通过与FM Global的Lou Gritzo通过故事推进科学

“讲故事的变化在整个整体演变中，从前端到尾端的创新......以及一个普通因素就是你说话的人可以把自己放在那个位置？如果他们可以，那么它几乎可以立即可信。“-lou gritzo，vp全球fm

Why do stories matter to the innovation process? What values can be instilled in innovators who share stories? How do innovation leaders inspire creators to tell and share their success and failure stories?

Lou Groizo，VP研究FM Global.，考虑沟通对技术科学家和工程师的忽视但重要的技能。LOU与我们共同划出FM Global如何激励他们的团队将故事视为一种载体，以传达他们的工作的价值和影响。这就是为什么在进入时刻，FM Global新员工必须参与培训，帮助他们探索和加强他们的沟通技巧。雷竞技raybet提现娄也谈到围绕成功和失败创造机构记忆的重要性。在最近的出版物上，他甚至更深入地进入了这个主题成功因素在研发的领导。

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该集发电由来自未销售内容的数据讲故事培训供电雷竞技电竞竞猜雷竞技raybet提现数据+科学。通过学习数据可视化和技术讲故事的最佳实践，将数据转换为强大的视觉故事。无论您是PowerBi还是Tableau的人 - 或者只是想更好地传达您的数据 - 这次研讨会将激励您查看数据中的故事。了解更多//www.hchb688.com/datastorytellingtraining/。

Katie: Our guest today is Lou Gritzo. He’s V.P. of research at FM Global. And that is where he leads an applied engineering and natural science research team of over 130 scientists, engineers and technologists for the world’s largest industrial and commercial property insurance company. Lou, I’m thrilled to have you on the podcast.

娄：Great to be here.

凯蒂：So can you start by telling us a little bit more about your personal story of innovation? What led you down R&D and innovation as a profession?

娄：我相信我的个人对创新的故事真的在我即将进入研究生院。在此之前，在工程学学校，你知道，有点，你得到了任务。有一个正确或错误的答案，你必须得到正确的答案，你得到了正确的答案，你做得很好。而且我正在考虑进入研究生院，你知道，我通过本科学校，我试图弄清楚我如何负担能力。并有一个国家科学基金会创造力奖，即我的顾问，德克萨斯科技部机械工程系主席，建议我申请。他说，你知道，想想你认为会好的东西，也许你应该申请这个。所以我做了。我脱离了墙壁创造性 - 我认为是一个创新的想法。我采访了它。我做了削减，做了一个接受的面试。 And then I had to tell my story at the interview.

凯蒂：它以前如何？

Lou：你知道，我如何提出这个想法。是我的想法吗？我认为它会上班吗？所以我坐在这里和达拉斯以外，德克萨斯州的一次会议室里有来自国家科学基金会的这些尊敬的人。我不得不讲述我的故事。我很幸运能够获得奖励。它为我的研究生工作支付了。我认为这真的是我的旅程开始的地方。

Katie： 哦，我的天啊。这对年轻研究生或有希望的研究生来说是一个有力的时刻。您还记得如何构建该故事或如何在该组中建立信誉？

Lou：我记得有关它的一些关键事情。你知道，那些只是棍子的情况。我记得其中一个人开始脱颖而出，他有一个勃艮第的夹克。所以我告诉他，你知道，我知道如何用这种激光来影响液体喷射的流体动力和分解到液滴的方式影响方式。你知道，打开讲故事机会的问题是，有点，告诉我这来自哪里。这是一个开放的问题，这很好。然后，当我开始告诉他它的情况下，就像，好吧，你知道，我正在做 - 我一直对激光，你能做的很酷的东西感兴趣。我知道，在一个项目中，高级项目工作。而且我以为我可以把这两个放在一起。他开始微笑。 And I thought, OK, he gets it. You know, I’ve been able to kind of put him in a place where he looked and says, OK, this is for real. This is not a script or anything. This is actually the way it happened. And that was the way the story evolved.

