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The Ten Faces of Innovation: IDEO's Strategies for Defeating the Devil's Advocate and Driving Creativity Throughout Your Organization Hardcover – October 18, 2005


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The Ten Faces of Innovation: IDEO's Strategies for Defeating the Devil's Advocate and Driving Creativity Throughout Your Organization + The Art of Innovation: Lessons in Creativity from IDEO, America's Leading Design Firm + Creative Confidence: Unleashing the Creative Potential Within Us All
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Product Details

  • Hardcover: 288 pages
  • Publisher: Currency/Doubleday; 1 edition (October 18, 2005)
  • Language: English
  • ISBN-10: 0385512074
  • ISBN-13: 978-0385512077
  • Product Dimensions: 6.6 x 0.8 x 9.5 inches
  • Shipping Weight: 1.1 pounds (View shipping rates and policies)
  • Average Customer Review: 4.4 out of 5 stars  See all reviews (71 customer reviews)
  • Amazon Best Sellers Rank: #42,434 in Books (See Top 100 in Books)

Editorial Reviews

From Publishers Weekly

Kelley's latest builds on The Art of Innovation, which celebrated the work culture that distinguishes his high-profile, award-winning industrial design firm, IDEO. This book covers much of the same territory, but focuses on the type of worker and team-building rather than the work environment. The authors define 10 personas, including Anthropologists, who contribute insights by observing human behavior; Experimenters, who try new things; Hurdlers, who surmount obstacles; Collaborators, who bring people together and get things done; and Caregivers, who anticipate and meet customer needs. Like its predecessor, the book is breezy and well written, with plenty of self-promotion. Kelley and Littman weave classic and recent stories of business innovation, such as 3M's Scotch tape, Volvo's three-point seatbelts and Netflix's mail-in DVDs, with IDEO's own success stories with clients ranging from the Boston Beer Company, for whom IDEO designed a new Sam Adams tap handle, to Organ Recovery Systems, for whom IDEO helped develop ways to expedite kidney transport. Aspiring business innovators and fans of The Art of Innovation may find further inspiration in this handbook. (Oct. 18)
Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.

Review

Advance Praise for The Ten Faces of Innovation

"Essential reading for every single person in your organization--even the CEO should read it! Each page contains a nugget that's worth the price of the entire book. Wow."
—Seth Godin, author of Purple Cow
 
“A concensus is emerging that Innovation must become most every firm's ‘Job One.’ ‘Hurdle One,’ however, is a doozer: establishing a Culture of Innovation. IDEO thought leader Tom Kelley offers a thoroughly original and thoroughly tested approach to creating that ‘culture of innovation.’ Rigorously applying his ‘Ten Faces’ will get the innovation ball rolling ... fast. Bravo!”
— Tom Peters

Critical Acclaim for Tom Kelley’s Previous National Bestseller The Art of Innovation

“Tom Kelley has unlocked the magic box of innovation for corporate America.”
—Bruce Nussbaum, BusinessWeek

“In light of all the books on the market about creativity, it takes a certain amount of chutzpah to call your book The Art of Innovation. Yet Kelley makes a good case.... Practical, clearly written, and highly detailed.”
USA Today

“On nearly every page, the story of some upstart invention is recounted in patter that's as good as a skilled magician's…. Almost like visiting an IDEO workshop in person.”
Wired

More About the Authors

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Customer Reviews

It is simple to read and easy to understand.
Intelligent Reader
The book's attention aestetic to detail is refreshing - from the glossy paper and color photos, to the cleaver use of color and pull quotes.
Amazon Customer
Kelley provides insight as to how teams, composed of particular roles, can create new products and services.
TM2

Most Helpful Customer Reviews

92 of 98 people found the following review helpful By Robert Morris HALL OF FAMETOP 100 REVIEWERVINE VOICE on October 19, 2005
Format: Hardcover
With Jonathan Littman, Kelley provides in this volume a wealth of information and counsel which can help any decision-maker to "drive creativity" through her or his organization but only if initiatives are (a) a collaboration which receives the support and encouragement of senior management (especially of the CEO) and (b) sufficient time is allowed for those initiatives to have a measurable impact. There is a distressing tendency throughout most organizations to rip out "seedlings" to see how well they are "growing." Six Sigma programs offer a compelling example. Most are abandoned within a month or two. Why? Unrealistic expectations, cultural barriers (what Jim O'Toole characterizes as "the ideology of comfort and the tyranny of custom"), internal politics, and especially impatience are among the usual suspects. That said, I agree with countless others (notably Amabile, Christensen, Claxton, de Bono, Drucker, Kelley, Kim and Mauborgne, Michalko, Ray, and von Oech) that innovation is now the single most decisive competitive advantage. How to establish and then sustain that advantage?

