Here at Hot Spots Movement we pride ourselves on our multidisciplinary approach to research on the Future of Work. It is something that goes right to the heart of our intellectual ethos and lays the foundation for much of our research. From Aristotle to Aldous Huxley, or from Sociology to Semiotics, we passionately believe that the best and most innovative work is one whereby an eclectic array of views, ideas and opinions are incorporated into the body of knowledge. Seemingly, the days of the maverick lone wolf (think Tesla, Darwin or Einstein) are over. This is not, however, to suggest that creative individuals don’t matter, but ‘rather that we become more innovative when we remain open to as many arguments, philosophies, conversations and rival ideas as possible’[i].
Take, for example, the research conducted by Stefan Wuchty, Benjamin Jones and Brian Uzzi. This multidisciplinary team of researchers used big data to learn what distinguished ideas that had an impact from those that did not. After sifting through twenty million academic articles and two million patents cited over the past fifty years, ‘they discovered that the most innovative and impactful ideas were much more likely to come from cross-enterprise collaborations rather than from teams from the same university, lab or research centre’[ii].
However, despite this, many organisations still tend to build networks which only reinforce the existing ideas underpinning their current organisational architecture. Such a tendency can partly be explained by ‘selective exposure theory’ which is based on the notion that people have a predisposition to engage with information that reaffirms our existing viewpoints. Quite simply, this is because the brain favours familiarity and people therefore do not respond well to opinions that don’t align with their own.
To this end, transcending our echo chambers and incorporating diversity of thought into the organisational framework requires us to go against our instinctual need to create networks that reinforce our pre-existing views. However, one innovative initiative that can help build more diverse networks into the workplace is that of co-working spaces. ‘Co-working spaces bring together diverse groups of freelancers, remote workers and other independent professionals in a shared, communal setting’[iii]; thereby organically create a milieu in which people from wide ranging industries and professions can assemble and share their diverse knowledge and expertise. Such an environment cultivates not only a hybridity of perspectives but also innovation.
However, if completely redesigning the office space is unfeasible, then homogeneous logic and ideas can also be overcome through mechanisms such as crowdsourcing platforms or sponsored lunches with rival competitors.
Fundamentally though, irrespective of what mechanisms are implemented, incorporating diversity of thought into your organisational framework is contingent on being open minded and expressing alacrity to viewpoints and perspectives which in the past may have seemed fatuous or superfluous. The era in which we live is characterized by unprecedented and nebulous change. This generates many exciting opportunities, but such opportunities can arguably only be fully realised if organisations are willing to absorb the information and ideas which exist in sometimes unfamiliar domains.
[i] Burkeman, O. (2010) Steven Johnson: ‘Eureka moments are very, very rare’, (The Guardian)
[ii] HotSpots Movement (2015) The Collaboration Imperative Report
[iii] Bound, A. (2018) Demand for Co-working spaces expands beyond London (Financial Times)
Do you think you could beat a robot at football? The answer, for most of us, is yes. Ok, so how about at a game of Chess? The answer this time is most likely no (unless you’ve whacked the difficulty levels right down).
These were topics discussed in a recent article by Matthew Syed (a sports journalist, of whom I’m a massive fan). Syed assesses why robots, which can now comfortably beat even the most talented humans at games such as chess, Go and Shogi, are still unable to get close to an average human, let alone your Messi’s or Rooney’s, in creative sports such as football.
A surprisingly simple explanation for why this is the case is that hundreds of thousands of years of human evolution and natural selection has honed our skills, such as creative problem solving, hand and eye coordination and motor intelligence, that favour high performance in sports. On the other hand, skills such as logic and calculation are relatively recent human skills that we have yet to perfect. As a result, sports that require motor skills and creativity come much more naturally to us then games where our mental capacity and logic is key.
And this got me thinking. Why, in a world of rapid digital automation and the potential loss of jobs resulting from this, are we trying to cling on to roles and tasks that a machine can do infinitely better than we can? Particularly, given this is often at the expense of those tasks that play to our uniquely human strengths, having been honed by a necessity to creatively adapt in order to survive.