Katie：我很喜欢，你知道，在传播它时，有很多不同类型的创新故事或建立你的大想法的方法。而且我认为传统的90秒，你知道，10秒的机会你会显示影响以及你的想法如何解决问题。然后，在您购买一旦您购买，在第一个时刻，我倾向于注意到流程和可信度更多。所以如果它尚未在那里，您可以与您投入和建立可信度的人建立联系吗？并且有时会通过你的思考，展示它在自然界中的跨学科如何或者你如何从一个地方拿走一些东西，并以这种真正的创造性的方式将其应用于其他地方。这可以带你到下一个级别，然后希望能够对实施可能性以及这个想法有多可行。Do you see how certain storytelling tactics sort of shift depending on the stage gate process part, you know, where you’re at in the process of, sort of, coming up with and then hopefully getting to the opportunity to create the product or service or system that you’re designing.

娄：The storytelling, I think, changes throughout that whole evolution of the innovation from the front end and the idea to the tail end or when you’re putting it into practice or seek to put it into practice and you’re ready to see that innovation pay off. And the one common factor, I think, between—and you hit on it quite early—is can the person you’re talking to put themselves in that position? And if they can, then it becomes almost immediately credible. Can I put myself in the position of—in the case of my graduate student story, how did this graduate student candidate come up with this idea? Or if I’m on the tail end of the innovation, can I put myself in the position of a customer, saying that, yes, I’m going to buy this. I think this is cool. I think this is really good. And therefore, it’s going to add value and therefore be a viable innovation and not something that sits on the shelf.

Katie：我认为这很有意义。我很想听到一些创新故事，来自全球联盟和你的团队。您能分享您正在进行的几个最喜欢的项目或举措吗？

娄：因此，FM Global现在正在进行的一些事情是首先，工业和商业物业持有人和企业的数字转型以及FM Global如何帮助这些企业降低其风险，这是公司的整个商业模式。我们与客户合作，了解并降低其财产风险或业务风险，然后我们确保我们无法通过工程减少的风险。在某些情况下，我们这样做的方式是通过观察企业的趋势以及我们认为我们能做的事情是创新的和不同，能够减少这些风险或解决他们的风险may be causing that’s completely new. And a couple examples on either side of that. One would be—a number of years ago, we realized that we could use, kind of, Internet of Things technology to do condition-based monitoring of everything from fire protection systems to key equipment so that it would be very cost effective and easy to monitor the condition of these systems. So in the case of a fire protection system, you know that if there’s a fire in the facility, that’s going to work. And in the case of a piece of equipment, you know that something is maybe not going so well and that piece of equipment may fail to work. So those kinds of concepts have come out of basic megatrends, but ultimately relate at the end of the day for FM Global as to what’s the client story behind it? Not only because our clients are our customers, but FM Global is a mutual company. We’re owned by our clients. So it all boils down to what’s the client’s story. So if I’m going to monitor a sprinkler valve to make sure it’s open, how is that going to work for a client? What’s the what’s the client story behind that? You’re going to take Fred, who used to go around and check and make sure that there’s a chain and a lock on that valve and Fred’s going to be able to glance at a screen and see that all the valves are open. So that’s a very different story for Fred’s morning. From one to the other. Or you’re going to take, you know, Sally, who used to go out and open up the transformer and take an oil sample and send it off somewhere to see if the transformer is going to work right to Sally looking on her phone and saying, oh, well, you know what? Dissolved gas is in this transformer. I need to think about doing something for it. So it’s ultimately that making it real for a client, for solutions that we’re developing that we would seek then to put into practice to reduce the business risk.

