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Thinking For A Change

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Thinking For A Change

Thinking For A Change

 

Skill #3: Discover the Joy of Creative Thinking

  • “The joy is in creating, not maintaining.” – Vince Lombardi (97)
  • “Originality is the art of concealing your source.” – Thomas Edison (98)
  • “To stay ahead, you must have your next idea waiting in the wings.” – Rosabeth Moss Kanter (99)
  • “The most valuable resource you bring to your work and to your firm is your creativity.” – Annette Moser-Wellman (99)
  • “Every child is an artist. The problem is how to remain an artist once he grows up.” – Pablo Picasso (100)
  • Characteristics that creative thinkers have in common: (1) They value ideas, (2) explore options, (3) embrace ambiguity, (4) celebrate the offbeat, (5) connect the unconnected, and (6) don’t fear failure. (101-104)
  • “Highly creative people are dedicated to ideas. They don’t rely on their talent alone; they rely on their discipline. Their imagination is like a second skin. They know how to manipulate it to its fullest.” – Annette Moser-Wellman (101)
  • “Imagination is more important than knowledge.” – Albert Einstein (101)
  • Creative thinking works something like this: THINK > COLLECT > CREATE >CORRECT > CONNECT
  • An essential aspect of creativity is not being afraid to fail. (104)
  • “anxiety is the essential condition of intellectual and artistic creation.”(104)
  • Sometimes creative thinking lies along the lines of invention, where you break new ground. Other times it moves along the lines of innovation, which helps you to do old things in a new way. (105)
  • “You can’t use up creativity. The more you use it, the more you have. Sadly, too often creativity is smothered rather than nurtured. There has to be a climate in which new ways of thinking, perceiving, questioning are encouraged.” – Maya Angelou (107)
  • If you cultivate creativity, you will become more attractive to other people, and they will be drawn to you. (107)
  • “Creativity is the joy of not knowing it all.” Ernie Zelinski (108)
  • Creativity is teachability. It’s seeing more solutions than problems. (108)
  • The status quo and creativity are incompatible. (108)
  • Wrong questions shit down the process of creative thinking. (111)
  • “The uncreative mind can spot wrong answers, but it takes Ā a creative mind to spot wrong questions. (111)
  • Negative environments kill thousands of great ideas every minute. (112)
  • A creative environment, on the other hand, becomes like a greenhouse where ideas are seeded, sprout up, and flourish. (112)
  • A creative environment: (1) encourages creativity, (2) places a high value on trust among team members and individuality, (3) embraces those who are creative, (4) focuses on innovation, not just invention, (5) places a high value on options, (6) is willing to let people go outside the lines and (7) appreciates the power of a dream. (112-116)
  • “Studies of creativity suggest that the biggest single variable of whether or not employees will be creative is whether they perceive they have permission.” – David Hills (112)
  • Creativity always risks failure. That’s why trust is so important to creative people. (113)
  • “Creativity comes from trust. Trust your instincts. And never hope more than you work.” – Rita Mae Brown (113)
  • Creative people say, “Give me a good idea and I’ll give you a better idea!” (114)
  • Look at more stuff, and think about it harder… That’s the formula all of us can learn to embrace if we want to become more creative people.

Start With Why — Chapter 1: Assume You Know

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Start With Why

Start With Why

I started read this book and I want to post the more interesting elements that grab my attention. And I’ll do it in bullet form šŸ™‚

  • behavior is affected by our assumptions or our perceived truths; we make decisions based on what we think we know. For example; “not too long ago, we all believed that the world was flat, that if we traveled too far we would literally fall of the edge of the earth. It wasn’t until that minor detail was revealed — the world is round — that behaviors changed on a massive scale… The correction of a simple false assumption moved the human race forward.”
  • whatever the result (of our decisions), we make decisions based on a perception of the world that may not, in fact, be completely accurate.
  • so how can we ensure that all our decisions will yield the best results for reasons that are fully within our control? Logic dictates that more information and data are key… More data, however, doesn’t always help, especially if a flawed assumption set the whole process in motion in the first place.”
  • assumptions, even when based on sound research, can lead us astray
  • “… they engineered the outcome they wanted from the beginning. if they didn’t achieve their desired outcome, they understood it was because of a decision they made at the start of the process.”
  • “when faced with a result that doesn’t go according to plan, a series of perfectly effective short-term tactics are used until the desired outcome is achieved. But how structurally sound are those solutions?”
  • “… great leaders understand the value in the things we cannot see.”
  • “there are those who decide to manipulateĀ  the door to fit to achieve the desired result and there are those who start from somewhere very different. though both courses of action may yield similar short-term results, it is what we can’t see that makes long-term success more predictable for only one: the one that understood why the doors need to fit by design and not be default.”