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32 Creativity and Innovation Leaders Explore Applied Creativity
THE CENTER FOR
CREATIVE EMERGENCE
Curated by Michelle James
NAVIGATING THE NEW WORK PARADIGM
Terms Of Use
© 2012 The Center for Creative Emergence. All rights reserved.
Published by The Center for Creative Emergence
You are authorized to download one copy of this eBook.
If you wish to share this material, you may purchase a copy at bizcreativitysummit.com
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trademark and/or other intellectual property laws, and any unauthorized use of this product
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Introduction
Hi! Welcome to an exploration of Creativity in Business through the lens of diverse
practitioners, original thinkers and change makers. This book contains a series of 6-question
interviews with 32 creativity and innovation thought leaders around the topic of applied
creativity in business and the new work paradigm. The same 6 simple, open-ended questions
generate a myriad of rich, creative responses from these pioneering minds.
Each interview ends with a “Making it Real” section with a practical application you can apply
right away. Some of the exercises are for you to use within your own work or business, and
others are to be used with a group, team or organization. Some are more reflection oriented,
while others are more focused on actions.
In the language of improv theater, we invite you to “yes-and” what you like – and leave the
rest – and create something new from it. There is no one right approach to use or one right
way to use an approach. The invitation in these applications is to take what resonates and
make them your own.
The intention of this book is that it generates some food for thought, opens to more
possibilities, and inspires you to engage your own amazing creativity in your work…and
come up with a lot more awesome ideas than we have here. We hope it inspires more
opportunities for discovery.
Have fun as you embrace the juicy aliveness and uncontrolled messiness of the creative
process!
Warmly,
Michelle James
CEO, The Center for Creative Emergence
Author of the upcoming book,
Pattern Breaks: A Facilitator’s Guide to Cultivating Creativity
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Table of Contents Listed in alphabetical order
Introduction .......................................................................................................................................................1
Interviews
Corey Michael Blake ........................................................................................................................................3
Larry Blumsack ..................................................................................................................................................6
Mike Bonifer.......................................................................................................................................................8
Gregg Fraley ................................................................................................................................................... 10
Michael Gelb ................................................................................................................................................... 12
Dr. Stan Gryskiewicz ..................................................................................................................................... 16
Leilani Henry ................................................................................................................................................... 18
Peggy Holman ............................................................................................................................................... 21
Sam Horn ........................................................................................................................................................ 24
Michelle James ............................................................................................................................................... 27
Seth Kahan ...................................................................................................................................................... 30
Tim Kastelle ..................................................................................................................................................... 33
Annalie Killian ................................................................................................................................................. 36
Jeff Klein ........................................................................................................................................................... 39
Kat Koppett ..................................................................................................................................................... 41
Michael Margolis ........................................................................................................................................... 44
Dan Pink .......................................................................................................................................................... 47
George Pór ..................................................................................................................................................... 49
Jay Rhoderick ................................................................................................................................................. 52
Robert Richman ............................................................................................................................................. 55
Brian Robertson ............................................................................................................................................. 58
Cathy Rose Salit ............................................................................................................................................. 61
Paul Scheele ................................................................................................................................................... 64
Russ Schoen.................................................................................................................................................... 67
Marci Segal ..................................................................................................................................................... 70
Stephen Shapiro ............................................................................................................................................ 73
William Smith.................................................................................................................................................. 76
Rick Smyre ....................................................................................................................................................... 79
Frank Spencer ................................................................................................................................................ 82
Doug Stevenson ............................................................................................................................................ 86
Julie Ann Turner ............................................................................................................................................ 89
Win Wenger ................................................................................................................................................... 93
More to Explore
50 Ways to Think Creatively ....................................................................................................................... 96
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Interview with Corey Michael Blake
Corey Michael Blake has been communicating creatively for over 15 years, first as the face
and voice behind a dozen Fortune 500 and Fortune 100 brands as a commercial and
voiceover actor, then as a film producer and director, as an author and publisher, and now as
the founder and President of Round Table Companies, packaging and publishing business
and memoir titles by new and bestselling authors, such as Chris Anderson (Wired Editor),
Tony Hsieh (Zappos CEO) and Marshall Goldsmith, among others, to deliver their best-selling
books as graphic novels. Corey’s work has won Addy, Belding, Bronze Lion and London
International Advertising awards and has been covered by the New York Times, Wall Street
Journal, USA Today, Forbes, Inc. Magazine, Wired Magazine, Barron’s, Publisher’s Weekly,
School Library Journal, Fox News, Bloomberg TV, and Investor’s Business Daily and my
writing has been published in Writer Magazine, Script Magazine and on StartUp Nation.
How does your work engage creativity? My company and my staff share people's stories for a living. We do so with the written word
and also with the graphic novel format. We're actually the first company to publish an entire
series of illustrated business books based on the work of best-selling authors, so we're
steeped in creativity both in the actualization of our material and also in the process we use
to bring our client's visions to life. As a past actor and filmmaker in Hollywood, I brought over
the collaborative filmmaking process to book writing and publishing. So instead of forcing
authors to hole up in a cave for 6 months writing their book, we surround them with an
entire team of creatives that bring their message or mission to life in an experiential product.
Creativity is easily one of the most emphasized core values of our team.
What do you see as the New Paradigm of Work? I'm seeing a massive shift in how intellectual property is monetized. Book sales have been
greatly impacted by the information revolution taking place and everyone is struggling to
figure out how to drive enough revenue to continue to exist. So smart business people are
focusing on using intellectual property, such as books, to grow their platform, to build a real
community and then they leverage their exposure to drive sales of services,
merchandise, workshops, etc. The power of community is becoming so explosive that folks
who get in the game thinking that book sales are the end result are completely missing the
boat and often disappointed with the results.
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What do you see as the role of creativity in that paradigm?
Creativity and innovation are the keys to standing out for a brand and growing platform. You
can have great information to deliver, but if you're not being creative with your delivery
mechanism, it's too easy to get lost. Creativity generates a legitimate emotional response,
which is the catalyst for the word of mouth marketing that supports a growing platform and
expands community. In the book world, publishers are actually being forced to be less
creative due to budget constraints. That means less time for authors, less time for
relationships, less time for the breath that is necessary to create the kind of products that
stand out and demand attention. The IP industry as a whole has an opportunity to release
the old paradigm and start thinking differently about the end goals and the impact creativity
can have on reaching those goals.
What mindsets do you see as essential for navigating the new work paradigm? Certainly, doing great work is still the greatest piece of word of mouth marketing anyone can
do for their brand. But you also have to understand how to share the story behind your
business, your motivation, your passion and your ability to generate results. Storytelling
reaches people emotionally and in this Twitter and Facebook society, you have to reach
people at the gut level if you expect them to pay attention.
What is Creative Leadership to you? Creative Leadership is culture based. It focuses on serving employees so they can serve
customers. It focuses on collaboration and communication. If focuses on trailblazing new
pathways and not being limited by conventional thought. Creative Leadership focuses on
growth as a result of transparency, connection, service, and joy.
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MAKING IT REAL
What is one practice that people could start applying today to bring more creativity into their work or work place?
You attract what you're intentional about and what you put out into the world. If you want to
attract more creativity, make it a core value and infuse it into your culture. A great way to start the
conversation would be to use the following simple survey to generate conversation within your
company around the topic of creativity and more specifically the conversation around sharing the
real story behind your business:
1. Describe how our customers "experience" our business. How do they feel each step of the
way? What inspires them? Where in our process do they tend to get more aggravated? Where in
our process or the buying experience do they feel the most joy?
2. When we sell our company, what is the experience we're selling (not the product or service)?
3. How does our business change lives or make life easier or better for people?
4. What gets people most excited about talking about our company?
5. What gets you out of bed to serve our clients?
6. What change within our business would inspire you?
7. What about our existing business impresses you most?
Once you've completed this survey and an internal dialogue about the responses, see where you
can use elements from this exercise within your marketing and sales language as well as your
internal documents (company handbook, HR docs, etc).
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Interview with Larry Blumsack Larry Blumsack, founder and director of Zoka Institute, a creativity and innovation consulting,
training, and coaching company. Informing his work is over 40 years of parallel careers as a
serial entrepreneur/business leader and as a "creative" - he has owned several businesses;
worked in marketing, sales and television; is a founding member of the theater department at
Northeastern University; and a syndicated critic, columnist and commentator on the arts for
American radio, TV and print outlets and more. Having in depth experience with both
creative and business cultures, Blumsack teaches business organizations how to build creative
cultures within their organizations and individuals how to tap into their own creativity.
How does your work engage creativity? I use arts-for-business based activities to solve business issues, develop strategy and for
critical thinking, creative problem solving and collaboration. Using visual and performing arts
activities forces people to step out of their comfort zone and requires them to use non-
traditional methods to address everything from strategic planning to specific business
research, or silo problems.
America's educational process has strip-mined creativity - the mantras of "no you can't and
here's the answer," "mistakes are bad," and "you have to be serious" have permeated both
our educational and business environment to the detriment of building and maintaining of
any kind innovative and creative culture.