凯蒂：The examples you shared are so powerful because it harkens to how important it is to consider how the ultimate end user may need to be, sort of, challenged or pushed forward due to the innovation that you’re developing. And there’s sort of a power of storytelling that can help guide them to think about this innovation might transform or change forever the way you’ve always done something. But don’t be afraid of that. Here is what that will do to make your work life different but ultimately better. Do you find yourself sometimes having to navigate the role as an innovator and as innovation teams of preparing your own users and customers for what’s to come in the future?

Lou: Certainly there are cases where there’s going to be a number of iterations, maybe multiple stories or multiple exchanges, before an innovation really takes hold. And those may be a variety of different contexts in which you’re going to present the end result to a user or customer client, whoever the ultimate recipient or whoever is going to get the value from that innovation. And then, in contrast, potentially paid for that innovation or put it into practice for it to be a beneficial and useful innovation. And that may take a variety of different contexts and stories depending upon where that person is, the situation they’re in. But our experience has been that the more relevant those cases are and sometimes they may be called a case study. But that’s so boring, right? A case study, the more relevant they are to where that person is or that stakeholder is or where their business is or what they’re facing, the more successful they’ll be in terms of getting beyond the barrier of, well, I really don’t need that or I can’t use that or that’ll never work.

凯蒂：That’s such a great point. You know, it’s sort of, to me, it reminds me of the power of empathy. If you’re deeply connected to your customers, if you’re valuing what they value and aware of what they need, your innovation is going to be so much easier to translate and so much more likely to be successful, you know. Do you take certain approaches inside of your innovation process that enable your teams to interact closely with users and customers, or do you work closely with account managers? How do you sort of ensure that empathy is imbedded across your innovation process?

娄：所以同理心是一个非常好的观点，凯蒂，而且，你知道，感受到痛苦和了解痛苦。FM Global的一些方式是我们在全世界的研究进入我们的工程劳动力的创新之中，最终劳动力是与客户互动的方式。所以我们有时会与客户的试验。再次，将这些工程师带到了将卷展览栏中涉及到客户端和公司的人员以及该领域的工程师进入混合。但总体故事真的，我认为，拥有 - 这相当干燥 - 拥有数据。做了功课来表明我们相信这是一个要增加价值的东西。这不是一个制作问题。这是一个重要的问题。我们有数据和对其背后的问题的理解。这可能是一个故事。 But then the way it gets rolled out throughout that value chain for us is a little different than a consumer products company that’s looking to do market research or use design thinking to involve their customers in the development of a product.

凯蒂：这让我想到的是数据以及它有时会妨碍发布的方式。在其他方面，它绝对可以成为将所有人带来董事会桌子或组织的东西，以落后于某些东西。你如何发现自己在分享太多数据或没有足够的证据之间醒来的正确平衡？

娄：的平衡数据我会说的情形nal characterization, in other words, we believe this, that’s the other thing—is strongly, at least it’s been my experience, Katie, it strongly depends on the situation. It’s very easy, if the data that are being used are not well understood, for it to become a complete side bar, sidetracked, distractor, detractor, whenever you want to call it. It just moves everything away from the value of the idea and the innovation potential there to, oh well no, that’s not quite right. Well, what about A, B, C or D? So the data have to be tailored to, I think, a fairly compact, concise picture of the value proposition of the innovation and then sometimes but not always the level of feasibility.

凯蒂：当然。

娄：我们相信我们可以取得成功，因为A，B，C。因为我们已经做了其他类似的事情，我们可以在那里看看我们的成功率。我们可以在这里展示成功率，或者我们有合适的合作伙伴已经完成了一些事情。所以我认为当你考虑将数据放在那里时，理想情况下，它应该在我的思想中，在我的思想中，是故事本身的完美情景。所以这就是这种情况。有问题出现了。我们去了数据来回答这些问题，数据向我们展示了问题的答案是一个或它是b或者这是它的。从我的角度来看，应该始终呈现数据，以便在被问到的问题上，然后将其从其从干燥信息移到回答问题的方式。

凯蒂：是的，它使数据有影响，上下文化，它可以帮助人们激活它。I love every point you made there, Lou. So how do you notice that—is storytelling or pitch practice or communication skills—is that something you talk about much inside of your innovation teams?

