A short and powerful program for intact teams in
Federal Agencies and the Private Sector

Organizations have been taking advantage of a methodology called the Creative Team Power™ (CTP) that develops breakthrough thinking in critical organizational areas.

A small sampling of what clients have said about Creative Team Power™

• The feedback from your Creative Team Power Workshop was absolutely overwhelmingly positive. The workshop was stupendous!- Congratulations!
  - Dr. Bill Weech, State Dept., Foreign Service Institute
   
• It was refreshing to see a process so effortlessly integrate both left and right brain thinking. Your Creative Team Power Workshop is very original and very productive. I was very impressed!
  - Dr. Charlie Prather, Director of DuPont's Innovation Department
   
• Thank you for your work at our HHS Office of Inspector General Senior Staff Conference. The techniques you described should give us tangible ways for how we can question our assumptions and "think outside the boxes" as we confront the many challenges facing us. You did a great job.
  - June Gibbs Brown, Inspector General, HHS
   
• Your approach to team-development and reinvention certainly got everybody involved in seeing the big picture. The results from your efforts were outstanding.
  - Dorrie Aldrich, Deputy Assoc. Administrator, FTA, Dept. of Transportation
   
• Thank you for the exceptional program you did using your Creative Team Power Workshop. Specifically, the Air Force Systems Center at Hanscom Air Force Base has reported great strides in implementing their program through your work.
  - Steve Klink, Former Associate Director of the Federal Quality Institute

CTP assists organizations to:

• Gain competitive advantage by harnessing the wisdom and power of their employees.
• Make innovation a decisive force in creating a more profitable, customer- driven, and cost-effective enterprise.
• Promote an environmental ethic of collaborative problem-solving.
• Build structures that set milestones and keep the innovative process thriving, even in the face of difficult challenges.
• Create buy-in and enthusiasm for change.

CTP will help you and your organization see what is rather than what is not

Lost and Found:

Some years ago, I took a bus ride with a group of pre-school children to a petting farm about 30 miles from their school. Three buses took off at 9:00 AM, and I was on the lead bus. Around 9:20 I remarked to another parent that the two buses following us were nowhere in sight and surely had gotten lost. We discussed what that must be like for the children on those buses. Several of the four-year-olds piped in suggesting that perhaps we were the lost bus. I chuckled and told them not to worry. After all, we were the lead bus, and by definition, the lead bus doesn't get lost. By 10:00 AM I finally got past that mind-set, and frantically assisted the bus driver in getting us back on the right road.

Lessons learned:

It's hard to break a mind-set. In today's world you could be the lead bus one moment, and the lost bus the next.

What this means for organizations:

Organizations need systematic ways to see the road without blinders on.

The Creative Team Power™ will assist your team(s) to:

• redefine the roads they are currently on
• create a plethora of new roads that lead to rich possibilities
• anticipate those roads that should be investigated to secure a prosperous future

CTP Tenets:

• For real change and innovation to occur, teams must be encouraged to identify and challenge those structures and premises that maintain the status quo.
• Accelerated innovation often occurs when outsiders (within the organization) are encouraged to help the organization's insiders "see outside the box."
• Innovative results occur when key organizational decision-makers play a part in the innovative process.
• Teams work at their best when they are encouraged to look at what is and what could be , rather than what is not, or could never happen.

Sample Questions Creative Team Power Addresses:

1. What can we do to piggyback new services using our existing service channels?
2. What can we do to develop a significant breakthrough with the xyz project that will assist our customers in ways never before envisioned?
3. What can we do to prepare our workforce to quickly utilize the new systems we are putting in place due to 9/11?
4. What can we do to eliminate noise and other tracking characteristics with the _____ system?
5. What can we do to coordinate our information and need for information with other agencies both here and abroad?
6. How do we motivate and enable our staffs to focus on adding value to projects outside of their usual realm of focus?
7. How do we have people share more information by eliminating arguments around "ownership?"
8. What can we do to convince our client that their specifications are either too broad or too narrow?
9. What can we do to prepare our workforce to be ready to utilize the new systems we are putting in place?
10. What can we do break down the communication and idea sharing barriers between our scientists, political scientists, and engineers?

Copyright 2002 Bookman Resources, Inc.