Now obviously, not all of us can be a Messi or a Rooney, but in our normal roles, we have ample opportunity to focus on the creative and non-routine tasks that machines simply cannot do. The World Economic Forum predicts skills such as emotional intelligence and the ability to teach others, as well as cognitive skills such as creativity will be in higher demand across all industries over the next five years, so crucial will these skills be to our future.
This is something that both employers and employees alike need to be thinking about. It is crucial that we create jobs where automation complements and augments what we do and allows our workforce to be more productive than ever before. For example, we spend hours filling out expense forms or time sheets, when instead we could be designing products or selling to potential clients, tasks that can’t be done by machines.
As employers, it is your job to educate your people around this. How will their jobs change in the future and what training will you need to provide them with to be capable of filling those roles? An additional, and often overlooked, element of this is rewarding innovation and creativity. We must demonstrate that these uniquely human assets are key for the future. Here at Hot Spots Movement, we work with numerous companies who are looking at incorporating creative, collaborative and innovative metrics into their KPIs, in order to create a culture that promotes these uniquely human skills and encourages their employees to hone their relevant abilities.
Likewise, as employees it’s important we are embracing the learning opportunities and preparing ourselves for future roles as creative, caring or non-routine workers. In addition to this, as we see the roles of paralegals, book keepers and many others change, we must adapt accordingly and develop our creative, problem solving and innovative abilities in order to ensure we remain employable in the future.
Finally, as parents (a role that many millennials and Gen-Yers will take on over the next few years) we have a responsibility to understand what the future of work looks like and use this to help guide our children on skills that will be crucial in this new world of work. For example, being able to crunch numbers rapidly or proof-read vast swathes of texts will no longer be vital skills that make you employable, AI and robots can do this better than we ever can. However, skills such as problem solving, innovation, creativity and personal skills will be the desired assets of the future.
So, let’s not see AI as something to be feared and resisted. Instead, lets make sure that we allow Siri to unleash our inner Messi’s.
If you’d like to find out more about how we can help you and your employees prepare for the Future of Work then just drop me an email at email@example.com
A fascinating interest of mine is the human consciousness. I could forever learn about how each of our brains, 1 kilogram of hard matter, conjures up an infinite kaleidoscope of thoughts, feelings, memories and emotions, which make us ‘conscious’. This conscious awareness has long been assumed to govern how we make the approximately 35,000 decisions required of us each a day – from what time to get out of bed to what to eat for dinner. However, increasingly, there is evidence to suggest that many of the decisions we make are determined not by our conscious thought, but instead by our unconscious thoughts. This theory is a relatively new one, titled the Unconscious Thought Theory or UTT, (Dijksterhuis and Nordgren, 2006).
We all have an ‘unconscious’. It is where the bulk of our mind’s processing takes place, attributing to our beliefs and behaviours. Our unconscious mind’s main purpose is to prevent mental overload by efficiently informing our decisions based on quick reference to past events and experiences. However, research has begun to suggest that our unconscious may go beyond informing decisions, and actually be making our decisions for us. In one study by Soon et al (2008), it was concluded that our brains make decisions up to ten seconds before we realise it. So much so, that researchers could predict what decisions participants would make before they were even aware of having made a decision.
This can be both positive and negative. As anyone who has come across the literature or training on unconscious bias will know, it can result in us making snap judgments that reflect stereotypes and bias.
However, it seems it can also be positive. For example, whilst theorising UTT, Dijksterhuis and Nordgren found that when participants faced a complex task, the group which had more time to deliberate but were distracted (and therefore not consciously thinking about the task), had better and faster solutions. This is particularly interesting for us at Hot Spots Movement, when we consider how we perceive complex tasks and decisions, particularly at work, and how we might tackle them in the best way.
So, how can we tap into our unconscious to help deliver better and faster decisions?
