HOW TO USE THIS COMPETENCY-BASED LEARNING MATERIAL?

Welcome!
The unit of competency, “Contribute to Workplace Innovation”, is
one of the nine basic competencies of level II qualifications which comprises
the knowledge, skills and attitudes for you to possess.
The module, “Contributing to Workplace Innovation”, contains
training materials and activities for you to complete. It is one of the modules
required to complete a certain qualification.
You are required to go through a series of learning activities in order to
complete each of the learning outcomes of the module. Information Sheet
(IS) consists of learning contents that you need to attain while reading. After
IS is a Self-Check (SC) that will help you test yourself if you have
attained the learning objectives.
Task Sheets (TS), Job Sheets (JS) and Procedural Sheet (PS) are
activity sheets that will help you practice the skills previously discussed in
the IS or demonstrated by your Learning Facilitator (LF). A Performance
Criteria Checklist (PCC) and Procedural Checklist (PC) are provided
with the TS or JS, and PS which will allow for self-evaluation or peer
evaluation. These checklists may be used by your LF to evaluate your
performance. Follow these activities on your own. If you have questions,
don’t hesitate to ask your LF for assistance.
The goal of this program is the development of practical skills. To gain
this skill, you must learn basic concepts and terminology. For the most part,
you’ll get this information from the IS.
This module was prepared to help you achieve the required competency.
This will be the source of information for you to acquire knowledge and
skills in this competency independently and at your own pace, with minimum
supervision or help from your LF.
Remember to:
● Work through all the information sheets and complete the
activities in each section.
● Read IS and complete SC. Suggested references are included
to supplement the materials provided in this module.
● Perform there TS, JS, and PS until you are confident that your
outputs conform to the PCC and/or PC that follows the sheets.
● Submit outputs of the TSs, and JSs to your LF for evaluation
and recording in the Achievement Chart. Outputs shall
serve as your portfolio during the Institutional Competency
Assessment. When you feel confident that you have had
sufficient practice, ask your LF to evaluate you. The results of
your Institutional Competency Assessment will be reflected in
the Progress Chart.
 You MUST pass the Institutional Competency Assessment for
this before moving to another competency. A Certificate of
Achievement will be awarded to you after passing the
Institutional Competency Assessment

Note:
Training is the sole purpose of this learning materials. Some
pictures are taken from google as references.

No. Unit of Competency Module Title Code

Basic Competency

Participate in workplace Participating in workplace

1 400311210
communication communication

2 Work in a team environment Working in a team environment 400311211

Solve/Address General Solving/Addressing General

3 400311212
Workplace Problems Workplace Problems

Develop Career and Developing Career and Life

4 400311213
Life Decisions Decisions

Contribute to Workplace Contributing to Workplace

5 400311214
Innovation Innovation

6 Present Relevant Information Presenting Relevant Information 400311215

Practice Occupational Safety Practicing Occupational Safety

7 and Health Policies and and Health Policies and 400311216
Procedures Procedures
Exercise Efficient and Exercising Efficient and Effective
8 Effective Sustainable Sustainable Practices in the 400311217
Practices in the Workplace Workplace

Practice Entrepreneurial Skills Practicing Entrepreneurial Skills in

9 t he W o rk p la c e 400311218
in the Workplac e
D ownloaded by Krizyl Ma y B a gos A ld a (k ri z yl m ayb.alda@gmail.c
om)
LIST OF COMPETENCIES
 TABLE OF CONTENT
Page No.
How To Use This Competency-Based Learning Material 2
List Of Competencies 4
Table Of Content 5
Module Content 7
Details Of Learning Outcome 8
Learning Experiences 9
Information Sheet 5.1-1 10
Self-Check 5.1-1 13
Answer Key 5.1-1 14
Information Sheet 5.1-2 15
Self-Check 5.1-2 18
Answer Key 5.1-2 19
Information Sheet 5.1-3 20
Self-Check 5.1-3 30
Answer Key 5.1-3 31
Details Of Learning Outcome 32
Learning Experiences 33
Information Sheet 5.2-1 34
Self-Check 5.2-1 37
Answer Key 5.2-1 38
Information Sheet 5.2-2 39
Self-Check 5.2-2 42
Answer Key 5.2-2 43
Information Sheet 5.2-3 44
Self-Check 5.2-3 50
Answer Key 5.2-3 51
Details Of Learning Outcome 52
Learning Experiences 53
Information Sheet 5.3–1 54
Self-Check 5.3-1 56
Answer Key 5.3-1 57
Information Sheet 5.3-2 58
Self-Check 5.3-2 60
Answer Key 5.3-2 61
 MODULE CONTENT
Unit of Competency : Contribute to Workplace Innovation
Module Title : Contributing to Workplace Innovation
Module Descriptor : This module covers the knowledge, skills and
attitudes required to identify, discuss and
integrate ideas for innovation in the
workplace.
Learning Outcomes
At the end of this module you must be able to:
1. Identify opportunities to do things better.
2. Discuss and develop ideas with others.
3. Integrate ideas for change in the workplace.
Assessment Criteria:
1. Identify opportunities for improvement proactively in own area of
work.
2. Gather and review information which may be relevant to
ideas and which might assist in gaining support for idea.
3. Identify people who could provide input to ideas for improvements.
4. Select ways of approaching people to begin sharing ideas.
5. Set meeting with relevant people.
6. Review and select ideas for follow up based on feedback.
7. Use critical inquiry method to discuss and develop ideas
with others.
8. Use critical inquiry method to integrate different ideas for
change of key people.
9. Use summarizing, analyzing and generalizing skills to
extract salient points in the pool of ideas.
10. Use reporting skills likewise to communicate results.
11. Identify current Issues and concerns on the systems, process and
procedures, as well as the need for simple innovative practices.
 DETAILS OF LEARNING OUTCOME

Learning Outcome No. 1 Identify opportunities to do things better

CONTENTS:
1. Workplace Innovation
2. Innovation and Creativity in the Workplace
3. Techniques to Encourage Innovation in the Workplace
ASSESSMENT CRITERIA
1. Identify opportunities for improvement proactively in own area of
work.
2. Gather and review information which may be relevant to
ideas and which might assist in gaining support for idea.