娄：Communication is extremely important for technical people and innovators. It’s, I say, a vital organ. We have a variety of ways that we work to develop communication skills at research at FM Global. Every new employee. Typically we’ll hire people with PhDs in engineering sciences or physical sciences degrees. They go through a one-day innovation bootcamp.

凯蒂：惊人的。

娄：他们在哪里与同龄人在一起。Typically other people that have joined the organization within the last 6, 9, 12 months and we have a bootcamp trainer that we’ve worked with extensively with the public relations and newscaster background, and she comes in and works them through the basics of communication. They do dry runs; they do case studies with each other. And then for our staff whom will require additional interactions either with clients or with interest groups or codes and standards committees or policymakers. Then we have a more extended speakers’ alliance, speaker training multi-session course that they go through where they learn some skills, put them to practice over a period of time, then come back and meet again with their group and the trainer to review those skills and how they put them to practice and then work on the next ones. So this strategy is all based on overcoming the dry, scientific communicator syndrome.

凯蒂：[笑]当然。

娄：然后还克服了让我们称之为训练的潜力。雷竞技raybet提现但是发展经验。我坐在教室里。我有一堆话题告诉我。然后我回去了，在第二天之前我做了一些事情。

凯蒂：是的。确切地。他们不断建立在这些技能中的事实是如此重要。

娄：看到一些早期职业人员在沟通技巧方面取得的变化是显着的。只是完全显着。从干燥，你知道，查看图表与数据和一堆单词和一堆细节，你知道，她或他站在那里说，所以，你知道，怎么样？我们有一个基本上得到了一位工作人员，通过说，基本上得到了大家。所以我看了数字，我已经减少了数据，我决定这绝对不会工作。我的项目应该立即取消。

凯蒂：我喜欢它。是的。

娄：这是一个她在愚人节的谈话。

凯蒂：Oh, my goodness. You’re kidding. Oh, I was about to launch into the importance of sharing failure narratives, too, and having storytelling techniques for escalating and killing projects. Although that’s a really good trick to play on your coworkers on April Fool’s Day.

娄：Talk about an engaged audience, right. What a way to engage an audience.

凯蒂：您知道，您已经发表了关于成功研究和开发领导者内部的成功因素的研究。我喜欢阅读你的一些出版物。而且，你知道，这是一个有趣的是，在他们的组织中的其他人所感受到的方式，他们有时会被认为是缺乏那种技能，人际的技能或沟通技巧的方式。你能告诉那些调查结果，为什么现在必须沟通和讲故事比以前更加至关重要，而不是以前是技术道路的人，并且想要升起领导力的角色。

娄：The success factors research that was done a number of years ago and published was a comparison of R&D leaders to leaders in other business functions. And so that research looked at how R&D leaders can be successful and how they’re measured relative to others that are successful in the company. I believe the research showed that R&D leaders, because of their technical background and because of just the typical stereotyping—that they are going to be dry, they are going to be boring, they are going to be long winded—have an even greater challenge to overcome that implicit bias, to get in the place where they’re effective communicators and where they can immediately, as soon as the discussion starts and they walk into a situation, become not only effective but, in some cases, get over a place where they started maybe behind their peers in another business function.