Firstly, we could all benefit from a good night’s sleep. I’ve found this is the most accessible as our unconscious mind does not rest at night, instead it is busy making sense of the day’s events. It’s a common feeling to wake up from sleep and feel like a brand-new person, with your troubles not seeming as big as they did the night before. A tip for being in touch with your unconscious insights would be to write down your initial solutions to a problem first thing in the morning, before your conscious mind takes hold again.
Another way is through meditation or yoga, which are both fast-becoming forms of ‘fashionable’ exercise but actually benefit you by initiating deep insight, calmness and reflections. They work by allowing you to think beyond your conscious distractions to really consider who you are and the choices you make and if they resonate with your being.
Lastly, you can channel unconscious thoughts by putting yourself in situations where you can repeatedly act spontaneously, for example, during Improv classes – Improv is a form of unscripted theatre, where actors make up the story in the moment. Improv is a great way of channelling your unbiased thoughts and feelings – the idea is that you are in a safe environment and able to give entirely impulsive responses to a friend’s own, impulsive response. These reactions have not had time to be considered or filtered by your conscious so, over time, you can inadvertently learn about your instincts and how to involve your unconscious mind in your decisions. Several of my colleagues here at Hot Spots Movement practice Improv for the very same reason – to be more in touch with their unconscious mind. It has proven very beneficial for many reasons – so much so that here at Hot Spots Movement, we have started incorporating Improv exercises into our workshops with clients to enhance collaboration and trust amongst employees.
So, next time you’re struggling to think of a new approach to a difficult problem, perhaps consider engaging your unconscious mind. Take a moment for meditation, distract yourself with another seemingly unrelated task, or perhaps even sleep on it. It could be that your unconscious mind already knows the answer.
If you’d like to find out more about how you can use Improv to enhance collaboration and trust amongst employees within your organisations then please do get in touch on Melissa@hotspotsmovement.com
We hear this phrase echoing around the corridors of Canary Wharf and Downtown Manhattan, but are we really unleashing the potential of all the great people in our organisation? Well, in our experience, we find that companies often recruit talented, high performing individuals, but then fail to empower these individuals to affect change.
So what are the levers that organisations must activate if they are to enable their people to unleash their full potential?
1. Speaking up – We spend a lot of time thinking about this at Hot Spots Movement, as well as working on this capability with clients, and what we’ve found is that speaking up is far more likely and powerful in organisations which create an environment of psychological safety. What do we mean by psychological safety? This is an environment in which people’s views are valued, no matter their seniority or function, where people can challenge the status quo and are free to build on each other’s ideas. In addition to creating psychological safety, we find it’s crucial that organisations act on the insights given. People will only speak up if they feel they are being listened to, and that their views are being acted upon.
2. Collaboration – Here, we are looking at tapping into collective people power. Research shows that innovative and impactful ideas tend to come from cross-enterprise collaboration, rather than one team from a research lab or company department working on an issue in isolation. Additionally, new workplace technologies have allowed organisations to bring people together in a many-to-many communication model, inspiring innovation as well as giving employees greater agency when it comes to decision-making.
3. Innovation and Productivity – Organisations often find themselves tasked with doing more with less, and have to constantly reinvent themselves in the face of disruption. As such, innovation is no longer a department or function, but instead a mentality that must pervade the entire organisation. Interestingly, our experience from running innovation projects with clients indicates an innate desire and capacity to innovate which is latent within many employees. What these employees are lacking, however, is the time to do so, or the incentives to ensure they make time for innovation.
4. Organisational Structure and Values – Research shows that strong values and purpose are effective in unleashing the people power of current employees, as well as becoming an increasingly important role in the attraction of new talent. The challenge that organisations face here is to ensure that the rhetoric matches reality. That is to say, if you have a set of values in your office lobby, you need to ensure that they are being reflected in the processes and practices that underpin the everyday behaviour of your employees, and be sure that employees are rewarded for living those values.