CONDITION:
The following are available:
1. EQUIPMENT
• Computer
• Whiteboard
2. LEARNING MATERIALS
• Competency based learning materials
• Bond paper, permanent Marker
3. ASSESSMENT METHOD:
• Written test
• Interview

Learning Activities Special Instructions

1. Read Information Sheet If you have some problems on Information
Sheet 1.1-1, don’t hesitate to approach your
5.1-1 on What is
facilitator. If you feel you are knowledgeable
Workplace Innovation?
on the content of Information Sheet 5.1-1,
you can now answer Self-Check 5.1-1.

Compare your answer with the answer key 5.1-

2. Answer Self-Check 5.1-1
1. If you got 100% correct answer in this self- check,
What is Workplace
you can now move to the next information sheet. If
Innovation?
not review the information sheet and go over the
self-check again
3. Read Information Sheet If you have some problems on Information
1.1-2 on Cultivating Sheet 5.1-2, don’t hesitate to approach your
Innovation and facilitator. If you feel you are knowledgeable
Creativity in the on the content of Information Sheet 5.1-2,
Workplace you can now answer Self-Check 5.1-2.

4. Answer Self-Check 5.1-2 Compare your answer with the Answer Key 5.1-
Cultivating Innovation and 2. If you got 100% correct answer in this
Creativity in the self- check, you can now move to the next
Workplace information sheet. If not review the
information sheet and go over the self-
check again.

1. Read Information Sheet If you have some problems on Information

5.1-3 on Techniques to Sheet5.1-3, don’t hesitate to approach your
Encourage Innovation in facilitator. If you feel you are knowledgeable
the Workplace. on the content of Information Sheet 5.1-3,
you can now answer Self-Check 5.1-3.

2. Answer Self-Check 5.1-

3 Techniques to Compare your answer with the Answer Key 5.1-
Encourage Innovation in 3. If you got 100% correct answer in this
the Workplace. self- check, you can now move to the next
information sheet. If not review the
information sheet and go over the self-
check again.

LEARNING E X P E R I E N C E S
 INFORMATION SHEET 5.1-1
Workplace Innovation

Learning Objectives:
After reading this INFORMATION SHEET, you must be able to:
1. list the different types of innovation,
2. discuss the meaning of innovation in the workplace,
3. develop goals and ideas for workplace innovation.

Defining Innovation?
Innovation in its modern meaning is "a new idea, creative
thoughts, new imaginations in form of device or method". Innovation
is often also viewed as the application of better solutions that meet
new requirements, unarticulated needs, or existing market needs.

The main driver for innovation is often the courage and energy to
better the world. An essential element for innovation is its application in a
commercially successful way. Innovation has punctuated and changed
human history (consider the development of electricity, steam engines,
motor vehicles, et al).
Types of innovation
In business and economics, innovation is often divided into five types:
1. Product innovation, which
involves the introduction of a
new good or service that is
substantially improved. This
might include improvements
in functional characteristics,
technical abilities, ease of
use, or any other dimension.
2. Process innovation involves
the implementation of a new or
significantly improved
production or delivery method.

3. Marketing innovation is
the development of new
marketing methods with
improvement in product
design or packaging, product
promotion or pricing.

4. Organizational innovation
(also referred to as social
innovation) involves the
creation of new
organizations, business
practices, ways of running
organizations or new
organizational behavior.

5. Business Model
innovation involves
changing the way business is
done in terms of capturing
value e.g. Compaq vs. Dell.
 A Suggested Innovation Framework

Workplace Innovation is about creating organizations in which

all employees use and develop their knowledge, skills, experience and
creativity to the full. Growing evidence shows that workplace
innovation practices which empower employees to make day-to-
day-decisions, challenge established practices, contribute ideas, and
be heard at the most senior levels, lead to better business results, as
well as enhanced workforce health and engagement.
 SELF-CHECK 5.1-1
What is Workplace
True or Innovation?
False:
Direction: Write TRUE if the statement is correct and FALSE if
the statement is wrong:
1. The main driver for innovation is often the courage and
energy to better the world.
2. Innovation in its modern meaning is "a new idea, creative
thoughts, new imaginations in form of device or method".
3. Business Model innovation involves changing the way business
is done in terms of capturing its integrity.
4. Innovation is often also viewed as the application of
better solutions that meet new requirements, unarticulated
needs, or existing market needs.
5. Hospitality innovation is the development of new
marketing methods with improvement in product design
or packaging, product promotion or pricing.
 ANSWER KEY 5.1-1
What is Workplace Innovation?

True or False:
1. True
2. True
3. False
4. True
5. False
 INFORMATION SHEET 5.1-2
Cultivating Innovation and Creativity in the Workplace

Learning Objectives
After reading this Information sheet, you must be able to:
1. list down tips in enhancing creativity,
2. describe traits of creative people,
3. use leadership for innovation.

Leading Innovation
To innovate is to intentionally let
go of the “way things are” and
welcome “the way they could be.”
Breakdown is the first step toward
innovation, an intentional release of
established habits of thought,
expectations, assumptions, and
beliefs in order to embrace “not
knowing”. The concept of surfing
the “edge of chaos” sounds exciting
until
you get there and leave control at the door. In Adaptive Change we
call this the Fall.

3M Innovation Strategy and Leadership

♦ Setting stretch targets – such as ‘x% of sales from products
introduced during the past y years’ – provides a clear and
consistent message and a focus for the whole organization.
♦ Allocating resources as ‘slack’ – space and time in which staff
can explore and play with ideas, build on chance events
or combinations, etc.

♦ Encouragement of ‘bootlegging’ employees working on

innovation projects in their own time and often accessing
resources in a non- formal way – the ‘benevolent blind eye’
effect.
♦ Provision of staged resource support for innovators who want to
take an idea forward – effectively different levels of internal
venture capital for which people can bid (against increasingly
high hurdles)
– this encourages ‘intrapreneurship’ (internal entrepreneurial
behavior) rather than people feeling they have to leave the firm
to take their good ideas forward.
Six Tips to Help You Enhance Your Creativity
 1. Open Your Mind - Have one new
experience every day; no matter
how small. New experiences
stimulate the brain and help you
make new and original connections;
critical for boosting breakthroughs.

2. Diversify - Involve others in your

problem-solving efforts who bring a
different perspective or cultural
experience than yours.

3. Mental Floss – Relax; Stress,

exhaustion, boredom and even pain
can block our pathways to creativity.

4. Stop Looking for the Right Answer -

Look for many right answers.

5. Discover Your Creative Rhythm -

Start paying attention to when you
get your best ideas.

6. Health Makes Wealth - Regular

exercise not only benefits your body,
it boosts brain performance as well.