What do you see as the New Paradigm of Work? Looking beyond linear, process-oriented solutions only. We need to encourage failure as a
learning step instead of punishing it; provide employees a level of freedom and the
environment to explore new ideas; and encourage cross-silo collaboration. In a work culture,
everyone needs to feel that they are valued, engaged, and participating.
What do you see as the role of creativity in that paradigm? I call it the "Zoka's 5 Habits for a Competitive Edge" - habits that draw from the visual and
performing arts that also utilize tools of spirituality to incorporate a sense of much needed
ethics in business. The habits are engaged mindfulness; look and see, listen and hear; yes
and; and storytelling. Our lives are built on speed. Companies like Google, General Mills and
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MAKING IT REAL
What is one practice that people could start applying today to bring more creativity into their work or work place?
Understanding the value of managing FOR creativity - like a theater director - instead of trying to
manage creativity. Learn how to think like a visual or performing artist. Learn that there is no one
solution to anything. One must try and experiment with a number of approaches in all aspect of
running a company or problem solving. A creative culture respects all ideas regardless of where
they come from. And many great ideas come from places you least expect it if failure is
acceptable.
many others are beginning to realize that speed is not the road to innovation and
sustainability as a company. They have instituted mindfulness training which is based on
meditation practices into their organizations to step up their creative and innovative thinking.
Engaged mindfulness is about stopping all the monkey chatter and mental multi-tasking we
do throughout our day. Art and sculpture are tools to sharpen one's ability to look and see.
Music opens up one's ability to really hear all that is coming into the ear. Yes and, the heart
of improvisational theater, is the perfect mantra to institute at all meetings and personal.
It is said the emotion is the fast track to the brain and what better way to connect with
someone that through the art of storytelling. The key is to use different art forms because
some people are visual, some are auditory and some or kinesthetic - no one form serves all.
It is rewarding to see senior executives, management teams and staff release and experiment
through the arts to solve real business issues.
What is Creative Leadership to you? The Creative Leader needs to be like the director in the theater who musters a variety of
creative and talented actors, musicians, dancers, choreographers, lighting/costume/sound
designers, authors, lyricists, etc. That director's job is to tap the creative talents of the team
and mold them into an exciting, cohesive production.
Creative Leadership values employees and realizes that innovative and creative ideas - when
encouraged - can come from all levels of the company from the shipper/receiver and
receptionist to the highest executive. Creative Leadership understands Thomas Watson's
(founder of IBM) answer when asked the secret of success - increase the rate of failure.
Creative Leadership understands the collegial, respectful culture that Edison built into his
company so he could have 10,000 attempts - not failures - in creating the light bulb and
numerous other lasting inventions. And Creative Leadership means one understands and
practices "yes and" at all time.
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Interview with Mike Bonifer
Mike Bonifer is the co-founder of GameChangers, and author of GameChangers:
Improvisation for Business in the Networked World. He writes about and teaches
Improvisation for business. He's helped clients such as Disney, Universal Studios, Frito-Lay,
Merril Lynch, DreamWorks and MBA programs to evolve their processes and brands to better
participate in the global economy.
How does your work engage creativity? GameChangers uses the techniques of improvisation to help clients build environments that
liberate creativity across their enterprise. We do it in five steps: Listening, Connecting,
Collaborating, Adapting and Performing. Each of these steps is vital to the creative process.
What do you see as the New Paradigm of Work? A culture of continuous innovation and the improvised brand narratives of the Networked
World replace the hierarchical structures and inflexible scripted narratives of the Industrial
Age. Work and play become inextricable. Personal lives and working lives co-habitate.
Mobility begets serendipity. Communication leads to learning which results in transformation.
What do you see as the role of creativity in that paradigm? The role of creativity is to inform every cell in the body of work performed by an organization
or brand. In particular we focus on disintegrating what we call 'the tyranny of the Creative
Class,' which inevitably involves ego, status games and subjective judgments - all toxic to the
creative process. We believe that everyone has the potential to be creative, no matter what
their role in the organization is, as long as the working environment permits it. If you
establish an environment that is receptive to creativity, that invites it, creativity will flow from
it. Act on environment, and environment will act on you.
What mindsets do you see as essential for navigating the new work paradigm? For a conscious and disciplined focus on the five steps of the GameChangers methodology
listed above, the most important attitude is openness. In the Networked World, business
opportunities are more abundant than ever, but they are also more fleeting. It takes an open
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MAKING IT REAL
What is one practice that people could start applying today to bring more creativity into their work or work place?
Begin with listening. Don't waste time and money trying to inflict your brand narrative on the
market. Instead, listen to what's happening. Hear what your customers are saying (or not saying).
Let your brand's themes, and the actions that explore those themes, emerge organically from
your skill at listening. When it comes to branding, your story is not your own, it is a narrative you
create in collaboration with your audience. The collaboration can only be effective if you listen to,
and honor, the realities of the marketplace.
To practice, go anywhere and listen for what is unfamiliar, what you do not normally hear; what is
not part of the normal environment. Close your eyes and listen for what is audible beyond the
sphere of what you expect to hear – listen, especially, for the unusual. If you want to think in
unusual ways, listen to what is already unusual. Creative thinking requires picking up on what is
different - and it’s almost there right in front of you. If you are fully present, you will tune into the
“different” things that already exist.
mind to see and act on these opportunities without pegging them to an existing paradigm,
scripting the outcomes before the outcomes manifest themselves, or acting on prior
assumptions. The open mind allows for the most productive behaviors in every scenario.
What is Creative Leadership to you? Quickly identifying the 'productive games' and casting the team best suited to play it. Even
more quickly identifying and editing the unproductive game. This can mean re-designing the
game, re-casting the team, or eliminating the game altogether.
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Interview with Gregg Fraley Gregg Fraley is a seasoned creativity and innovation practitioner and author of Jack’s
Notebook, a highly endorsed business novel about creative problem solving; and Partner at
The Innovise Guys - bridging innovation with improvisational comedy. He assists
organizations with innovation initiatives and new product development, and blogs on
innovation topics. Gregg is an in-demand consultant, ideation facilitator and speaker whose
ideation sessions have produced previously elusive breakthroughs and market leading
products. Among his many roles, he's a leader and speaker at the annual Creative Problem
Solving Institute (CPSI), and former board member of the Creative Education Foundation.
How does your work engage creativity? Creativity is what’s required to innovate, so, my job is to inspire and bring out the innate
creativity that people have - and focus that thinking to resolve challenges.
What do you see as the New Paradigm of Work?
People integrating what they do with what they love. If there isn’t some love, or care,
involved in what you do, you’re starting from a very bad place. Even when you are stuck in a
job that isn’t your first choice, there are ways to make connections to what you love and what
you might wish to do, and it’s your responsibility to do that. Nobody can do it for you. The
golden rule of creativity is to do what your heart desires. When you and your team are
coming from that place, innovation happens organically.
Beyond that, I think people need to be responsible for innovation – it doesn’t matter what
your job is – it’s still part of your work to improve things and even invent things.
What do you see as the role of creativity in that paradigm?
Creativity is the spring. Innovation is the bottled water. Creativity is continually expressed in
balanced people, and that creativity will manifest as innovation if the organization values
ideas and makes the systematic effort to take action on them.
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MAKING IT REAL
What is one practice that people could start applying today to bring more creativity into their work or work place?
Well, it’s obvious, but it’s often ignored, and that’s simply keeping track of your ideas. If you are a
small business it could be as simple as a notebook, Word document, or a spreadsheet. If we’re
talking a larger organization, I’d suggest implementing an idea management system. In my view
you’re not doing formal innovation if you don’t have a repository for ideas, and the repository
isn’t actively managed. Creativity is like a lot of other behaviors, as soon as you start tracking it or
paying closer attention to it, it grows.
What mindsets do you see as essential for navigating the new work paradigm?
Openness, respect for others, taking personal responsibility, integrity, and transparency.
What is Creative Leadership to you?
Creative Leadership to me is the management of thinking diversity. By this I mean, it’s
essential to have thinking diversity, and then, to respect and leverage the wide variety of
creative thoughts that come from such a group. I believe in leading by example, and so, a
good Creative Leader would generate a lot of ideas, would respect the ideas of others, and
would demonstrate openness, curiosity, and affirmative judgment. Finally a Creative Leader is
a person of action. Ideas are useless until you do something with them.
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Interview with Michael Gelb Michael Gelb is a leading authority on the application of genius thinking to personal and
organizational development. Michael is the author of 12 books on creativity and innovation
including the international best seller How to Think Like Leonardo Da Vinci: Seven Steps to
Genius Every Day. In 2007 he released Innovate Like Edison: The Five Step System for
Breakthrough Business Success, co-authored with Sarah Miller Caldicott, the great grand
niece of Thomas Edison. A pioneer in the fields of creative thinking and innovative leadership,
he leads seminars for organizations such as DuPont, Merck, Microsoft, Nike, Raytheon and
YPO. He just released his new book, Wine Drinking For Inspired Thinking: Uncork Your
Creative Juices.
How does your work engage creativity?
