous–boat races in the world. In 1998, skipper Ed Psaltis won the race with the smallest winning boat in a decade. How? Positive thinking played a big part.

4 minute Read

Competing in the 1998 Sydney to Hobart Race–one of the most dangerous offshore ocean races in history– skipper Ed Psaltis and his crew did more than survive the deadly storm . The went on to become the overall winner of the race–the smallest boat in 10 years to win the prestigious Tattersall’s Cup.

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How did they do it? What enabled the Midnight Rambler team to prevail against all odds? And what can your team learn from their experience?

One of the keys to the Rambler’s success was their unshakable optimism.

Over the course of a long race, sailors will inevitably encounter setbacks. In an instant, a boat can go from leading the fleet to lagging behind. A major reversal can easily discourage the crew and, left unchecked, can deplete the crew’s energy. Worse yet, this weakened performance can quickly turn into a downward spiral. Ed Psaltis notes:

The issue of optimism is a critical aspect of the Hobart race. As in any sporting endeavor, people get tired–both physically and mentally. If you haven’t got that spark–something to aim for, some good news to keep in the back of your mind–the team can get demoralized very quickly. When that happens we’re not performing at our best. You have to stay embedded in reality, but I try to keep a positive outlook, because that keeps the crew going when they’re cold and hungry and tired. We won’t win every race, but if we’ve got a chance of beating our arch rival, we’ll keep at it.

A team that aspires to triumph at The Edge needs to first decide what it means to win. If the goal is winning a race and taking home the trophy–literally or metaphorically–then the team can align around that goal. Alternatively, a team might choose to try to be first in their division–roughly equivalent to competing with teams and organizations of their own size. And if the goal is purely to enjoy the mateship of the journey, then the challenge is defined differently. The only requirement is that the crew complete the race safely and without injury.

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A boat named Rosebud has won a number of major ocean races including the Sydney to Hobart, the Newport to Bermuda, and the Transpacific from Los Angeles to Hawaii. Malcolm Park, a watch captain who played a key role in the boat’s design, spoke about the secret of Rosebud ‘s success:

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