Portrait of a Creative Person

Creative people pay
attention to their world, see things
differently, challenge assumptions,
take risks, are not afraid to fail,
and strive to generate multiple
solutions to problems. They are
passionate about creativity and
seek opportunities to innovate.”

5 Traits of Creative People

1. Creative people are curious. They ask questions all the time.
When they see or discover something they do not understand,
they make the extra effort to learn everything they can about
how it works, and how it can benefit them and others.
2. Creative people like challenges. They do not run away
from challenges; they tackle them head on. The bigger the
challenge, the more they are intrigued. They do not try to
escape problems, but rather they treat them as challenges.
The most creative people I know are also great problem
solvers.
3. Creative people are not afraid to experiment. They are risk
takers, and they are not afraid to try something new, whether
it be a process, gadget or formula. Experimenting is a way for
them to see what works and what doesn’t work. They will not
wait for people to dictate their actions; they would rather lead.
4. Creative people have high standards. They do not settle for
less than their best. They will find a way to make something
better. They never stop learning.

5. Creative people know how to accept and give

constructive criticism. No matter what we do, people
will always have something to say about it, whether it is
good or bad. Creative people can accept criticism and turn it
into opportunities. They also know how to give constructive
criticism. Since they have high standards, they many times
expect themselves and others to excel in whatever they do.

SELF-CHECK 5.1-2
Cultivating Innovation and Creativity in the Workplace

Enumeration:
Direction: Enumerate the 5 traits of creative people.

1.
2.
3.
4.
5
 ANSWER KEY 5.1-2
Cultivating Innovation and Creativity in the Workplace

Enumeration:
Direction: Enumerate the 5 traits of creative people.

1. Creative people are curious.

2. Creative people like challenges.
3. Creative people are not afraid to experiment.
4. Creative people have high standards.
5. Creative people know how to accept and give
constructive criticism
 INFORMATION SHEET 5.1-3
Techniques to Encourage Innovation in the Workplace

Learning Objectives
After reading this Information sheet, you must be able to:
1. List down techniques to encourage innovation in the workplace.
2. Explain the importance of encouraging innovation
in the workplace.
3. Restructure work layout and design for innovation.
Encouraging
workplace
innovation not only helps
companies stay on top of the
market and defend their
bottom lines: innovative
workplaces are also happier
workplaces, with consistently
higher levels of
employee
satisfaction
and retention.

Why should companies care about their capacity to innovate?

1. Competitive advantage
Companies that invest time, effort and money in finding new and
better ways of doing things have an advantage over others in the
market. It’s that simple.

Innovation doesn’t just help a company to offer exciting new

products and services to customers. It also allows companies to stay
profitable and survive in the market
2. Customer centricity
Trailing new approaches to services and products ensures a
constant focus on serving the needs of customers. This helps build a
dedicated market base and ensures a company stays responsive to
customer demand.
3. Employee satisfaction and retention
An innovative working approach appeals to employees with
higher levels of creativity and lateral thinking, helping companies to
hold on to their best talent
 How can companies encourage innovation and creativity
in the workplace?
Encouraging innovation
isn’t easy. From juggling
competing company priorities
to overcoming internal
resistance and inertia, there
are a lot of things that can get
in the way.
No matter what industry
you’re in, unlocking the
innovative potential of your
people – and your business
more generally – comes down
to a mix
of management approaches, shared values, strategy, and resources.

Techniques to encourage innovation in the workplace,

broken down into the following subjects:
● Leadership & management
● Innovation strategy
● Willingness to experiment
● Open communication
● Staf f well-being
● Workplace design & layout
● Tools & software

Leadership & management

When it comes to innovation,
the tone always comes from the top.
Senior leaders need to find ways to
encourage their staff to think about
innovation every day and to take
ownership and responsibility for new
ideas and solutions. Encouraging
innovation via lea dership and
management can be a challenge,
empowering your employees to
think about tough problems can
definitely help the challenge.
 ● Empower your employees to think about tough problems
As Apple’s Steve Jobs said, “It
doesn’t make sense to hire smart
people and tell them what to do; we
hire smart people so they can tell us
what to do.”
This is a key technique to
encourage workplace innovation:
empower your employees to think
about the tough problems and
reward staff for working towards
solutions.

● Adopt a non-hierarchical management approach

When it comes to
encouraging workplace
innovation, a strict hierarchy can
be a real killer.
If your staff work deferentially
and only think about innovation
when specifically tasked to do so,
you’ll never be able to reach your
company’s full potential.
The most innovative companies
have a flat – b ut strong – management approach, allowing employees
to break down silos and barriers between work areas. A lot of
innovation comes from cross-pollination between teams and divisions,
and from the sharing of ideas and problems.

● Give your staff a reason to care

To be truly innovative, your
employees need some skin in the
game. They shouldn’t think about
innovation as something for
senior management to think
about – instead, innovation
should be part of everyone’s job
description.
Look for ways to incentivize
staff to think about innovation, and
bring them along the journey by
developing a company-wide innovation strategy

● Encourage your people to think about innovation on a daily basis

 Innovation shouldn’t
be something
people think about only during
retreats and workshops. If thinking
about new ways of doing things is
seen only as an occasional exercise,
you’ll never be able to access the
full potential of your employees’
creativity and imagination.

Innovation strategy
Workplace innovation needs to
be strategic and should be a core part
of your company’s DNA.
No matter what
their responsibilities are,
every single one of your people
should be able to draw a straight line
between the company innovation
strategy and the contents of his or
her day-to-day job.

● Develop an innovation strategy – and use it

An innovation strategy sets out guiding principles for how your
company will grow its market share through product and service

innovation. A good strategy helps to clarify what is expected of

employees at every level of your company when it comes to problem-
solving.
By developing an innovation strategy, leadership provides
employees with certainty about the core role of innovation and reinforces
the idea that innovation is everyone’s responsibility.
Developing an innovation strategy also forces senior
management to think about what innovaton means to them, and to
state in clear terms how their employees should contribute new ideas
for products, systems, and services.
Microsoft is an excellent example of how to put an innovation
strategy to use. By making its strategy a core part of employee
responsibilities, Microsoft helps its employees at every level to make
innovation a key part of what they do.