We’re undertaking ongoing research into this topic through the Unleashing People Power Survey. This 10-minute survey allows you to pulse-check how your organisation is performing on each of the above four levers, as well as how this compares to the benchmarking of 60+ multinationals. Perhaps take a moment today to complete it, and send it to your colleagues too – the more responses, the more insightful the data.
If you’re interested in taking the Unleashing People Power Survey or would like to learn more about how to unleash the energy of your people, please contact Harriet Molyneaux firstname.lastname@example.org.
 Wuchty, S., Jones, B. and Uzzi, B. 2007. The Increasing Dominance of Teams in Production of Knowledge, Science 316, no. 5827: 1036–1039
 Nally, D. (2015). Five reasons diversity and inclusion matter to every business and every employee. PwC CEO Insights.
Here’s what sport can teach us about diversity in business.
Could you win a football game with 11 goalkeepers? Or, maybe a netball match with 7 goal shooters? Ok, how about a rowing race with 9 coxes?
Of course not, is clearly the answer. But whilst these may seem like flippant examples, they hint at the challenge we often face in organisations: creating diverse teams, with each member bringing a different skillset, or way of thinking that elevates group performance.
Diversity (or the lack thereof) in the world of business is something we look at a great deal here at Hot Spots Movement. Whether that’s gender diversity, ethnic diversity or neurodiversity – it’s clear that boardrooms and offices are just not diverse enough.
There are obvious and significant ethical issues around discriminating over gender, race, sexual orientation or mental health. However, there is another reason why companies should be sitting up and taking note: Lack of diversity is impacting on the bottom-line. There is a growing body of research showing that the more diverse a team is, the greater the chance for innovation. Which whether in the context of the smallest start-up or the largest multi-national, means a competitive edge.
This may sound like common sense when said out loud. But it’s surprising how few organisations fully grasp or truly act upon this information. As such, I wanted to support this claim by taking examples from the world of sport – whilst sport without doubt has its own diversity issues, examples of the benefits of diversity are easily quantified and for many plain to see.
Academic studies of the world of sport provides concrete evidence in support of the notion that diversity positively affects performance. Researchers from Duke University tested the theory within the UEFA Champions League (Europe’s elite club football competition) and found that heterogenous teams significantly outperformed their less diverse opponents . So substantial were these findings that even when player’s transfer value and quality ratings have been adjusted for, even relatively small increases in cultural diversity could double a team’s goal difference.
Now let’s take this concept across the pond to one of the world’s most lucrative sports leagues, the National Basketball Association. Interbasket analysed the performance of the league’s most and least diverse teams over a five-year period. When comparing the 10 most against the 10 least demographically diverse teams in the league they found that teams with the highest number of foreign players won on average 11 games a season more than those who measured poorly on diversity . This is a particularly impressive result, when considering that those 11 games account for 13% of wins available for a team across a whole season. What business leader would not want to see a 13% increase in performance from their teams?
Diversity then can clearly have an extraordinarily positive impact on performance of teams, increasing creativity, innovation and flexibility. So, I challenge you the next time you’re hiring someone to look beyond someone who shares your background. Perhaps ask yourself, ‘Am I creating a team full of goalkeepers, or have I got every position covered, ready for the big game?’
Need help with your diversity strategy? Find out how Hot Spots Movement can help by checking out our website here: http://www.hotspotsmovement.com/
 Malesky, E., Saiegh, S. and Ingersoll, K. (2014). Diversity and Group Performance: Evidence from the World’s Top Soccer League. APSA 2014 Annual Meeting Paper.
Being the newest member of Hot Spots Movement, a key focus in my recent job search was to join an organisation which celebrates diversity. Not only do I have a diverse background in terms of my heritage, (being Jamaican, Finnish, Pakistani and English!) but I’m also – like everyone, really – diverse in the way I think and feel. And it’s this latter type of diversity that many organisations are only now beginning to understand and act upon.