凯蒂：是的。所以，你知道，我认为在进入创新团队时的培训经验和专业雷竞技raybet提现发展是如此重要。And then those follow-on touch points, when you shared that example of seeing that transformation in a young—you know—in a new hire and the ways in which they’re able to share their pitch or their concept in a much clearer way by the end of that training. It reminds me of at Untold were oftentimes providing innovation storytelling training workshops, and it can be so uncomfortable and such a vulnerable thing to do when a scientist or an engineer stands up at the beginning of the day and provides their, you know, 90 second, five minute pitches and to create a safe environment where we can provide feedback and build into each of those people and to see how those projects and initiatives are transformed in terms of how they’re communicated by the end of just one day is amazing to me. But it does take a level of vulnerability and a willingness and an openness to learn. We share a lot of epic examples across industries of innovation stories that are powerful and that are resonant and that work well both internally and externally to customers but also kind of creating buy-in internally. I’m curious if you could paint a picture for us of what internal buy-in looks like at FM Global when one of your creators has a great idea. Who do they have to turn to? Who needs to buy-in to their innovation story?

娄：Internal buy-in can happen in a lot of different ways. Specifically, within the FM Global research team, there’s the initial buy-in of the people that are going to tackle a challenge with the mission of the company and it boils down to an objective. We do have open calls for ideas, but even those are tailored around specific business objectives to make sure that they remain relevant.

凯蒂：当然。

娄：买入必须是那是什么的。是的，我可以看到这是相关的。我可以看到它很重要。在某些情况下，这些目标是以故事的形式提供的。你知道，这是我们客户的挑战。想象一下，如果你是客户，你有这一挑战;你怎么处理这个？你处理这个问题是什么？我们如何在公司内研究 - 我们如何解决这个问题？然后有典型的双管齐全的买入，至少从一个角度来看......这是否重要？ And will it work?

凯蒂：当然。

娄：If it doesn’t matter, there’s no buy-in. And if you can’t convince me it’s going to work, there’s no buy it.

凯蒂：当然。你也谈到了对齐。你知道，如果它没有与我们有点战略设置的沙箱对齐。您知道，至少有助于提供播放领域或周围一些最关键优先事项的界限。正确的。

娄：非常好。和对齐很重要。但是有时可以调整的线。

凯蒂：是的。

娄：I think there’s some opportunities to realign or to align on the fringes. As long as the difference between the innovation and what’s being pursued and the traditional view of alignment is not too far off. It’s still got to be within the broader mission space.

凯蒂：当您尝试获得响应或技术简介的解决方案时，您建议您建议不要做的一些挑战或一些挑战？

娄：The first thought that comes to my mind on bad advice is pretend that everything is soft. Pretend that everything is done. Acknowledging weaknesses or acknowledging soft spots and how they’ve been considered and been managed is really important.

凯蒂：是的。是的，这是一个脆弱的事情，但它非常重要 - 实际上它可以是一个可信度的建设者。当你说的时候，我还没有想到这部分。我需要帮助。

娄：或者是，你知道，我知道需要解决这一点。我有一个计划解决它，我认为这很努力。这些是我要做的事情。我在先前的职能中有一个赞助商，我拥有的先后工作，该项目没有顺利。所以我要去一个高级别的赞助商，基本上是一个高级人，五角大楼。而且我走路，我必须告诉这个人并没有聚集在一起。

凯蒂：这是一个艰难的一天。

娄：我想，好吧，这就是我们可能会失去这个的地方。但这就是我们要做的事情，因为这是它的现实。我们不想失去信誉或诚信。而这个故事是我介绍了它。这是我们在模型中看到的内容。这是我们在正在进行的实验中看到的内容。他们并不一致。这将是一个机会。在这里的一天结束时将改善一个或另一个。这是我们的计划，我们将追求解决这个问题。 And I’ll never forget his response. It was very much, you know, I sit in this chair all day long and have people come in and tell me how everything’s perfect and everything’s right. And he says, I know better than that. I’ve been there. I’ve done research. I know it’s not alright. Said this is good. And it should continue. And that was the end of it.