● Accept failure and make it the norm

 It’s an unavoidable fact that
innovation carries the risk of failure.
For every example of world-
changing innovation, there’s a
whole trash heap of failed ideas.
Rather than running from this
fact, companies need to come to
peace with it. Acknowledge the
possibility of failure, de-dramatize
it
and encourage risky initiatives to help employees approach innovation in
a more open and inventive way

Willingness to experiment
In order to be truly innovative,
companies need to be willing to
experiment.
Whether this is through
customer co-creation, identifying
market adjacencies, or
participating in an innovation
hub, companies must
demonstrate an appetite for new
ways of doing things.

● Look for market adjacencies

A key aspect of innovation is
thinking about market
adjacencies.
Adjacencies are new products
or markets that are closely related
to the work a company is
currently engaged in, but are
different enough to represent new
value for the company. By moving
into these areas, a company can
create new customers and solidify
its market position.
For example, think about Disney’s recent foray into streaming
media. The media giant already produces an incredible amount of
popular content, so stepping into the market adjacency of a platform
for streaming made a lot of sense.

● Embrace co-creation and open innovation opportunities

 When it comes to innovation,
don’t be afraid to get your
customers involved, too. After all,
your diehard fans are the most
likely people to have great ideas
for new products and services –
especially if they use your services
and products every day.
A great example here is
Starbucks, which ran its “My
Starbucks Idea” portal for a decade
from 2007 to 2017, receiving
over
150,000 suggestions from dedicated Starbucks fans as a result.
This not only resulted in top-selling Starbucks products like
Hazelnut Macchiatos and pumpkin spice lattes but also gave
Starbucks the chance to build a valuable community of super fans for
market research purposes.

● Participate in an innovation hub

Innovation hubs are places

for business representatives to get
together and share approaches to
innovation. Having grown in
popularity over the last decade,
there are now hundreds of these
hubs around the world.
The concept of an
innovation hub recognizes the
importance of a
multidisciplinary approach to innovation and shows the importance of
collaboration in problem-solving. Innovation hubs can be a great way
to encourage “blue-sky” thinking.

Open communication
Getting innovation right takes a
commitment to open
communication and
transparency.
To make innovation a real
part of your workplace culture,
your staff need to know senior
management is being open
about the need for innovation,
and the potential benefits for the
company as a result.
● Be transparent
 Your staff need clear,
consistent information about the
company’s innovation goals, and
about the potential benefits for
employees if they get things right.
A key part of this is
developing an innovation strategy,
and ensuring open
communication
about innovation.

Staff wellbeing

Innovation isn’t just about

encouraging your staff to think
laterally: it’s also about making
sure that when your employees
are being creative, they don’t feel
threatened or at risk.
There are two great ways to
do this. First, you can recognize
and reward innovations, and
second, try to ensure staff
psychological safety.

● Recognize and reward successful innovations

To get the best out of your
people when it comes to
innovation, you need a way to
recognize and reward successful
new ideas – especially when
they have the potential to save
the company money or boost
revenue.
This can be as simple as
providing public recognition, for
example, giving out awards at
all- hands meetings.
● Ensure staff
psychological safety
This is a crucial element to get
right. After all, employees don’t
want to feel
like attempts at innovation could
threaten their jobs if it goes
wrong.
 Your staff m e m b e r s n e e d t o b e able to be honest and forthright
about new product and systems suggestions, without fear of recrimination or
adverse effects on their jobs.
So, one of the first things you should do when encouraging
innovation is to set clear ground rules and let people know that their
positions won’t be at risk if the innovation exercise isn’t a success.

Workplace design and layout

There’s a
growing recognition that the
physical working environment is
just as important as
management or leadership when
it comes to encouraging
innovation.

● Organize your office for maximum innovation

Office design and layout can
make a huge difference when it
comes to innovation. Even
something as simple as
deciding where particular teams
should sit can have a massive
effect on creativity and
collaboration.
Google’s groundbreaking
office designs include features like
putting greens, vintage subway
cars, and revolving bookcases.
However, you
don’t have to invest in gimmicks to be like Google.
Instead, you can learn from Google’s approach to putting teams
together to learn from each other, and from creating spaces where
informal meetings and information sharing is more likely to happen.
Tools and software
Finally, your staff also needs access
to the right tools to support innovation.
There are two reasons for this. First,
using the right set of tools can save time
and effort, freeing your staff up to
innovate. Second, a good set of innovation
software can guide your staff in taking an
idea through from concept to
implementation.

● Use tools to create time and space to innovate

There’s an incredible range of time-
saving software available to businesses.
Whether it’s project management software,
online collaboration platforms, or even
cloud accounting products, it’s never been
easier to save time on basic processes.
These software products aren’t
just helpful with avoiding headaches –
they can also free up your staff to do
the kind of
creative and innovative thinking they didn’t have time for before.
So, take a look at the range of software products out there, and
think about how you could put the inevitable time savings to use.

● Consider innovation software

Innovation and creative
thinking isn’t a question of
natural talent. With the right
tools, processes, and
methods, anyone can be an
innovator and find new
solutions to complex
problems.
This is where ideas and
innovation management
software can help. By
structuring ideation,
collaboration, communication and setting parameters for problem-
solving, the right software can foster a real innovation culture across
your whole company.
True innovation takes commitment and perseverance

Moving towards an innovative workplace takes time, hard work, and

a certain amount of forgiveness for error and failure. As we’ve seen, even
successful and highly innovative companies still have their fair share of
failures.

Many of the necessary ingredients of workplace innovation also

involve juggling some downsides. For example:
● encouraging employee collaboration must be balanced against
maintaining individual accountability, and leaving room for those
lone wolves who get their best work done by going solo
● avoiding workplace hierarchies requires strong leadership, a
trusting approach to management, and a commitment to
hiring highly motivated people
● before a company can experiment with innovation, it has to get
the day-to-day operations on track first

So, while you’re working to encourage workplace innovation,

don’t be surprised if the changes are harder to implement than you
thought.
Innovation can be a long game. Whether you’re chasing
incremental innovation or radical innovation, things will probably take
longer than you realize.
 SELF-CHECK 5.1-3
Techniques to Encourage Innovation in the Workplace

Enumeration:
Direction: Give 7 techniques to encourage innovation
in the workplace.