I use my creativity to transform my passions into books and seminars to inspire others. My
passion for the art of juggling, (I'm a former professional juggler who once performed with
the Rolling Stones and Bob Dylan), became a program called The 5 Keys to High
Performance: Juggling Your Way to Success. My passion for aikido, (I'm a fourth degree black
belt), led to the book co-authored with International Grandmaster Raymond Keene, Samurai
Chess: Mastering Strategic Thinking Through the Martial Art of the Mind. I trained as a
teacher of the Alexander Technique, (the method taught at The Julliard School for cultivating
commanding stage presence) which resulted in my book Body Learning: An Introduction to
the Alexander Technique; and then Present Yourself! Captivate Your Audience with Great
Presentation Skills. My passion for applying genius thinking to personal and organizational
development is expressed Discover Your Genius: How To Think Like History’s Ten Most
Revolutionary Minds. My love for wine and poetry as a means for bringing teams together is
manifest in my latest book, Wine Drinking For Inspired Thinking: Uncork Your Creative Juices.
What do you see as the New Paradigm of Work?
When I first began leading seminars in the late 1970s most of my corporate clients were just
beginning their efforts to shift from a hierarchical, top down, "command and control"
paradigm to a more flexible, agile and team-oriented approach. Although organizational
structures have evolved significantly, many individuals still struggle because they haven't
incorporated the creative thinking and communication skills that are essential to operating
effectively in a dynamic, diverse, matrixed, more open-sourced context.
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Moreover, accelerating change and complexity has resulted in ever greater demands on the
individual's time and energy. Most of my clients are being asked to work longer hours, to
accomplish more with fewer resources. But, as the pressure to perform continues to rise so
has the yearning for a clearer sense of meaning and purpose.
More than just a shift in thinking skills, a successful adaptation to The New Paradigm requires
a leap of consciousness. Specifically, a leap from the win-lose, high-tech/low-touch, left-
brained, competitive mind-set to a win-win, high tech-high touch, whole-brained cooperative
attitude. The internet has made it easier for people to recognize our essential
interconnectedness, and increasing awareness of our ecological and financial
interdependence is driving more people to a practical appreciation of the core teaching of
the world's great spiritual traditions: As Leonardo da Vinci expressed it: "Everything connects
to everything else." This consciousness is alive in the movement for Conscious Capitalism.
Conscious Capitalism is based on the idea of organizing businesses around a higher purpose
that includes but goes beyond profit. It is focused on fulfilling a higher purpose, which
evolves dynamically over time. New Paradigm organizations express this consciousness of
interdependence by organizing around a Stakeholder Orientation, i.e., they focus on
delivering value to ALL stakeholders, with an unswerving commitment to align the interests of
customers, employees, vendors, investors, the community, and the environment to the
greatest extent possible. One of the think tanks promoting this new vision is the Conscious
Capitalism Institute, where I'm honored to serve as the Director of Creativity and Innovation
Leadership.
What do you see as the role of creativity in that paradigm?
Thirty years ago most organizations viewed "Creative Thinking" as a luxury item. Now, they
understand that it is a necessity. Moreover, the notion that creativity is the province of a few
"Creative types" and that everyone else can afford to think in just a linear fashion is falling by
the wayside, as is the myth that "Creativity" is a function of the right hemisphere exclusively.
Real creativity is a function of an integration of logic and imagination, of the left and right
hemisphere working in harmony.
Thomas Edison noted, "I don't want to invent anything that won't sell." Edison understood
that "Sales are proof of utility" and that "Utility is success." In other words, Edison focused his
phenomenal creative powers on making things that people wanted and needed like light,
recorded sound and the movies! The new paradigm invites us to find the balance between
rationality and intuition, between inspiration and application. This balance has always been a
feature of great geniuses like Leonardo and Edison but now it must become the standard for
all.
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What mindsets do you see as essential for navigating the new work paradigm?
The first principle for thinking like Leonardo is "Curiosita'"-- An insatiable quest for knowledge
and continuous improvement. Curiosity is our birthright and the wellspring of genius. A
profound passion to understand, learn and improve is a core attitude for individuals and
organizations who wish to thrive with change. It goes hand-in-hand with the first competency
for innovating like Edison: Solution-Centered Mindset--Instead of focusing our attention on
obstacles and impediments we orient ourselves around finding creative solutions and new
paths forward. (The seven principles for thinking like Leonardo da Vinci and the 5
competencies for innovating like Edison are designed to offer a comprehensive curriculum
for navigating the new paradigm.)
What is Creative Leadership to you?
Creative Leadership involves serving as a catalyst and steward of an organization's deeper
purpose and as a champion for all its stakeholders.
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MAKING IT REAL
What is one practice that people could start applying today to bring more creativity into their work or work place?
Mind Mapping! Most of us grew up learning to organize our ideas through outlining. Although valuable as
a tool for presenting ideas in a formal, orderly fashion, outlining is useful only after the real thinking has
been done. Outlining slows you down, and stifles your freedom of thought. Moreover, outlining is a
reflection of the "old paradigm" hierarchical mind-set.
The structure of communication in nature is non-linear, non-hierarchical; it works through networks and
systems. The ability to read, align, and work creatively with these systems is ultimately the definition of
intelligence. Our thinking is a function of a vast network of synaptic patterns. A Mind Map is a graphic
expression of these natural patterns.
The New Paradigm requires us to develop our ability to understand patterns of change, to see the web of
connections that underlie complex systems. As you practice Mind Mapping you cultivate your systems
thinking ability and you develop the coordination of your two hemispheres.
There are seven basic rules for effective Mind mapping:
1. Begin your Mind Map with a symbol or a picture at the center of your page. Pictures and symbols are
easier to remember than words and enhance your ability to visualize, remember, and think creatively.
2. Use key words. Key words are the information-rich “nuggets” of recall and creative association. Key
words can be generated faster and are easier to remember than sentences or phrases. Moreover, the
discipline of generating key words trains the mind to focus on the most essential elements of a subject.
3. Connect the key words with lines radiating from your central image. By linking words with lines, you’ll
show clearly how one key word relates to another. Connect the lines for maximum clarity.
4. Print your key words. Printing is easier to read and remember than writing.
5. Print one key word per line. Printing one key word per line frees you to discover the maximum number
of creative associations for each key word and trains you to hone in on the most appropriate key word,
enhancing the precision of your thought and minimizing clutter.
6. Print your key words on the lines and make the length of the word and line equal. This maximizes clarity
of association and encourages economy of space.
7. Use colors, pictures, dimension, and codes for vivid association and emphasis. Highlight important
points and show relationships between different branches of your map. You might, for instance, prioritize
your main points through color-coding. Use pictures and images often as they stimulate visualization and
creative association and greatly enhance memory. Codes, such as asterisks, exclamation points, letters,
and numbers, show relationship between concepts and further organize your map.
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Interview with Dr. Stan Gryskiewicz Dr. Stan Gryskiewicz is the author of Positive Turbulence: Developing Climates for Creativity,
Innovation and Renewal; Senior Fellow at the Center for Creative Leadership; and founder
and CEO of the pioneering 30-year learning community, Association for Managers of
Innovation.
What do you see as the New Paradigm of Work? It is the emergence of learning communities - shared learning - to supplement the
technology revolution with real experiences that can be constantly questioned and modified
in real time by motivated learners. Learning communities give you an opportunity to have
your idea explored and tested, and receive real-time feedback you can then use to enhance,
modify or completely change your idea. They allow you to reach beyond the silo of your own
thinking, department, company or discipline. You can develop learning communities within
one organization or across companies and disciplines. The more diverse perspectives in the
learning community, the better.
What do you see as the role of creativity in that paradigm? Creativity is a novel and useful idea. Innovation the successful implementation of that novel
and useful idea, usually addressing a problem to be solved. In the new paradigm, we all need
a willingness to explore novel ideas and perspectives using complex problem solving and
innovation. Establishment of trust is key, especially since much of the work will be done long
distance by autonomous teams or individuals. There is no short cut to developing trust - this
happens working through problems together over time. There are initial conditions you can
set for developing trust more quickly, but it is working together over time that creates and
reinforces that your colleagues know what they are doing and are supportive of you - this
reinforces the trust conducive for ongoing creativity and innovation.
What is Creative Leadership to you? A Creative Leader communicates a vision for change by focusing resources in a collective
process that requires interdependent decision-making. Creative Leaders must set clear goals,
and then allow their team members freedom in deciding how to best achieve then - knowing
that they share a common vision. Once this has begun, the Creative Leader encourages the
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MAKING IT REAL
What is one practice that people could start applying today to bring more creativity into their work or work place?
First, defer judgment - generate ideas before you evaluate them. "Diverge" into exploration and
idea generation before you "converge" into evaluation. And second, step back from the problem
as given and offer redefinitions of the original problem before you start to solve it. This is not easy
to do for the problem owner, but redefining the problem opens up new perspective in
approaching it that he or she you would not have otherwise seen. In exploring the definition of
the problem itself, you discover other perspectives, too. This discovery leads to not only more
innovative solutions to the problem, but more complex problem solving; you may in fact end up
solving multiple issues that you have not thought about.
collective to take the risks required to perform outside the norm when required to achieve
the vision.
