How do creative people come up with great ideas? Organizational psychologist Adam Grant studies “originals”: thinkers who dream up new ideas and take action to put them into the world. In this talk, learn three unexpected habits of originals — including embracing failure. “The greatest originals are the ones who fail the most, because they’re the ones who try the most,” Grant says. “You need a lot of bad ideas in order to get a few good ones.”
Otto von Bismarck once said, “Fools learn from experience. I prefer to learn from the experience of others.” In Paul Sloane’s latest book, Think Like an Innovator, you will learn from the struggles and accomplishments of 76 of the world’s greatest thinkers: artists, business leaders, geniuses, inventors, mavericks, pioneers, scientists and visionaries.
They say creativity loves constraint. In fact, if you ask professional, creative people about their “limitations” they naturally see them as exciting and stimulating. Engineers and software designers for instance see constraints as absolutely fundamental to problem solving. So why does constraint get such a bad wrap? Why do so many people see them as things to be managed and talked around and spun? In this week’s episode, Adam Morgan delves deep into this topic and explains his process for creating a framework to understand constraint and a process to help people successfully manage it.
Innovation may have a different meaning for every individual, but the true key to thinking outside the box lies in a diverse mindset. Allowing diversity into a business plan can be the secret to succeeding and achieving greatness. Don’t just take my word for it; evidence backs it up too.
Do you ever find yourself stuck in a meeting that’s stalling? Does the agenda seem to accomplish no tangible outcomes? Perhaps you find yourself wondering what’s next after an important summit, or frustrated with the lack of direction after a meaningful brainstorm or discussion.
In this short talk, Seung Chan Lim (Slim) shares two stories from research he conducted at both the Rhode Island School of Design and Brown University on what it means to “make something,” how it works as a creative process, and why it matters to our lives. The stories illustrate how humility & courage help the artist develop their empathy in relation to the “others” they interact with in the creative process.
Judging by experience, most top managers and innovators feel that they are in a maelstrom of change. For some, the rate of change and the magnitude of the consequences induced are so high that they feel a kind of ‘Present Shock’ – a term coined by Douglas Rushkoff, building upon Alvin Toffler’s concept of Future Shock, to describe the psychological impact that occurs when too much is happening simultaneously.
How to organise a meeting in such a way that they result in creativity and energy? How to ensure that people are actively participating instead of being only passively attending meetings?
When faced with tricky business challenges, success is often linked with the ability to create new and meaningfully different experiences that are better than existing alternatives. Being different involves change, and implementing change and rethinking working practices is a big task for individuals and organisations.
The creative process is as individual as it is universal. And yet there is a secret that creativity itself is yearning to tell us. Since the age of 9, Jonathan has performed as a singer, dancer, actor, and gone on to other creative ventures such as a playwright, director, choreographer, author, and voice over artist. Many different titles, one common thread: Creativity. He shares pivotal life experiences that define creativity for him and shows how you can tap into your own creativity on a daily basis, in whatever space and time you have.
After dedicating his professional career to teaching team building in companies followed by fifteen years of travelling the world to teach people about the DISC model, author and keynote speaker Merrick Rosenberg continues his mission in a new book that takes a more playful approach to personal assessment and learning behavioral differences.
Stanford Professor of the Practice Tina Seelig explains how imagination requires active engagement, which reveals opportunities to envision what might be different. Imagination is the first stage of a four-step process that Seelig details for bringing ideas to life.
Managing solitary and collaborative innovation: All innovation is based on creative ideas which are generated and developed by passionate people working alone and with others. Both solitary and collaborative work are important to the effective development of innovation in organizations. The key for leaders is to effectively promote both.
Corporate managers and entrepreneurs alike are accustomed to making tough decisions and seeking out the best possible solutions to everyday problems. It comes with the territory, but it’s not inherently easy. In order to reach a leadership position or own a company you probably have a knack for decision-making, but when the future of a business depends on the outcome, it’s important to reduce cognitive biases and calculate carefully.
Despite their rising popularity, many companies are finding it difficult to yield sustainable results from their innovation and intrapreneurship programs. What does it take to go beyond the one-time initiative (or in rare some cases, the one-hit wonder)? We sat down with four speakers for the upcoming Intrapreneurship Conference in London, as a taster to what will be discussed during the day.