Katalina King's List: General Training

• agile creativity.
• Don’t be Misleading
• The technology industry teaches us that we need to be ready to fail fast.
• Or that 3D graphs not only introduce a lot of visual noise, but also skew the presentation of data so that it’s almost impossible to read accurately?
• in data design you want to keep things succinct and to the point.
• ultimately leading to deeper brand connections and increased sales velocity. How do we do that? By taking on board three key lessons: Start fast, listen and learn, and work collaboratively.
• Size and color, which are known as ‘preattentive attributes’ (because the viewer grabs hold of them before focusing attention) are your biggest levers for drawing your audience’s eye and brain. Use them to highlight the most important pieces of your message.
• Strip out anything that doesn’t have informative value and what remains will stand out more
• You can eliminate necessary but less important elements by making them small, grey, and positioned in ‘lower-attention’ areas like the bottom or right side of your graphic.
• minimum viable brief’ (MVB)
• a skeleton framework of insight and inspiration
• dynamic document
• It esteems smaller building blocks in addition to the ‘big idea,’
• lear and concise articulation of a campaign’s core objectives and success criteria. What’s the goal? Who is the target audience? Why should they care? What does success look like?
• Use it sparingly and strategically to highlight the important parts of the data visualization and story.
• It is less concerned with ‘getting it right’ than ‘getting it real.’
• MVB guides development of not just one concept or prototype, but a number of them.
• Ask yourself: Who is actually listening? Do our insights match reality? What is gaining traction? Did we define success correctly? Were we too ambitious – or not ambitious enough?
• Despite the ever-increasing need for flexibility, brand-building is still about consistency.
• In improv, actors tacitly agree upon the truth of a scene and stay consistent throughout. In marketing, we must establish our core values up front and remain authentic, even if we uncover new insights about them as the project unfolds.

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• He reckons creativity can be taught.
• In fact, the most creative people are actually the ones who point out where the problems are in the first place, but we don’t teach people how to do this.
• Learn to pay more attention to how your body feels about a problem.”
• open-source problem-finding.
• “A creative person is someone who is curious, open-minded, and on the lookout for new patterns of thought.
• According to Dr Kaufman, the impact of new digital tools on our creativity is akin to a second cultural ‘big bang,’ one that is reshaping not just our world, but also our minds.

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• In this age of innovation, even more important than being an effective problem solver, is being a problem finder.
• “The principle goal of education is to create men who are capable of doing new things, not simply of repeating what other generations have done - men who are creative, inventive and discoverers” –Jean Piaget

• Ask each person to try to improve one aspect of their job each day, focusing on the areas within their control.
• Encourage weekly lunch-time meeting of three to five employees to engage in creative thinking.
• Ask meeting participants to read a book on creativity;
• "Bright Idea Notebook," and ask everyone to write three ideas in the notebook
• on how to improve your business. At the end of the month, collect all the notebooks and categorize the ideas for further discussion.
• STUPID IDEA WEEK.
• Ask the left-brainers to come up with practical, conventional and logical ideas; ask the right-brainers to come up with far-out, unconventional and nonlogical ideas. Then combine the groups and share the ideas.
• idea quotas.
• A way to guarantee creativity is to give each employee an idea quota of, say, five new ideas a week.
• TICKET OF ADMISSION.
• es, and ..." and continue where the last person left off.
• Ask everyone to think of three job-related goals, targets, or tasks they think can't be accomplished. Then ask them to figure out three ways to accomplish each of them.

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