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Interview with Leilani Henry Leilani Raashida Henry, M.A., a leader in the field of workplace creativity and work-life
balance. A pioneer on bringing innovative whole brain strategies to personal, professional
and organization transformation, Leilani is President of Being and Living® Enterprises, and is
the creator of Brain Jewels®, a multi-sensory coaching process. She worked for 13 years as
an internal productivity/creativity consultant with Honeywell, Lockheed Martin and Jones
Intercable. Leilani’s lifetime experience in the performing and visual arts is integrated into her
unique approach to leadership, creativity and performance. She is cited in books, national
publications and organizations such as Centered on the Edge, Corporate Meetings &
Incentives, Fast Company, Fetzer Institute, New Visions in Business and Thrivability. Her clients
have included AT&T, Intuit, Time Warner, HBO, University of Colorado Boulder, HP, the EPA,
National Coalition for Dialogue & Deliberation and HSBC Bank among others.
How does your work engage creativity? Individual and collective transformation requires engagement of the whole person at work. It
brings the group as the "new art form" into being. We can do more as an inspired collective,
than we can do alone. Rather than leaving our true thoughts and feelings unexpressed in
service of getting the job done, my work makes the invisible more visible. I enable what's not
seen, heard, or allowed to surface safely, as a catalyst for better relationships and
organizational change. My work also encourages groups to think better collectively by
challenging assumptions and uncovering possibilities. Creativity is the opposite of certainty -
it allows us to co-create with others what is emerging, for the benefit of ourselves and the
larger whole. I also focus on stress management to increase the flow of creativity.
What do you see as the New Paradigm of Work? When you unleash the whole person (body, mind and spirit), you unleash creativity in the
work place. Employees become partners and investors in the organization, and are valued for
the multiple intelligences they can provide. This new way of working also includes patience
with chaos, which is critical because the new paradigm in more non-linear than linear. A
respect for the differences in pace and style of working is needed, as well as honoring
differences, in general.
The new way of working requires the ability and willingness to hear and connect with all
stakeholders, in order to increase the bottom line and contribution to society. Work-life
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balance keeps everything in check, so people can bring their best selves to their projects and
take time for regeneration and what they value. It now takes our whole brains to deal with
the complexity of the marketplace and the chaos in our lives. The organization is freer to
produce extraordinary results when everyone is pulling together, understands their part in
the whole and believes that their contribution is essential for the organization to thrive.
Increased connection between all parts of the organization encourages the organization to
become greater than the sum of it's parts.
What do you see as the role of creativity in that paradigm? Creativity allows us to do things more elegantly, more coherently and have fun in the process
because we engage our whole selves. Behind creativity is 'espirit de corp' - the morale -the
exuberance needed to fully be present at work. It is the underpinnings of being able to do
more with less. If we wish to keep up with accelerated growth of our companies, or with
market turbulence, creativity can help us have a more 'possibilities' outlook on that which we
have no control. Business can grow more organically. Tapping into the creativity of
employees increases positive customer service (both internal and external customers). Each
person can see more easily who they are, how they fit and what difference they make. It
becomes easier to play a greater role in serving a greater good, partner with the community,
and be more profitable.
What mindsets do you see as essential for navigating the new work paradigm? When organizations require unlimited hours and energy to be an employee, work-life
balance is not maintained, effective communication is eroded and participation in the larger
whole, can decrease. We put our heads down, do our work and don't come up for air until
we complete OUR piece of the pie. It becomes more essential to get one's part completed
than it is to connect with others around intention of what we are doing, what works best
when trying to get things done under pressure and sharing what you/we are learning.
Self care is essential. Rather than ignore or put off until later, pay attention to the signals your
body gives you regarding stress and rest. Keep in touch with what is emerging, so you are
not blind-sighted by external change. Imagine "What if…" and look at alternatives, upside-
down scenarios to keep things fresh and alive. A business can also pay attention to and
openly acknowledge signs of stress and lack of productivity. This could prevent mistakes,
accidents, waste and a climate of discouragement or unnecessary conflict.
What is Creative Leadership to you?
Authenticity, boldness, transparency, engagement, appreciation of the uniqueness each
person and each part of the system brings. When a leader tunes his/her instrument first and
ensures that each instrument in the orchestra is tuned, harmony is created and people are
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MAKING IT REAL
What is one practice that people could start applying today to bring more creativity into their work or work place?
"Pay Attention to Signals"
Divide into 4 teams or if alone, divide your paper into 4 squares.
1. Ask: What signals (unexpected events) have we seen in the outside world in the last month?
Examples: hurricanes, stock market crash, consensus in the European Union.
2. What signals have we seen in our customers, clients, patrons? Examples: more people
unsubscribing to our lists, customers downgrading, customers sharing information about how
well they like our company.
3. What signals have we seen from internal relationships between depts./business
units? Examples: less information sharing, stealing each others employees, collectively problem
solving has gone up.
4. What signals have you seen within yourselves? Examples: more feelings of frustrations, 80
hours a week feels normal, I keep stubbing my same toe on the desk, I meditated every day this
week.
Let your mind wander as you see what messages come up, as you reflect on these signals. What's
might be behind the signals? Brainstorm potential meanings for the signals. Find at least one
positive outcome from the signals, as well as, one action to start, stop or continue doing. Ask:
What might be the meaning of these events, signs or signals for me/us?
drawn to see and hear what the organization has to offer. The least amount of effort for the
most reward and gain is present.
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Interview with Peggy Holman
Peggy Holman works with social technologies that engage "whole systems" of people from
organizations and communities in creating their own future. She consults on strategies for
enabling diverse groups to face complex issues by turning presentation into conversation and
passivity into participation. In the second edition of The Change Handbook, she joins with her
co-authors to profile sixty-one change processes. Winner of the 2011 gold Nautilus Award
for conscious business/leadership, her latest book, Engaging Emergence: Turning Upheaval
into Opportunity dives beneath these change methods to share stories that make visible
deeper patterns, principles, and practices for change that can guide us through turbulent
times. Since 1996, she has worked with a range of organizations, including Microsoft, Biogen
Idec, Novartis, Boeing, and the Gates Foundation.
How does your work engage creativity?
Much of my work is reminding people of their innate ability to engage with disruption and
difference to achieve great outcomes. At the heart of their success is creative engagement –
connecting with ideas, each other, the whole system, even themselves.
When disturbed, most of us would rather hunker down someplace safe. This attitude kills
creativity. Negativity and despair are all around. When you hear them, it’s a great opportunity
to creatively engage. Ask a question of possibility. Take a stand for connection in a time of
separation.
What do you see as the New Paradigm of Work?
I see a shift underway from hierarchies to networks. The implications for what leadership
looks like are profound. Not only can it come from anywhere, but if you consider the
dynamics of networks, what constitutes leadership varies more.
Think about the difference between pack animals, with alpha leaders keeping others in line
versus birds, ants, bees, or other animals that seem to function with no one in charge. In
hierarchies, a few people make strategic decisions for everyone else. Increasing complexity –
a more diverse public, greater access to a broader range of perspectives, technological
innovations affecting scale and scope of just about everything – makes this strategy less
effective. No longer can a few people with relatively similar backgrounds and perspectives
make the best choices for the rest of us.
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In contrast, leadership in networks is collective and relational, as people form hubs and link
with others. From the outside, hubs in a network look a lot like hierarchical organizations:
groups of people organized to accomplish something together. That makes it easy to
confuse leadership of a hub with hierarchical leadership, thinking the same rules apply. Not!
Giving orders, chain of command, top-down decision making doesn’t function when people
can choose whether to participate.
Hubs form because people are attracted to them. Hubs grow when people are drawn to the
purpose and/or the people and believe that they can both give and/or receive something of
value. The remarkable communities that maintain the Wikipedia or fill the Open Source
software movement are examples of networks producing real-world benefit.
More elusive is “link leadership”— connecting people, organizations, and ideas. Why is
connecting people or organizations a form of leadership? If you want breakthroughs,
interactions among those who don’t usually meet is an essential ingredient. And when hubs
connect to hubs, ideas can spread like wildfire.
What do you see as the role of creativity in that paradigm? I think networked organizations are inherently creative, not to mention more responsive,
resilient, and fun. Since leadership can come from anywhere, the possibilities are endless.
What mindsets do you see as essential for navigating the new work paradigm?
A core skill that makes networks powerful is taking responsibility for what you love as an act
of service. That’s a mouthful, so let me unpack it a bit.
This game-changing way of operating liberates hearts, minds, and spirits. It calls us to pay
attention to what matters most, putting our unique gifts to use. You see, many of us live with
an unspoken belief that to belong, we must conform. If we each pursued what we love, it
sounds like a recipe for chaos. What a loss! Not only is more of the same the outcome, but
by keeping our feelings and ideas bottled up, we become more isolated and the group’s
creative potential is diminished.
In contrast, networks thrive when we contribute our unique gifts. Since what binds a network
together is shared purpose, by pursuing what I love, my distinctiveness rubs up against
other’s differences and suddenly we’re playing jazz. Everyone’s part is different and it matters.
Not only do I belong, but I do it by being the best me I can be.
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MAKING IT REAL
What is one practice that people could start applying today to bring more creativity into their work or work place?
If I were to pick on practice that is simple to apply and powerful in its affect, I’d say: welcome disturbance by asking
questions of possibility. Creativity often shows up in a cloak of disruption. It makes sense when you stop and think about
it. If there were no disruption, there’d be no reason for change. And change opens the door to creativity.