Katie： 这是令人难以置信的。我正在与一支专注于创新研究交汇处的辉煌失败的研究团队合作。我们希望在研究技术管理中发布主题上的稿件。和男孩，这是整个出版物的主题 - 你可以从不顺利的事情中迅速学习，以最合理的成本做到这一点吗？如果是这样，这是一个辉煌的失败。而且，你知道，我认为如果你没有失败，那么你没有冒险。

Lou： 绝对地。传统的失败方式。我开始做A和B，我不会到达那里。我知道我不会到达那里。我实际上是在我们自己的团队中鼓励不考虑那些失败，以考虑那些作为学习机会的机会和机会，使其变得更加有价值的东西，这很难称之为失败。但是，你知道，当你从一开始的时候看它是说这就是我最终的地方，那么确实你不会结束那里。

凯蒂：我完全同意。我们需要一些新的言论围绕失败。我甚至看到一些组织吃了失败蛋糕。当一个想法被拒绝或不成功时，他们会在那种代表这个项目的那种代表这个项目中，他们将带来一个蛋糕。而且，你知道，它是一种 -

Lou: A ceremony around it, huh.

凯蒂：对，就是这样。但它在文化建设方面，它创造了一种愿意谈论它的文化。你知道，不只是害怕 - 如果我们太害怕谈论我们的失败，那么我们也害怕向他们学习。在那里我们错过了这一学习。

娄：我完全赞同错过学习的可能性。只是为了给那些东西提供一个具体的例子。在某些领域，你看到同样的问题一遍又一遍地出现，随着人们的改变并转到不同的角色，你看到同样的问题有一个倾向于在不同的时间的时间点工作。除非这些学习被记录，否则未来其他人的机会返回并审查那些相同的错误或相同的路径。基本上，我们将重复工作，以便在过去的学习已经实现的问题。但是没有记录，因为有人认为这是一个失败。

Katie： 这是正确的。是的。所以制度记忆建设，无论是以书面形式记录，无论是对话，是否领导人讲述了一些相同的故事一遍又一遍地保持内存，这对成功和失败来说是至关重要的。为了帮助，你知道，让每个人都在同一页面上关于我们未来所需的方向，以及为什么我们可能不会选择某些路径，因为我们可能已经沿着它们陷入了困境。

Lou所以这种过去的学习文件还提供了从不同的角度建立在他们身上的机会，这可能是自身的创新。

Katie: Yeah, that’s when ideas come back off the shelf. When you have the opportunity to pull an idea that was shelved and maybe someone new in the organization or someone from an adjacent part of the organization or even outside sees it in a different way. And wouldn’t you know, now it’s the right time to pull it off the shelf and look at it in a new way.

娄：Great example of pulling something off the shelf and looking at it in a new way, or the other option on top of that even is looking at it in a new way and deploying new technology, which may allow it to be evaluated in a new way or be evaluated in a slightly different way that makes it more feasible.

Katie：完全同意你的观点，你能否为创新者提供一些建议，因为他们准备传达他们的伟大想法？你已经分享了这么多。但如果你不得不点挑选你的顶级建议，你会说什么？

娄：我认为创新者最重要的是，因为他们准备传达他们的伟大想法是三大事物。观众，观众，观众。他们要和谁交谈？他们对什么关心？他们最有可能与之相关的事情是什么？And how can you present what you’re doing, in a story that’s engaging, without leaving big open spaces—they get filled with something you don’t want them to be filled in with—but with enough detail to where they can put themselves in that place.

凯蒂：是的，我喜欢那种。我喜欢思考如何运送观众的视觉隐喻。我认为，它又回到了同情心。我非常感谢你今天分享的所有见解。我知道听众会得到这么多。在新雇用进入新雇用时，从创造成功和失败的机会探讨和加强他们的沟通技巧时，一切都从事成功和失败。这是如此美妙的谈话，娄。非常感谢你在这里。

娄：非常感谢你。凯蒂。我很欣赏机会。这是一个令人兴奋的话题，如何沟通创新思想和创新价值，讲故事是这样做的好方法，所以这是一个很好的谈话。我很高兴有机会与你讨论。

You can listen to more episodes of创新播客的解开故事。

*访谈不是个人或企业的认可。