1.
2.
3.
4.
5.
6.
7.
 ANSWER KEY 5.1-3
Techniques to Encourage Innovation in the Workplace

1. Leadership & management

2. Innovation strategy
3. Willingness to experiment
4. Open communication
5. Staf f well-being
6. Workplace design & layout
7. Tools & software

DETAILS OF LEARNING OUTCOME

Learning Outcome No. 2 Identify opportunities to do things better

CONTENTS:
1. Generating and Developing Ideas
2. Great minds Discuss Ideas. Average Minds Discuss
Events. Small Minds Discuss People.
3. Idea Sharing from all Team Members
ASSESSMENT CRITERIA
1. Identify people who could provide input to ideas for improvements.
2. Select ways of approaching people to begin sharing ideas.
3. Set meeting with relevant people.
4. Review and select ideas for follow up based on feedback.
5. Use critical inquiry method to discuss and develop
ideas with others.

Condition:
Trainees must be provided with the following.
Equipment
● Computer
Supplies and Materials
● Pen
● Paper
● Forms
Learning Materials:
● Competency based learning material

Assessment Method:
● Written test
● Practical/performance test
● Interview
 Learning Activities Special Instructions

1. Read Information Sheet If you have some problems on Information

5.2-1 on Generating Sheet 5.2-1, don’t hesitate to approach your
and Developing Ideas facilitator. If you feel you are knowledgeable
on the content of Information Sheet 5.2-1,
you can now answer Self-Check 5.2-1.

2. Answer Self-Check 5.2- Compare your answer with the Answer Key 5.2-
1 1. If you got 100% correct answer in this
self- check, you can now move to the next
information sheet. If not review the
information sheet and go over the self-check
again.

3. Read Information If you have some problems on Information

Sheet 5.2-2 on Great Sheet 5.2-2, don’t hesitate to approach your
Minds Discuss Ideas. facilitator. If you feel you are knowledgeable
Average Minds Discuss on the content of Information Sheet 5.2-2,
Events. Small Minds you can now answer Self-Check 5.2-2.
Discuss People.

Compare your answer with the answer key 5.2-

4. Answer Self-Check 5.2-
2 2. If you got 100% correct answer in this self- check,
you can now move to the next information sheet. If
not review the information sheet and go over the
self-check again.

5. Read Information Sheet If you have some problems on Information

5.2-3 on Idea Sharing Sheet 5.2-3, don’t hesitate to approach your
from All Team Members. facilitator. If you feel you are knowledgeable
on the content of Information Sheet 5.2-3,
you can now answer Self-Check 5.2-3.

6. Answer Self-Check 5.2- Compare your answer with the answer key 5.2-
3 3. If you got 100% correct answer in this
self- check, you can now move to the next
information sheet. If not review the
information sheet and go over the self-check
again.

LEARNING E X P E R I E N C E S

INFORMATION SHEET 5.2-1

 Generating and Developing Ideas

Learning Objectives:
After reading this Information Sheet, you must be able to:
1. Identify steps in generating and developing ideas;
2. discuss brainstorming;
3. develop WH-questions to generate and develop ideas.

For many people, the toughest part of any writing task is getting
started. Here are some exercises that help with "blank page syndrome" or
"writer's block."
Listing: Brainstorm a list of
possible topics. If the assignment
deals with your own experience, try a
list of important events in your life
related to the topic. If the assignment
deals with material from a class,
brainstorm all of the things you've
talked about in the class that you
remember or that interest you.
The important thing is not to
censor yourself at this point - write
down anything that comes to mind.

Freewriting: Freewriting simply means

writing without stopping for a set
amount of time. Start with shorter
amounts of time (2-5 minutes) and
build up "stamina" slowly. Again, as in
listing, it's important not to censor
ideas at this point; simply write down
anything that comes to mind.
Sometimes, if you keep your
hand moving, you'll come up with
details and
connections that never occurred to you until you wrote them down!
Looping: Looping is a variation on
freewriting. Pick one aspect of your
topic to begin writing on. Free write for
five minutes. Then, read over what you
have written and underline the most
important or interesting idea or
sentence. Start with this idea or
sentence and free write for another five
minutes.
Find your "center of gravity" sentence again. If you continue this
process, you'll often find you've started a rough draft of the
assignment.

Clustering: Write the topic in the

middle of the page and put a circle
around it. Then, branch out from
the circle with associations and
details about the topic. Write down
anything you can think of, making
connections as you see fit (see
"Guidelines for Selecting a Subject,"
next page, for an example).

Cubing: This is another way to look

at one topic from many angles (like
the pentad exercise). Write for one
to three minutes on each of the six
"sides": Describe, Compare/Contrast
(How is it like something else? How
is it different from something else?),
Analyze (What parts does it have?),
Evaluate, apply (What can you do
with it? How can you use it?), Argue
(for or against). All sides will not
work equally well for all topics.

Answering WH-questions: Write

the five "Wh" questions (who, what,
where, when, why) across your paper.
List as many questions as you can
think of that a reader might ask about
your topic in those categories. Write
down answers or features of your
topic that might address those
concerns.
Invisible Writing: If you have trouble
writing without constantly re-reading
and editing what you've said, this may
work for you. Using a computer, turn
the contrast down on your monitor so
the screen is blank. Type for at least
20-
30 minutes without looking at what
you've written. Then, turn the
contrast up and, ignoring typos, find
out what you have to say!
 SELF-CHECK 5.2-1
Generating and Developing Ideas
Identification.
Direction: Read the following statements and identify what is
being asked in each number.
1. Write the topic in the middle of the page and put a
circle around it.
2. This is another way to look at one topic from many
angles (like the pentad exercise).
3. simply means writing without stopping for a set
amount of time.
4. variation on freewriting.
5. Brainstorm a list of possible topics.
 ANSWER KEY 5.2-1
Generating and Developing Ideas
1. Clustering
2. Cubing
3. Freewriting
4. Looping
5. Listing
 INFORMATION SHEET 5.2-2
Great Minds Discuss Ideas. Average Minds Discuss Events.
Small Minds Discuss People.
Learning Objectives:
After reading this Information sheet, you must be able
to: Identify the importance of non-verbal communication;
1. relate topics on “Small Minds Discuss people” in real life events;
2. differentiate Great minds discuss ideas and Average minds
discuss events;
3. interpret the quote “Great minds discuss ideas. Average
minds discuss events. Small minds discuss people.”

Great minds discuss ideas. Average minds discuss

events. Small minds discuss people.
This is a quote
commonly attributed to
Eleanor Roosevelt. What
does it mean?
Let’s start by
defining “ideas,”
“events,” and “people.”
Discussing people here
means to talk about a
person, typically in a
negative,
gossipy way. Discussing events means to talk about the events
happening around the world. Discussing ideas means to understand
the higher level messages behind an event, to understand human
behavior, to look beyond what’s given, and to find solutions to help
the world.