Great questions help us to find possibilities in any situation, no matter how challenging. Here are some of their
characteristics:
• They open us to possibilities.
• They are bold yet focused.
• They are attractive: diverse people can find themselves in them.
• They appeal to our head and our heart.
• They serve the individual and the collective.
Some examples:
• What question, if answered, would make a difference in this situation?
• What can we do together that none of us could do alone?
• What could this team also be?
• What is most important in this moment?
• Given what has happened, what is possible now?
Some tips for asking possibility-oriented questions:
1. Ask questions that increase clarity. Positive images move us toward positive actions. Questions that help us to envision
what we want help us to realize it.
2. Practice turning deficit into possibility. In most ordinary conversations, people focus on what they can’t do, what the
problems are, what isn’t possible. Such conversations provide an endless source for practicing the art of the question.
When someone says, “The problem is x,” ask, “What would it look like if it were working?” If someone says, “I can’t do that,”
ask, “What would you like to do?”
3. Recruit others to practice with you. You can have more fun and help each other grow into the habit of asking possibility-
oriented questions. But watch out: it can be contagious. You might attract a crowd.
What is Creative Leadership to you?
Creative Leadership is engaged, curious, open, focused, and bold. Boldness inspires us to rise
to the occasion. Focus points the way. Curiosity sparks exploration and pioneering. And
engagement brings the diversity of others.
Asking possibility-oriented questions as one means of exercising Creative Leadership. So the
next time you face a complex issue or disruptive situation, ask a great question. Then jump in
with others to discover a creative response.
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Interview with Sam Horn
Sam Horn is a prolific author, coach, keynoter, consultant, and creative communication
strategist. As the originator of Tongue Fu! and POP! Sam has helped thousands of
entrepreneurs and organizations crystallize and communicate innovative, one-of-a-kind
ideas, approaches, products and services that helped them break out vs. blend in. Sam has
been featured in Washington Post, NY Times, Chicago Tribune and Investors Business Daily;
and been interviewed on NPR, MSNBC, and Businessweek. She was a top-ranked speaker
(with Tom Peters, Seth Godin and Jim Collins) at INC.’s annual 500/5000 convention. Her
client have included Cisco, Hewlett-Packard, NASA, National Governors Association, KPMG,
Boeing, IRS and Intel among many others. She is known for focusing on original, real-life
ideas that help people create receptivity and rapport and win buy-in from customers and
decision-makers. How does your work engage creativity?
My work focuses on how to communicate in creative ways so busy, distracted people are
compelled to look up from their Blackberries and give us their valuable attention.
For example, a client came to me because he was going to be speaking at a Harvard Medical
School conference for physicians and hospital administrators. He told me, “Sam, I’m a
specialist in Six Sigma. If I do a good job with this program; it could result in millions of
dollars of follow-up business from the decision-makers in the audience. We have to come up
with something creative to capture and keep their interest.” I asked him, “Do you have any
signature stories, interesting hobbies or relevant experiences we can use to pleasantly
surprise your audience from the get go and ‘have ‘em at hello?’” He told me, “I’m on the
road constantly. I don’t have time for anything other than work.” I asked, “Do you and your
wife do anything with the little spare time you have?” He said, “We watch Law & Order.”
Bingo. His presentation, which explained how hospital administrators could identify and fix
inefficiencies that were undermining patient care and profits, became Flaw and Order. To
make a long story short, he got a standing ovation – at a medical conference! – and was
surrounded by participants asking for his card following his presentation. The moral of that
story? Content is important; however a creative approach to your content is even more
important if you want busy, distracted people to give you their time of day.
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That’s just one way I help entrepreneurs and organizations figure out innovative ways to
capture and keep the favorable attention of their target customers.
What do you see as the New Paradigm of Work? Jerry Garcia said, “It’s not enough to be the best at what you do; you must be perceived to
be the only one who does what you do.” I think the old paradigm of work was that we tried
to be the best in our industry. That’s not enough these days. The New Paradigm of Work is
to break out, not blend in. And to break out, we need to be one-of-a-kind, not one-of-many.
A favorite example of that happened here in the Washington DC area. A restaurant was not
getting many people to their Happy Hour. Why? There were dozens of restaurants in the
area offering Happy Hours. The manager kept looking for a way they could break out instead
of blend in. He noticed that one of their loyal patrons tied his dog up outside while he came
in for a cold one. Eureka. Why not have a Happy Hour for dog owners? They could put out
water bowls and dog biscuits for the poor pooches who’d been cooped up all day so it was a
win for everyone. What to call this petworking opportunity? Yappy Hour! The Washington
Post did a feature article on the Alexandria, VA Holiday Inn’s Yappy Hour which was picked
up by dozens of newspapers around the country. Now, millions of people know about that
restaurant and they have a wildly popular and profitable weekly event – all for free (and a
little imagination.)
That’s the New Paradigm at Work. Be first-to-market – and you own that market.
What do you see as the role of creativity in that paradigm? I believe the role of creativity is to look at everything we do at work and ask, “Has this
become common? If so, it’s a prescription for becoming irrelevant and obsolete. How can I
make this current and uncommon so we get noticed by busy customers and media?”
What mindsets do you see as essential for navigating the new work paradigm? One of the most important attitudes and behaviors we can use to navigate the new work
paradigm is to constantly brainstorm and strategize ORIGINAL solutions to current problems.
A few years ago, the scuba industry in Hawaii was tanking. It costs a lot of money to scuba
dive. You have to be certified, you have to carry those heavy oxygen tanks on your back, and
some people have trouble with the pressure in their ears. A smart business owner kept
brainstorming possible solutions by re-thinking the norms: You don’t have to carry the
oxygen tanks on your back. Why not leave ‘em on the boat and just run a long air hose to
each person in the water? And you don’t have to go down 80 feet and worry about
equalizing your ears; you can go down 8 feet and still feel like you’re in an aquarium
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MAKING IT REAL
What is one practice that people could start applying today to bring more creativity into their work or work place? Ask yourself, “How can we do the opposite, not the obvious?” People are tired of same old, same old. If
we introduce something radically different from our customers’ norm, it will get their attention…and
business loyalty.
For example, when Enterprise wanted to enter the multi-billion dollar car rental business, the question
was, “How could they possibly compete with industry giants Hertz and Avis who owned the majority of
the market?” They asked themselves, “What do customers want – that no one else offers?” The
answer? Drop off and pick up service at your home or hotel. So, Enterprise offered that. “What do all
our competitors have in common?” They’re all located at or near airports. So, Enterprise located in
neighborhoods. By doing the opposite vs. the obvious and giving customers what they wanted and no
one else offered. Enterprise is now the #1 car rental agency in America.
What’s this mean for you? Look at your competitors. What do they all have in common? How can you
be the exception to their rule? How can you zig where they zag? What do your customers want that
they can’t find? How can you be first-to-market so you own your market? How can you turn a norm
on its head (much like Heinz catsup did with its innovative sit-on-its-cap bottle?)
surrounded by colorful tropical fish. Plus, people don’t have to get certified and it’s a third of
the cost, so more people can do it. Voila. What do you call this new sport? Well, using a POP!
technique called Half & Half, you describe it as half snorkel – half scuba. It's…SNUBA!
What’s your business or line of work? What are the current problems? Why is your product or
service becoming outdated? Why are customers not coming back? Rethink your norms. Ask
yourself, “Do we HAVE to do it this way? What’s a better way? A faster way? Cheaper way?
More efficient way? Come up with a creative solution to a current problem and you and your
fellow employees can profit.
What is Creative Leadership to you? It’s creating an environment where everyone feels valued and heard; where everyone has an
opportunity to use their talents and innovative approaches to do work they love that
matters...that benefits all involved.
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Interview with Michelle James Michelle James has been pioneering Applied Creativity and Applied Improvisation in business
in the Washington, DC area for over 15 years. She is CEO of The Center for Creative
Emergence, founder of the Capitol Creativity, and founder of Quantum Leap Business
Improv. Her mission is to integrate the worlds of creativity, service, meaning and commerce,
and cultivate whole brain, whole-person engagement in the workplace...and in life. She was
recognized for Visionary Leadership in Fast Company’s blog, Leading Change, for “her
commitment to bring creative expression into the work environment in a very deep and
meaningful way.” Michelle is a business creativity catalyst, facilitator and emergence coach
who has designed and delivered hundreds of programs for entrepreneurs, leaders, and
organizations such as Microsoft, Deloitte, Panasonic, GEICO, NIH, World Bank, HandsOn
Network and Kaiser Permanente among others. Her original programs have been featured
on TV, the radio and in print. She founded and produces DC’s first Creativity in Business
Conference. Michelle further engages her creative expression as an improv theater
performer, abstract painting artist and CoreSomatics Master Practitioner.
How does your work engage creativity?
My calling so far feels like it has been to integrate the worlds of creativity, service, meaning
and commerce; cultivate whole brain, whole-body, whole-person engagement and full-on
aliveness in the workplace (and in life!); and help co-create - with others who are similarly
inspired - new, more generative foundations upon which to develop soul-based, vibrant
businesses, organizations and communities. Also, my work integrates more “yin” practices,
whole-brain and body-centered practices and ways of being into the more conventionally
“yang” left-brain dominant work culture. All of my workshops and events are highly
audience-experiential – with the focus being on the emergent creativity of whose in the
room.