In an earlier work, The Art of Innovation: Lessons in Creativity from IDEO, America's Leading Design Firm, Kelley shares IDEO's five-step methodology: Understand the market, the client, the technology, and the perceived constraints on the given problem; observe real people in real-life situations; literally visualize new-to-the-world concepts AND the customers who will use them; evaluate and refine the prototypes in a series of quick iterations; and finally, implement the new concept for commercialization. With regard to the last "step", as Bennis explains in Organizing Genius, Apple executives immediately recognized the commercial opportunities for PARC's technology.
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58 of 62 people found the following review helpful By Amazon Customer VINE VOICE on January 15, 2006
Format: Hardcover
Outlining ten major roles often played on successful and innovative teams, this book catalogs personas used at IDEO to create new products and services. The book is easy to read and contains powerful, persuasive arguments about some of the activites teams need to participate in to unblock the rut they're in or to combat negative environments. I'd recommend this as a light-hearted read for people who see themselves as an energetic personality and are interested in coming in to work on a Monday and giving their team a kick-start.

However, I wouldn't recommend the book to anyone attempting to build more capacity for innovation into their organization. It doesn't really cover how to hire, use, or retain people in these roles or even how to develop the roles in the people you already have.

Much of the text is also a rolling story - you come away from each of the roles feeling like they must be a critically important part of the team and that the people who have played them are clearly smart people, but unsure of whether it was the role, the person, or both that made the team successful. Or even that the person was more than just a ringside activity on an already creative team.
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25 of 29 people found the following review helpful By Don Snyder on October 30, 2005
Format: Hardcover
It seems I've valued my ability to play Devil's Advocate a bit too highly. According to Thomas Kelley, I may have had a hand in quashing new ideas rather than enouraging them.

Not that there's anything wrong with playing Devil's Advocate, but why limit yourself to a single role? You could become typecast as an idea-killer -- a singularly difficult rut to get out of.

Kelley outlines ten other roles -- "Faces" -- that you can adopt when going through the creative process. Anthropologist, Experimenter, Cross-Pollinator, Hurdler, Collaborator, Director, Experience Architect, Set Designer, Storyteller, and Caregiver. Each Face falls into a persona category of Learning, Organizing, or Building.

While no single Face is going to make your ideas any more successful than another, being able to play each role (or assemble a team with a complementary strength in each role) will only increase your chances for success, and make your ideas stronger than ever.

Then Ten Faces also give you an excellent response to that guy (that guy who is no longer me!) who says "Let me play Devil's Advocate a moment..." and proceeeds to rip into your idea and rain on your parade. Simply respond with "Well, let me play Hurdler a moment and tell you how we can get around that problem." or "Let me play Anthropologist a moment and tell you what I've found when observering our customers."

The Ten Faces of Innovation basically gives you the ability to tell the Devil's Advocate to "Go to... Heck."
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10 of 10 people found the following review helpful By Amazon Customer on April 30, 2006
Format: Hardcover
Kelley takes the reader on tour of the IDEO design studio through his explainations of the ten personas that he believes make innovation happen. I've never really thought of working anyplace else after I joined IBM, but the types of work and the culture he describes in the book make IDEO a real contender if I ever was to leave IBM.

The personas he describes are applicable to any environment, not just IDEO. They are personas, and not job roles. He makes this very clear. Someone can be a software engineer and also manifest a number of the personas described.

The Ten Faces are:

<strong>The Anthropologist</strong> observes the way people behave with a "beginner's mind" to observe nuances that provide a deep understanding of how people interact with their environment.

<strong>The Experimenter</strong> prototypes, and prototypes again. Often in real time drawing on diverse resources to build and test out ideas. This desire to prototype goes as much for objects as it does for services and experiences.

<strong>The Cross-Pollinator</strong> explores other industries and cultures and then translates what they find into the fields they are responsible for. Cross pollinators are also called "t-shaped" people because they have depth in at least one area and breadth of knowledge in many fields.

<strong>The Hurdler</strong> works to overcome obstacles and roadblocks by outsmarting them. Budgets, adversity, bureaucracies and failures are all challenges that The Hurdler may come up with ingenious ways to overcome.

<strong>The Collaborator</strong> "often leads from the middle of the pack" to bring people together and build new solutions. Collaborators work with teammates, colleauges and even competitors.
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