“Small Minds Discuss People”

When the quote says
“Small minds discuss people,” it
means that those who discuss
people as an end to
itself a r e shallow. Unfortunately, a f a i r segment o f t h e media
and our population today dedicate themselves to discussing people.
You have tabloid magazines, celebrity gossip sites, and people who
follow celebrity gossip like it is the central goal of their lives. Office
politics is not uncommon.
People backstab and criticize each other more often than we
like. Even our politicians today make personal attacks and conduct
smear campaigns. Online, we often see people shaming or attacking
each other, or worse still, others supporting such behavior and joining
in the attack, rather than taking a higher ground.

“Average Minds Discuss Events”

When you switch from
discussing people to events, there
is an improvement because you
look beyond people and focus on
events. There is an element of
objectivity as you’re now looking
at facts, figures, and occurrences.
Yet it is a logical fallacy to
think that just
discussing events makes us
smarter.
Firstly, many news stories (depending on where you live) are
heavily censored according to the publication’s ideology and alliances. In
some countries, the government controls the media. So when you’re
reading the “news,” you’re really reading news created/selected to fit
what the publication wants you to know, along with filtered comments
and angled statistics.
Something to consider when you think that you’re being
educated by reading a particular news channel — it’s more likely that
you are being conditioned.
Secondly, news channels tend to sensationalize and report what
is shocking. In internet terms, “clickbait.” As the saying goes, “When a
dog bites a man, that is not news, because it happens so often. But if
a man bites a dog, that is news.” Hence even though there are one
billion possible things to report each day, including countless
positive stories and consciousness-raising events, the selected
stories are rarely the most important, but some of the most negative,
fear-based stories you can find.
Thirdly, even though we may be shocked by a grisly murder
that just happened, we have to bear in mind that murders, suicides,
crimes, and even war happen every single day. But when you read the
news, your attention gets directed to that one crime or that one
murder. Or when a news channel
repeatedly highlights the crimes that happen i n a c o u n t r y , i
t c r e a t e s the notion that the place is highly unsafe, when 99.999%
of its people get by perfectly safely each day.
In the process of being caught in fear/anger/shock, we miss the
bigger picture. The irony is that by thinking that we educate ourselves
by reading the news, we are isolating our minds and painting an
extremely skewed image of the world and associating it with fear and
terror, yet missing the whole point which is, “What can we do to solve
the issues we see?”

“Great Minds Discuss Ideas”

As someone becomes more curious about the world and looks
beyond what’s immediately visible, they start to talk about not just
people or events, but ideas.
● Why people do the things they do. What drives them;
● Why issues like murder, mass shootings, war, and
crimes are happening. What we can do to prevent such
violence;
● How we can uplift others;
● How we can improve as people;
● World issues, because we’re not just citizens of a country
but a citizen of the world;
● Whether the direction we’re moving in, as a society, as
a world, is actually good for us;
● And most important of all, ideas to improve the world.
Discussing ideas means not
just taking what is presented to
you, but digging deeper.
Understanding root causes.
Understanding how something
came to be. Questioning
realities. Identifying solutions.
This quote is of course
meant as a generalization.
People and events are often
proxies to
discuss ideas. We look upon people like Elon Musk, Nelson Mandela,
Oprah Winfrey, Martin Luther King Jr., Buddha, Bill Gates, etc. as
inspirational figures for change. We discuss people as a way to
understand each other. Discussing events helps us grow in
awareness; current affairs is a way to learn about the world. If
something just happened in my life and I share this with a friend,
that’s part of conversation, of relating to each other.
The problem comes when we talk about people or events as an end to
itself. This quote reminds us that when we bad-mouth others, gossip, or
follow the news reactively, it doesn’t bring us anywhere. Complaining or
chit-chatting about people/events endlessly will not change our lives or
make us smart.

SELF-CHECK 5.2-2
Great Minds Discuss Ideas. Average Minds Discuss Events.
Small Minds Discuss People.

True or False
Direction: Read the following statements below and write True
if the statement is true and write False if the statement is false.
1. When we bad-mouth others, gossip, or follow the
news reactively, it doesn’t bring us anywhere.
2. When you switch from discussing people to events, there
is an improvement because you look beyond people and
focus on events.
3. Discussing people means to understand the higher level
messages behind an event, to understand human
behavior, to look beyond what’s given, and to find
solutions to help the world.
4. People backstab and criticize each other more often
than we like.
5. Complaining or chit-chatting about people/events endlessly
will not change our lives or make us smarter.
 ANSWER KEY 5.2-2
Great Minds Discuss Ideas. Average Minds Discuss Events.
Small Minds Discuss People.

1. True
2. True
3. False
4. True
5. True
 INFORMATION SHEET 5.2-3
Idea Sharing from All Team Members

Learning Objectives:
After reading this Information sheet, you must be able to:
1. list the ways to encourage sharing of ideas;
2. identify ideas for sharing
3. develop ideas to share among team members.

One person alone can't come

up with all the concepts and
collateral needed for these
campaigns, so marketing leaders
rely on the diverse viewpoints and
imaginations of their teams.
It's not always easy to get
everyone to share their brilliant
ideas. Your introverted staff
members may be less inclined to
speak up during
meetings, and sometimes people are stuck in creative ruts and need a
little motivation.

Ways to encourage everyone on your team to bring their

ideas to the table
1. Make it personal.
Whether a personal interest is really niche or
shared by many, start there. You'll be
amazed by the parallels you find with your
professional work, and people enjoy
discovering different ways of thinking about
their work. From basketball to music to
science, when the team starts with what
they personally care about, they create
whole new avenues for interesting content.
 2. Schedule regular team
brainstorms.
Build ongoing brainstorm
sessions into the weekly or
monthly meeting rhythm. This
creates a culture of open
engagement and ensures your
team that their ideas are valued.
For all ideas selected, follow up
with incentives. Even a small gift
card, a lunch out with you or
access to company products and
services goes a long way to show appreciation and fuel future innovation.

