Creativity

The Innovative Mindset

Over the course of my career as a cognitive psychologist, I have always been interested in examining the “light bulb” moment, or the moment an insight occurs. In my book, Seeing What Others Don’t: The Remarkable Ways We Gain Insights, I analyzed 120 incidents in which insights occurred in an attempt to learn more about how insights arise, and to develop new strategies for people and organizations to boost their insights. Recently I formulated a strategy to help people gain more insights. This article outlines my strategy, as well as my research about how insights arise.

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The Rise of the Smart Creative (Lessons from Google)

IBM Learning is now developing a completely different set of competencies which they encapsulate and describe as an ‘adaptive learner’. Stating that “innovation is the art of combination” where designers, developers, and engineers (and supervisors, managers and leaders) are required to combine their ‘expert intuition’ (and knowledge, skills and experience) with ‘strategic intuition’ (and innovative thinking).

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Four Key Strengths of the Effective Leader

Leaders in every organization, small or big, play an important role to help create a culture of continuous improvement. It is about the difference a leader can make. It is about an experience, the individual as a leader, can create beyond just a basic job role. What are a few basic and co-related aspects that may make the difference to be an efficient and effective leader ?

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Strategy is a Living Organism But Culture Will Outlive Its Creators

Organizations invest a vast amount of time and energy creating defined strategies for innovation. This could be anything from new business models to new products to new ways of interacting with customers. Ultimately, what is often overlooked is that the culture of the organisation will determine whether the strategy is successfully implemented. In short, culture outlives the people that create the strategy. This is where the saying culture eats strategy for breakfast comes from.

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When Did We Stop Thinking?

The theme that really defies reason is when a whole organization or market segment falls into the trap of formal rigidity, as in “it’s just the way it is.” If you can pinpoint the era when the growth engine was put to rest inside an organization, there is a good chance you can revive it.

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