What do you see as the New Paradigm of Work?
This is a big question for me, one I have been exploring for a long time. One of the meta
themes that I see emerging is that the new work paradigm resolves the paradoxes of the
conventional paradigm – in values, mindsets, and ways of thinking, being and interacting. In
other words, what has been considered opposites, or “either/or” choices in a limited work
world view is moving into “both/and” opening of myriad possibilities in an expansive,
creativity-centered framework. The new work paradigm has a a much larger playing field –
our concepts of success, making a living, service, purpose, meaning, creative expression are
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changing. The lines are blurring…these things are not silo-ed and separated as much.
Creativity is no longer seen as “woo woo” or something you engage after work on your free
time – it’s right in the center of the new work paradigm.
A creativity-centered paradigm requires new foundational principles of engagement. The
same rules that applied for a static, conformity-based, do-as-you-are-told workplace are very
different than those of a dynamic, alive, adaptive, resilient, independent-thinking, creative
workplace. I believe we have much to learn from the principles of improv theater (yes-
anding, makes everyone else look good, serve the good of the whole, mistakes are invitations
to create, etc.) to help us both adapt to and co-create the new paradigm. I’d love to see
improv theater training as part of the core training curriculum at all organizations – it’s
hugely transformative.
What do you see as the role of creativity in that paradigm?
I see it as the core. Breaking old patterns, creating new foundations, developing more
generative structures, and the expressing richer, fuller, more alive aspects of ourselves require
us to actualize deeper levels – and use multiple expression - of our creative potential.
What mindsets do you see as essential for navigating the new work paradigm? A shift in core values and foundational ways of being that are more expansive, generative
and inclusive. I see the new mindsets as “Yes Anding” and containing older ones, and adding
a new dimension to what was there before - a developmental, emergent process.
Some of the emerging mindsets I see are moving from either/or thinking to include more
yes-anding, generative thinking; moving from valuing conformity and getting it right to
valuing more exploration and original thinking; not just tolerating, but actually anticipating
mistakes as part of the creative process and allowing for it much more liberally than in the
past; moving from seeing “failure” as binary (pass/fail, right/wrong, good/bad) to
experiencing it as an iteration - an invitation to learn, grow and evolve; moving from a
selling-only mindset to a service mindset; using intuition and resonance as much as logic in
decision making; increased comfort in improvising; using more heart, empathy, caring, co-
creation in structuring the workplace, establishing the culture and environment, and
engaging our work daily; and more focus on empowerment coming from the creativity
withIN ourselves to name a few.
What is Creative Leadership to you?
A Creative Leader, to me, is a leader who chooses to use more of his or her own creative
potential on an ongoing basis – choosing to always learn and evolve personally as well as
professionally; one who is dedicated more to exploring possibilities than being right, and
more to discovery than maintaining the status quo. Creative Leaders facilitate meaning,
creativity, and contribution of those he or she serves – employee, colleague, team member,
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MAKING IT REAL
What is one practice that people could start applying today to bring more creativity into their work or work place? Transforming uncertainty into discovery. Once uncertainty is no longer something to be avoided, you can use it as a creative resource. It
goes form being intimidating to being fun…and can lead to surprising creative breakthroughs. Here is an exercise to get started in making
the unknown your BFF.
Research shows that moving differently creates new neurological pathways that free up the brain to think differently - an essential
ingredient for innovation and new solutions. Moving in non-habitual ways requires the brain to be used in non-habitual ways which then
leads to novel thinking. (i.e., improv theater groups use movement warm-ups to get out of habitual thought patterns and get fully present
to create).
I created a workshop activity called The Creativity Walk which has many variations. In it, participants walk, move and nonverbally interact
in myriad ways, each one designed to have them experience the conceptual framework of a certain states of being related to aspects of
the creative process. One is discovery.
The Discovery Walk
In this practice, participants are asked to walk around and engage from a place of certainty, a place where they know the answers.
Without exception, inevitably chests pop up, walks become linear and directed, bodies straighten up, eyes focus ahead, etc. Not too much
interaction as people move around the room in a rapid, straightforward pace. Focus, yes. Newness, no.
Then they are asked to walk form uncertainty, a place where they do not know the answers. Bodies shrink, movement slows or stops
altogether, eyes dart around or look down. Almost no interaction. There is a feeling in the room of fear, trepidation and judgment as they
look like deers frozen in headlights. The energy is stagnant. Neither focus nor newness surfaces.
They are then asked to transform that uncertainty into discovery. They are told they still do not know the answers - still in the unknown -
however, they now experience it from a state of discovery. Suddenly, the entire energy of the room shifts and awakens: they look about
thoughtfully, they are fluid in their movement, they explore their surroundings with all of their senses, they are content, alert, curious and
present. They look at each other. Movement goes back and forth from linear to non-linear as they keep moving ahead. There is a sense
of contentment, ease, and a feeling of openness. Connections are made. Newness is possible.
There is a noticeable visceral difference between openness of the discovering unknown shut-down stuckness of the fear-based unknown.
In both cases, we are with the unknown. In the former, we have possibilities open to us. Once felt in the body (embodied), it is much
easier to re-access that feeling later when faced with uncertainty in real work and life situations. Discovery is instant empowerment.
You can do this as a team or group, or by yourself in a room. The key is to really feel the discomfort of static uncertainty in the body, and
then let it transform into the dynamic openness of discovery. By consciously practicing transforming that which we do not know into a
discovery process, we can more easily move through the fear of not knowing amidst the uncertainty around us on a more consistent
basis.
customer, participant, etc.
Creative Leadership is paradoxical: strong and soft; directional and flexible; strategic and
emergent; focused and open. The creative leader, to use and improv terms, does what he or
she needs to serve the scene…sometimes taking a lead role, other times support role and
following what is already happening….stepping up and letting go as the situation dictates.
Creative Leaders welcome, inspire, and awaken the Creative Leadership in those they lead.
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Interview with Seth Kahan
Seth Kahan, President of the Performance Development Group, Inc. Seth writes for the Fast
Company blog, Leading Change; is a regular contributor to the Washington Post's On
Success; is the author of the book, Building Beehives: Creating Communities that Generate
Returns; and recently published his latest book, Getting Change Right: How Leaders
Transform Organizations from the Inside Out. Seth works with visionaries to help them bring
their dreams to life. His work since 1996 has focused on leaders of large, global initiatives,
including Jim Wolfensohn while he was president of the World Bank, Gaddi Vasques while he
was director of the Peace Corps, and Tom Moroney while he led a $20 million program at
Shell. Since 2009 he has been working with entrepreneurs and consultants who want to grow
their business, doing creative things to enhance the world.
How does your work engage creativity? Everything I do is creative! My work is all about bringing new forms into the world that don't
exist yet, that is the definition of generative behavior and activity. I help leaders,
entrepreneurs, and consultants imagine thoroughly what they want to generate, taking them
in through new windows and frames so they map out the social systems that will give birth to
the world they imagine. Then, I work closely with them to take the steps on the ground that
lead to success. All of this requires innovative approaches, door-opening conversations,
building new relationships, bringing to life new structures of interaction. All of this is creative.
It can feel quite uncomfortable, yet at the same time there is a tremendous amount of hope
and enthusiasm that drives deep participation. True creativity is about navigating uncharted
waters which often gives rise to anxiety and uncertainty. Visionaries learn to work with that
energy and transform it inside themselves into creative progress. They read their inner signals
to know where to focus their attention and how, so their heart's work comes into existence
completely and in tact.
What do you see as the New Paradigm of Work? There is no one thing that is going to break open the way we work. Instead there are millions
if not billions of new ways of thinking, working, acting, and generating results. That, perhaps,
is a way of understanding how work is changing. Work is going through a major
transformation. If you could take a visit to the top of any organization you would find senior
managers grappling with huge questions in ways they never have before, re-creating strategy
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for a constantly moving world. Sooner rather than later, this will show up at every level of the
organization. The rate of change has increased dramatically and that is impacting everyone.
Organizations that can surf change will stay on top of the waves. Organizations that are
sitting it out are going down, even if they don't yet recognize it.
What do you see as the role of creativity in that paradigm? When the rate of change is up, only those who are creative or lucky survive. Those who
embrace innovation personally, who take it seriously and make a point of practicing their
ability to adopt and adapt will be those who come out on top. So creativity is becoming a
necessary competency at the personal level.
What mindsets do you see as essential for navigating the new work paradigm? Taking personal responsibility for your relationship to the ever-shifting, often awkward
lurches of organizational structure. Reframing skills, learning to reframe experience so you
generate optimism, performance improvement, and dream achievement. Patience,
compassion, caring as a compass in the chaos.
What is Creative Leadership to you? Keeping your eye on the horizon and your feet on the ground. Disciplining yourself to dream
big, but stay connected to the hard work of today.
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MAKING IT REAL
What is one practice that people could start applying today to bring more creativity into their work or work place? Eight conversations that you can use to generate the future. For each of these conversations you must
establish an atmosphere of genuine exploration. These eight topics are meant to open the doors of
perception to new possibilities, creating an environment where half-baked ideas can emerge for
examination and development, insights can form, and new possibilities can edge their way into view.