One element of this ‘diversity of thought’ is mental health. This is something we all come into contact with, either personally or through the experiences of friends and family. However, it consists to be a pervasively silent culture. In fact, with 3 out of 4 employees experiencing a wobble in mental stability at some point, it is one of the biggest workplace issues, costing UK employers £30 billion alone, through lost production, recruitment and absence. And yet, conversations and initiatives around mental health are conspicuously absent in many organisations.
From my own experience, speaking with others and through readings, implementing a successful mental health strategy alongside changing attitudes and cultural expectations, is of course challenging and does not happen overnight. It can prove difficult to merge the law, practice, training, evaluation and management into one company-wide policy.
This is why I was particularly excited to come across an exciting, new approach to tackling mental health: Co-production. This method puts employees affected by mental health at the heart of planning, delivering and evaluating policies. Offering them the chance to come forward, not to label themselves, but to work alongside HR professionals, is extremely innovative and merges expert and lived experience. This creates active networks that both support those affected and better informs those who aren’t.
Co-production appears to have many positives, including being based on psychological research dating back to the 1950s, blurring the lines of distinction between authority and recipients and being economic in drawing on the wisdom of employees themselves. As a result, Co-production and involving those who suffer, may help them feel a better sense of belonging and reduced stigma – in turn, increasing their sense of competence, engagement and loyalty.
This collaborative approach to problem-solving resonates with so much of the work we do here at Hot Spots Movement, from our advisory practice, to the Future of Work Research Consortium and our crowdsourcing methodology, the ‘Jam.’ I cannot help feeling that co-production is an energising and innovative concept that could really move the needle on mental health in organisations and empower those most affected with ownership over the solution.
For more information on how you can collaborate with your colleagues on mental health challenges visit our website http://www.hotspotsmovement.com and contact one of the team.
Head of Admin & Community Management
How can you enhance your ability to retain important information? One of the insights from our recent Masterclass on Innovation was that focusing less, rather than more, may be the answer – and good old fashioned ‘doodling’ (that is, scribbling without purpose) is one way to go about it.
I’m always happy to experiment with new ideas that our Research Team finds when exploring an upcoming Future of Work theme. It’s fun to put theory into practice and I also learn a lot about myself and my working preferences in the process. So, this week, I’ve been doodling… and here’s what I’ve found.
Like many organisations, we here at Hot Spots work in an open plan office, so concentration can sometimes be tricky. For example, when I am on a call, taking notes and thinking about questions while office life goes on in the background is difficult. Of course practice makes perfect, but towards the end of a call my brain just gets tired and the background noise distracts me.
According to our research, however, doodling can help me capture and retain the information I’m hearing and can even help my brain resist distraction.
So, in addition to the usual notes on key points, next steps, and deadlines that I normally take during a call, this week I sketched a mish-mash of words, lines, and figures (see photo left).
The result? I remembered more of the details, and when I looked at the different parts of the doodle, I was able to recall the conversation more vividly. Even more interesting is that I can still remember it, weeks later. My brain was unconsciously and unintentionally more engaged.
The most difficult aspect for me was getting the balance right. Focusing on what I hear rather than what I draw. The line between active listening and unconscious scribbling is a thin a one, but you will know when you get it right. Drawing while actively listening is what helps you remember 29% more of the conversation, according to neuroscience. Dr Srini Pillay, one of the speakers at our Innovative Organisation Masterclass, spoke about how doodling occupies our brain just enough to stop it from daydreaming, improving our focus at the same time. 
As it turns out, doodling has some serious cognitive benefits and can be more effective than conventional note-taking. I must say it felt strange at first: I was going against the idea that taking notes is the only sign of focus and concentration. However, when you see someone pointlessly scribbling in a meeting, they might just be on to something.
I’d love to hear other people’s views and experiences on this. Are you convinced of the benefits of doodling, or is it just a distraction? Add comments below
 Innovative Organisation Masterclass. (2016). Future of Work Research Consortium.