3. Build the right environment.

As a leader, your role is to
knock down walls and develop an
environment that evokes creative
thinking from your team. The team
needs to feel that their voice is
appreciated and that they have
room to do cool things. Let them
test their ideas, see what works
and what could be improved, and
make sure
they know that they have to opportunity to do so

4. Create innovation zones.

When office spaces are

inviting and open, there are
unlimited opportunities for team
members to provide new and
creative input. Our office includes
a separate innovation area
designed specifically for team
collaboration. This space is bright
and open, and our marketing
teams regularly leverage
that space
for
brainstorming and planning new marketing campaigns.
 5. Be transparent with overall business goals.
The more teams know about
changing goals and new
opportunities for the business, the
more involved they will feel in its
success. Creative marketing ideas
stem naturally from the desire to
participate in the company's growth
and awareness of the right
direction. The resulting successful
marketing campaigns compound the
benefits on a morale level and
reinforce employee loyalty.

6. Ask the team what they want to learn.

One of the best ways to
engage your team is by asking
what they'd like to learn. For
example, if someone says "video
content," develop a project that
encourages them to dive deep into
what you are already doing,
research competitors in the space
and present strategy ideas. This
project will help them to structure
feedback and learn more from the
experience than just sharing a few
early ideas.

7. Create a rotating culture.

Repurposing the same teams
for similar tasks may seem like
the easiest approach to resource
allocation, but switching things
up can stimulate new
brainstorming ideas. To help foster
more creativity, consider rotating
teams, desk arrangements and
assignments. This allows your team
to step out of their comfort zones
and interact with
different team members on a deeper level, which can spark new ideas.

8. Build a shared, centralized idea bank.

 Within our intranet, I created
an index able database for our team
to add campaign retrospectives and
ideas that can be accessed
throughout the company. It makes it
easy to type in a keyword tag when
creating a new campaign to find
relevant ideas from our idea bank.
Ongoing brainstorming sessions are
also a must to get the creative juices
flowing and sharing knowledge and
ideas across the board.

9. Give them feedback.

Give them feedback on their
work. Show them how their work has
produced real results and why. Give
them access to all the tools in your
company that measure the results of
your marketing campaigns to help
them analyze the results. For
example, if you involve a person in
researching topics on a blog, show
them what makes blog posts
popular.

10. Encourage mistakes.

One of the best ways to
encourage creative ideas is by
making it really clear that mistakes
are not just tolerated but
encouraged.
Understanding that not all creative
ideas are going to be wins creates a
comfortable environment to
brainstorm ideas and walk through
new concepts.
Mistakes are part of every creative
process, and making room for them allows for innovative thinking

11. Outline campaign objectives.

Downloaded by Krizyl May Bagos Alda (krizylmayb.alda@gmail.com)

 As a marketing leader, you're more
likely to get creative ideas from your
teams by having clear goals associated
with the campaigns in question and
creating a safe environment in which
people feel comfortable sharing their
ideas. It can also help to give people the
opportunity to contribute in writing
after a brainstorming meeting

12. Foster cross-functional conversations.

Momentum builds when you
can bring members from your
organization's various departments
together to deliver ideation and
execution. A product marketer can
offer UX delivery that elevates a
brand marketing idea. An analytical
wizard will know the best ways to
capture data. The content, social
and
PR teams all add relevance. An idea is only a seed; it takes a cross-
functional team to bring it alive.

13. Feed their brains.

Schedule educational
activities into your team's work
week. My team and I listen to the
same branding audio books or the
latest marketing lectures over a
similar period of time. Each person
then interprets this newly acquired
information differently,
resulting in a whole spectrum of
ideas to share during weekly
marketing pow-wow (i.e.
brainstorming) meetings.

14. Offer positive reinforcement.

Sometimes the best way to
encourage a team member is to not
discourage them. If a team member
suggests an idea that obviously will
not work or is even irrelevant, don’t
put them down, especially in front of
others. If they have a great idea in the
future, they may hesitate or refuse to
share for fear of being mocked. Foster
an environment where there are no
bad ideas.

15. Democratize idea creation.

People who are shy about

sharing their ideas usually feel their
ideas are not great and they may
look bad in front of their colleagues.
Assert that no ideas are dumb and
that you welcome all ideas. Let your
team submit ideas via email or one
on one. Discuss submitted ideas
anonymously in team meetings so
everyone can hear about them and
let people choose the idea that they
like the best.
 SELF-CHECK 5.2-3
Idea Sharing from All Team Members

True or False
Direction: Read the following statements and tell whether the
statement is correct or not. Write TRUE if the statement correct and
FALSE if the statement is wrong.
1. If a team member suggests an idea that obviously will not
work or is even irrelevant, don't put them down.
2. People who are shy about sharing their ideas usually feel
their ideas are not great and they may look bad in front
of their colleagues.
3. One of the best ways to engage your team is by asking
what they'd like to learn.
4. To help foster more creativity, consider permanent
teams, desk arrangements and assignments.
5. Sometimes people are stuck in creative ruts and need
a little motivation.

ANSWER KEY 5.2-3

Idea Sharing from All Team Members
1. True
2. True
 3. True
4. False
5. False

DETAILS OF LEARNING OUTCOME

Learning Outcome No. 1 Integrate ideas for change in the workplace

CONTENTS:

• Introducing Change in the Workplace

• Get Employees Involved in Making Changes
ASSESSMENT CRITERIA
1. Use critical inquiry method to integrate different ideas for change of key
people.
2. Use summarizing, analyzing and generalizing skills to extract a salient
point in the pool of ideas.
3. Use reporting skills likewise to communicate results.
4. Identify current Issues and concerns on the systems, processes
and procedures, as well as the need for simple innovative
practices.

CONDITION:
Trainees must be provided with the following.

Equipment
• Computer

Supplies and Materials

• Pen
• Paper
• Forms

Learning Materials
• Competency based learning material

Assessment method
• Written test
• Interview
 Learning Activities Special Instructions

If you have some problems on Information

1. Read Information Sheet Sheet 5.3-1, don’t hesitate to approach your
5.3-1 on Introducing facilitator. If you feel you are knowledgeable
Change in the Workplace on the content of Information Sheet 5.3-1, you
can now answer Self-Check 5.3-1.

Compare your answer with the answer key

5.3-1. If you got 100% correct answer in this
2. Answer Self-Check 5.3-1 self-check, you can now move to the next
information sheet. If not review the
information sheet and go over the self-check
again.

3. Read Information Sheet If you have some problems on Information

5.3-2 on Get Employees Sheet 5.3-2, don’t hesitate to approach your
Involved in Making facilitator. If you feel you are knowledgeable
Changes on the content of Information Sheet 5.3-2, you
can now answer Self-Check 5.3-2.