1. What is the best possible thing that can happen as a result of our efforts?
a. What performance improvement is possible as a result?
b. What could this mean to you, me, and us?
2. How do new ideas successfully take root in our culture?
a. Where has success happened in the past?
b. What innovations have we operationalized with good results before?
3. Where do the trajectories of our efforts converge?
a. What are the possible synergies if we are both successful?
b. How can we leverage each other’s results?
4. What motivates you to succeed?
a. What is the source of your inspiration, your motivation?
b. How can this be leveraged for even greater returns?
5. What would be the consequences if we were both successful?
a. Can we describe this world?
b. How would individual and organizational work be improved?
6. If we were to generate dramatic results, what partnerships would we rely on?
a. Who else must be involved in our achievements?
b. How do we provide returns to them?
7. What prerequisites do we both rely on to achieve big wins?
a. What can we do to ensure we have what we need?
b. Where can we combine efforts to ensure success?
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Interview with Tim Kastelle
Tim Kastelle is Senior Lecturer in Innovation Management at the University of Queensland
Business School. Tim held in senior positions in a variety of industries where he developed an
interest in the role of innovation and firm growth which led to an MBA and PhD. His broad
research interests are the impact of innovation on firm and economic growth, and the
application of complex network analysis to the study of innovation at the levels of the firm,
region, sector and nation. His current projects include the evolution of national innovation
systems, how internal structures influence innovation outcomes in project-based firms, and a
study of internal networks within an organization and their impact on innovation
performance. His corporate research and consulting partners include Brisbane City Council,
Ergon Energy Corporation, Fusidium Pty Ltd, Queensland Health, Rio Tinto, GHD
Engineering, Teys Australia, Fairfax Digital and Hatch Engineering among others. Tim also
runs the UQ Business School’s Innovation Leadership Executive Education and MBA
Programs.
How does your work engage creativity? Creativity is a core part of innovation. However, one of the common mistakes that I often see
in organizations is that people end up thinking that creativity and innovation are only about
generating ideas. When you take this view, then the obvious way to become more creative,
and consequently more innovative is to figure out ways to have more ideas. I've done some
informal research in my MBA and Executive Education courses, and out of the more than 100
organizations that I've surveyed, only 4 have identified themselves as being ideas-poor. The
rest have problems either with selecting the best ideas, executing their ideas, or getting their
ideas to spread. To me this is a crucial point - if we are going to improve innovation, we
actually need to get better at those other steps, not just at generating ideas.
On a personal level, executing ideas is a central part of my creative work as well. I generate
ideas all the time - too many probably! But they don't become real until I actually figure out
how to communicate them. In my case, that means either writing them out (in a blog post,
an academic paper, or even just a note to myself), or teaching them. In both cases I end up
trying to use stories to communicate the idea. Once I figure out the right story, then I am
more confident in thinking that the idea might be useful.
In my research, I look at the impact of knowledge-sharing networks on creativity and
innovation. The structure of interpersonal networks, both within and between firms, has a
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huge influence on how successfully firms can generate and execute new ideas. Because my
research is based on networks, I end up seeing network stories in everything, even creativity!
What do you see as the New Paradigm of Work? I think that the new paradigm of work is best represented in the shift from hierarchical forms
of control to networked organizations. Interpersonal networks are important even within the
most hierarchical organization. However, we are starting to see more instances where the
network is the organization. This is particularly true of organized movements that take place
outside of the boundaries of a traditional firm, as in open source software development, or
open innovation. In order to be successful in this paradigm, we have to proactively think
about and manage our personal networks. One of the key features of networks is that
people have more autonomy - this provides more opportunity, and it also tends to make
work more interesting.
What do you see as the role of creativity in that paradigm? Creativity and innovation are the key outcomes of this form of organization. Trying to
improve innovation outcomes has been one of the key drivers in shifting to networks.
Creativity and innovation are emergent outcomes from networks. Consequently, we need to
try develop network structures within our organizations that support and encourage
creativity. In practical terms, this means actively working to build connections across silos. This
can be done in a number of ways: making cross-functional teams, using communities of
practice, and building internal social networks are three common tools that help with this.
In addition to thinking about the structure of internal connections, we also have to consider
our external networks. How do we connect up with suppliers, customers, and complementary
organizations? Again, the structure of these networks has a big impact on the types of ideas
we generate and on our ability to execute these ideas. So creativity is a critical outcome of
this form of organizing, and we can also be creative in the way that we build our networks.
What mindsets do you see as essential for navigating the new work paradigm? There are several essential behaviors here. The first is that we have to get better at forming
connections with people that have different thinking styles and attitudes. A common trap in
networks is that people are most likely to form connections with the people that are most
similar to themselves. This is the most comfortable approach, however, this approach leads to
low levels of diversity in thinking. Groups are more creative and innovative if they are diverse
- not necessarily in terms of gender or race, but more importantly in terms of thinking style,
culture, and expertise. These types of connections are harder to build and maintain - which is
why skill in this area is one key behavior.
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MAKING IT REAL
What is one practice that people could start applying today to bring more creativity into their work or work place?
I have two tools - one to help with creativity and one to help with networks
1. To improve your creative/innovative outputs, focus on taking action. Pick one great idea you've had that you
still haven't executed. Figure out what next steps are needed to test it out, or to make it real. Now here's the
hard part - take five minutes right now, and get the first step started. And I really mean right now - don't read
the next tip, or the last answer. Take some action, then come back and finish reading. It's only through action
that we make our ideas real.
2. For building your networks, I'm going to recommend something that Tom Peters has been advocating for a
long time: think of the freakiest person you know in your organization - someone that just seems weird, or that
makes you uncomfortable - and invite them to lunch, or a coffee. When you're with them, ask about what
they're working on right now, or what they find interesting. If you do this, you'll probably end up with some ideas
that you would never have gotten otherwise, and more importantly, you just added some real diversity to your
personal network.
The attitudes that drive this behavior are curiosity and empathy. Curiosity is obviously a key
component of creativity, but it is also important in network building. It is easier to make
connections with people with diverse mindsets if you are genuinely curious about how they
view things. Empathy then allows you to understand these divergent viewpoints.
What is Creative Leadership to you?
Innovation is just as important in leadership and management as it is in any other part of
work. People often think that innovation is just about coming up with new products or
services, but one of the most important forms of innovation is coming up with new ways of
doing things. Creative Leadership is about doing precisely that - developing innovative ways
to lead and manage.
In more practical terms, Creative Leadership is mainly about two things: inspiration and
removing obstacles. Leaders need to show people where the organization might be
heading, and they need to inspire people to head in that direction. In order to do this
successfully, leaders need to remove obstacles along the path. In a networked organization,
the job of the leader is not to tell people what to do, but rather to figure out what might stop
them from doing the things that need to get done and addressing those problems. The best
leaders are the ones that realize that management is a support role, not a directive one.
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Interview with Annalie Killian
Annalie Killian has made a career out of playing the role of "Corporate Maverick." Since 2000,
she has been the Catalyst for Magic at AMP, one of Australia’s most eminent Financial
Services corporations. In charge of Innovation, Communication and Collaboration, she stirs
up employee creativity, cross-functional collaboration and open innovation. She is also the
creator of the unique Amplify Festival of Innovation & Thought Leadership where over 3000
of the company’s employees and clients participate with thought leaders and change agents
from all over the world to explore and imagine the future in creative ways. She is sought out
as a Futurist and for her experience in effecting transformational change in complex systems.
In her early career with BHP-Billiton, the world’s largest mining corporation, she pioneered
innovation in social responsibility and business/ community partnerships and won numerous
international awards for initiatives that helped the South African society transition from
apartheid to democracy. Her work at the intersection of business and community laid the
foundation for her early adoption of social technologies to harness the power of networked
communities and the collective intelligence of the crowd.
How does your work engage creativity? My starting point on creativity is that it already exists in everyone - it may just not be
recognized, appreciated or given freedom to be expressed. So, the magic is already there, it
just needs a catalyst to kindle it and bring it forth. My work focuses on how the inhibitors to
the free-flow of creative energy can be recognized, reframed or removed. Inhibitors can take
the form of self-limiting beliefs at the individual level that need to be turned into confidence
and courage to take risk, to the organizational beliefs, collective culture and practices that
might demand perfection and certainty and discourage experimentation and learning.
To catalyze more creativity, we mix things up- a lot! We create safe learning spaces and a
“permission to experiment” environment. From an innovation kitty to build and test business
innovation ideas to an EXPO where ideas for investment are brought to life via visual
metaphors, from teaching creativity through musical jamming, improv theater, story slams,
painting, film festivals to social media cafes and Twitter Twaste-ups (tasting nights where
people learn Twitter through sharing their food/ wine tasting notes).
What do you see as the New Paradigm of Work? The new paradigm is about Life. One life, and work is part of that life and increasingly these
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two blend like fluids. Much of this is driven by the exponential rate of technological advances,
automation by machines of routine tasks and the unstable and unpredictable business
climate (and in part, planetary climate conditions!) The technologies we use for work and for
socializing blend; the devices we use at home and at work blend; our networks blend; our
hours of work and home-time blend in a ubiquitously connected global economy; our work
spaces blend and even the boundaries between our professional personas and our personal
reputations blend. Increasingly, our employers blend as many people become self-employed
or work on contract terms for multiple organizations, over time our careers will blend from
one life stage to another, much like seasonal workers or the way in which actors work.