Compare your answer with the answer key 5.3-

4. Answer Self-Check 5.3-2 2. If you got 100% correct answer in this self-
check, you can now move to the next
information sheet. If not review the information
sheet and go over the self-check again.
 LEARNING EXPERIENCE

INFORMATION SHEET 5.3–1

Introducing Change in the Workplace

Learning Objectives:
After reading this Information Sheet, you must be able to:
1. Illustrate how to fill up the different forms
2. Identify different workplace forms
3. Select the appropriate form for specific purpose
 Change in the workplace is
implemented to benefit the
organization, whether the planned goal
is increasing the bottom line or
improving customer relations. Even the
best of employees can balk at changing
practices and procedures they see as
still working well in the workplace.

Advertise Your Goal

Inform all your employees of your
planned goal. Make them aware that you
will be expecting, for example, a 5-
percent increase in sales or improved
numbers in regards to customer service.
Be specific with the figures and the
methods by which you'll measure the
progress and success toward your
chosen goal.

Emphasize the Benefits

Create a sense of enthusiasm
toward the coming changes by pointing
out the benefits of achieving your new
goal. You may be able to afford bonuses
if your bottom line increases, or your
corporate headquarters may reward
your unit if expenses go down by a
certain percentage. Make your
employees aware of how they will
benefit by hitting your goal.

Make Change Possible

Create and provide training for
all employees to help them achieve
the needed changes. Teach them new
procedures, hold classes on
controllable cost savings, or hold
meetings to demonstrate best
practices in customer relations. Give
your people the tools with which they
can succeed.
 Listen
Monitor the progress while the
change is occurring. Make it known
that you welcome feedback and listen
to any concerns your employees
may have. While some may object to
certain changes simply because they
were used to the old way of doing
things, others may have intelligent
and legitimate alternate solutions that
you should
consider. Implement any employee-based ideas you can to make the
transition go more smoothly.
 SELF-CHECK 5.3-1
Introducing Change in the
Workplace

True or False

Direction: Read the following statements and tell whether the

statement is correct or not. Write TRUE if the statement correct
and FALSE if the statement is wrong.

1. Always inform your employee on your planned goals.

2. Provide and create necessary trainings for
your employees.
3. Always feed your employees with monetary incentives.
4. Create a sense of enthusiasm toward the coming
changes by pointing out the benefits of achieving
your new goal.
5. Do not implement any employee-based ideas you
can to make the transition go more smoothly.

ANSWER KEY 5.3-1

Introducing Change in the Workplace
1. True
2. True
3. False
4. True
5. False

INFORMATION SHEET 5.3-2

 Get Employees Involved in Making

Changes Learning Objectives:

After reading this Information Sheet, you must be able to:

1. identify initiatives in making changes;
2. list the reasons behind making changes;
3. use tips and warnings in making changes.

Change initiatives can be

difficult for employees, especially
if they’ve grown comfortable with
the status quo. Shifts in marketing
and salesstrategy,
management structure,
workplace technologies or other
areas can alter a business
drastically. Fundamental changes
in operation might redefine
employee responsibilities, forcing
them to
acquire new skills to remain productive.
Add to that the psychological stress of great change: Workers
might fear the initiative will compromise the financial integrity of the
business or jeopardize its competitive standing. For all these reasons,
its vital to inspire employees to work for change rather than against
it.

How to Get Employees Involved in Making Changes?

1. Explain the reasons behind the push for change. The major
reason change initiatives fail is a disconnect between the views of
management and employees, according to the Harvard Business
Review on Change. Lay out in detail why the change is necessary,
what benefits are expected, what risks the change entails and any
other relevant features of the plan.
2. Ask for employee input. Eliciting experienced viewpoints from
various levels within your organization helps you plan effectively. For
example, practical consequences that are immediately apparent to
employees on the ground might not occur to management.

3. Provide incentives to motivate employees to work for the

change. For example, offer profit-sharing plans that hinge on the success
of the initiative, or offer bonuses to the most proactive employees.
Incentives increase employee participation and boost morale.

4. Delegate responsibilities so employees feel empowered.

Distributing power gives everyone a stake in the success of a change
initiative. Otherwise, employees might feel plowed under and helpless,
which could lower worker morale and jeopardize the initiative.

5. Provide extra support for employees who have difficult

transitioning. For example, a shift in organizational structure might
remove some from familiar roles, forcing them to take on responsibilities
they can’t yet handle. Help them adapt to their new roles by providing
any extra training they require and offering your guidance throughout
the transition.
TIPS
● Change your staff: If people aren't performing or are bringing
a negative attitude to work every day, then let them go.
Workplace culture begins with its people.
● Change your attitude: Make sure you're expressing
gratitude always and espousing company values that
make each employee feel special for being a part of this
exclusive workplace culture.
● Change the cash-flow: You may need to reallocate funds
to different departments.
● Change your advancement structure: Give employees
an opportunity to move up.
● Change your compensation: Make sure your plan is fair
and rewards the hardest workers.
● Change your communication: Hire someone new to
oversee clear communication.
● Change your decision making processes: Give employees
a say for better results.

WARNINGS
● Avoid management-only decision making that is imposed
upon employees.
● Do not play favorites or advance people without clear,
merit- based criteria.
● Be careful not to spring the changes on everyone
suddenly, without warning.
● Never threaten or coerce workers into submission.
● Forget about mass layoffs if you want to maintain any kind of
corporate culture.
 SELF-CHECK 5.3-2
Get Employees Involved in Making Changes

Enumeration
Direction: Enumerate the steps on How to Get Employees
Involved in Making Changes?
1.
2.
3.
4.
5.

ANSWER KEY 5.3-2

Get Employees Involved in Making Changes

1. Explain the reasons behind the push for change True

2. Ask for employee input.
3. Provide incentives to motivate employees to work for the change.
4. Delegate responsibilities so employees feel empowered.
5. Provide extra support for employees who have
difficult transitioning.
 ACKNOWLEDGEMENT

https://smallbusiness.chron.com/change-culture-workplace-720.html
https://smallbusiness.chron.com/introduce-change-
workplace- 34861.html
https://www.forbes.com/sites/forbescommunicationscouncil/2018/05/
21/15-ways-to-encourage-creative-idea-sharing-from-all-team-
members/#273d007ace0a
https://www.innovationresource.com/seven-strategies-for-generating-
ideas/
https://www.braineet.com/blog/encouraging-workplace-
innovation/#strategy