In this new paradigm of work, where work and life are inseparable, happiness will only be
possible if work blends with play, if passion blends with purpose, and if creativity is as
vigorously cultivated as profitability.
What do you see as the role of creativity in that paradigm? Creativity is essential for the sustainable health and survival of both the employee and the
employer in the new paradigm of work.
At the organizational level, collective creativity is essential for adaptation and innovating for
opportunities and disruptions brought about by rapid changes in the environment. At the
level of the individual, the changing nature of work and automation of routine tasks by
computers means the ability to differentiate oneself is critical for maintaining a predictable
income stream and managing the stress that accompanies uncertainty. In other words,
creativity becomes critical to the survival and happiness of the individual.
The reality for many people is that every job has its boring bits, and we can become blunt if
we’ve done the same job for a long time. By providing avenues for creative experimentation
or re-imagining approaches to tasks or projects, we can generate “fresh eyes” all the time. In
my work, we do this through our Amplify Festival, our film festivals, our Blossom at Work and
IT Makes a Difference projects. These provide many avenues for creative discovery, new skill
acquisition, cross-functional collaboration and edge-dwelling. This has a rejuvenating effect
and high engagement factor for people and it increases their personal happiness as well as
the mood and capability of the whole organization.
What mindsets do you see as essential for navigating the new work paradigm? The role of leaders in changing from commanders and controllers of tasks to coaches and
catalysts of lifelong learning is essential to the new paradigm of work. At the individual level,
there is also a personal responsibility to remain curious and keep learning, to stay abreast of
one’s field, and to connect to the bigger picture.
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MAKING IT REAL
What is one practice that people could start applying today to bring more creativity into their work or work place?
First, a tool: Because I see us moving more and more into a visual communication world, one tool that I think
accelerates creativity in multiple dimensions all at once is the Flip Mini High Definition plug and play video
camera. It’s simple to use, fits in your pocket and it develops and converges many creative abilities in the
production of content- from conceptualizing, perspective-shifting, framing and composition to storytelling,
acting, observation; from synthesis and meaning through editing to emotional intelligence via the impact on and
feedback loops of viewers; from creative friction and collaboration with others to self-actualization for the
creator. Not to mention that it provides hours of largely cost-free fun.
Second, an approach: My personal mantra for a DREAM career is a mnemonic that I aspire to every day. I don’t
always get it right but it keeps me focused.
D - Differentiate yourself, cultivate uniqueness. (Creativity plays a massive role here)
R - Relationships matter more than knowledge in a digital networked economy
E - Esteem and ethics. These go hand in hand, money can’t buy it and it takes a lifetime to cultivate it
A - Amplify yourself, scale to punch above your weight, make a bigger difference, achieve more with
the same effort. (This is about leading and inspiring others to contribute to your vision)
M - Memorable - make heart-to-heart connections, make people feel good about themselves.
What is Creative Leadership to you? Leadership of others starts with leadership of self. Even if one has reached the highest rung
of people leadership, it’s important to keep your own creativity juiced up by continuing to
practice creation:
CREATE: Create something, change the world, make a difference. This is about applying your
unique gifts. It can take the form of a vision, a company, a project, an artifact or an object.
COLLABORATE: This is about creating with others, experiencing creative friction, collective
energy.
CATALYZE: This is about letting go of self, being open and freeing energy, working through
others, leading, teaching, developing.
CLUTIVATE COURAGE: Fear is the greatest inhibitor to human potential and a bigger
limitation than any obstacle the world can put in one’s way. Creative Leadership is about
being personally courageous and helping others find courage and supporting their risk-
taking.
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Interview with Jeff Klein Jeff Klein, CEO of Cause Alliance Marketing, producers of collaborative, cause-related
marketing programs. He also serves as Executive Director for Conscious Capitalism, Inc. (a.k.a.
FLOW) through which he facilitates Conscious Business™, Peace Through Commerce®, and
Accelerating Women Entrepreneurs™ Alliances, working with Thunderbird School For Global
Management, U.S. Special Operations Command, and the Business Roundtable Ethics
Institute. Jeff wrote his new book, Working for Good: Making a Difference While Making a
Living for innovative entrepreneurs and organizational change agents wanting to thrive by
doing good.
How does your work engage creativity?
Collaboration, which is at the core of alliances, fosters creativity. Bringing together diverse
individuals and organizations with shared vision and compatible interests to create new
(often ad hoc) organizations and to formulate and implement programs that serve their
individual interests while advancing their shared mission is an exercise in creativity for all
involved, and facilitating these alliances demands creativity and many of the elements that
foster it – including flexibility, openness, adaptability.
What do you see as the New Paradigm of Work?
The new paradigm of work sees work as part of an integrated life, and as a path and platform
for expression and cultivation of creativity and potential. A general and increasing concern
for businesses, documented in research by Interaction Associates and others, is that of
employee engagement – catalyzing the energy, attention, passion, and creativity of
employees. On the other side, employees (particularly among the Millennials) are demanding
work that reflects their values and engages their passion and sense of purpose. For the
swelling ranks of “free agents” – consultants and entrepreneurs, “holistic” work is simply a
given.
What do you see as the role of creativity in that paradigm? Creativity is an essential element of the new paradigm of work, part of the process and
product. Working and living in ways that are connected to passion and purpose, that engage
our full beings catalyze creativity. And, being a free agent requires constant creativity to meet
the marketplace and create demand. Entrepreneurship is by definition a creative process. The
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MAKING IT REAL
What is one practice that people could start applying today to bring more creativity into their work or work place? Awareness practice is the foundational skill for cultivating creativity. Mindfulness meditation is one
specific approach to awareness practice or cultivating awareness. By cultivating open, judgment-free
observation of our moment-to-moment experience - of what we are experiencing through our senses
and how we interpret that experience through thoughts and emotions – we cultivate spaciousness,
open-mindedness, freedom to explore and experiment, an inquiring mind.
A simple way of beginning to practice this is to sit comfortably, and to observe the sensations in your
body, as you notice something, name it (in your mind). For example, if you observe tightness in your
shoulders, say in your mind “tightness, tightness tightness…” In a relaxed way…what you will notice is
that the tightness or your focus on it will eventually shift to something else, then observe that. You can
do the same thing for thoughts and you can move between sensations, thoughts and feelings.
new work paradigm is an emerging new reality that has emergence as one of its essential
attributes. We recognize that change and interdependence are fundamental aspects of life
and of business and life, and we cultivate the skills to thrive in this context. Creativity of one
of the essential skills for thriving in a context of emergence.
What mindsets do you see as essential for navigating the new work paradigm? In addition to creativity, other related attitudes, behaviors, and skill for navigating the new
work paradigm include awareness – the ability to reflect and inquire; openness and humility –
to recognize the limits of our knowledge and be open to the insights and perspectives of
others; flexibility and adaptability – to observe and respond to changing circumstances, move
quickly and change course; collaborativeness – to truly work and co-create with others.
What is Creative Leadership to you?
Creative Leaders embody the spirit of creativity and cultivate it in others. Creative Leaders
practice and model creativity and skills that foster it. True leaders are creative by definition,
since they are called to support innovation and risk taking, to forge new ground for their
team or organization. So, in some respects, creative is redundant with respect to leadership,
at least to good, effective leadership!
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Interview with Kat Koppett
Kat Koppett is founder of Koppett + Company, a training and consulting company
specializing in the use of theatre and storytelling techniques for individual and organizational
performance, and the Co-Director of The Mop & Bucket Company, an improvisational
theatre company and school. Her book on how to use improvisational theatre techniques for
organizational development, Training to Imagine: Practical Improvisational Theatre
Techniques to Enhance Creativity, Teamwork, Leadership and Learning, is used by trainers,
teachers and organizational leaders around the world, and will be released in a revised
edition by Stylus Publishing this Fall. Kat has designed and delivered training for Chanel,
Pepsi, Kaiser-Permanente, NYSID, Glens Falls Hospital, JPMorgan Chase, Eli Lilly, and The
Farm Bureau among others in places such as India, Brazil, Paris and Oklahoma. TheatreWeek
Magazine named Kat one of the year’s “Unsung Heroes” for her creation of the completely
improvised musical format, “Spontaneous Broadway” which is now performed from New York
to California to Australia.
How does your work engage creativity?
Improvisers make stuff up, collaboratively, on-the-spot, with no script or pre-planning, in
front of paying audiences demanding to be entertained, often based on that audience's
suggestions. We must take our ideas and passions and intentions and marry them with
whatever is happening in the moment to produce work that delights our customers and
ourselves. In order to accomplish this rather daunting task, improvisers have developed
principles and techniques to guide them. And those approaches seem to apply in helpful
ways to any situation in which people are working collaboratively (or individually, actually) to
build something.
What do you see as the New Paradigm of Work?
There is no longer such a thing as job "security". Whereas there may have been a time when
a person could reasonably think to choose between the chaos and risk of life as an
entrepreneur (or in the arts) and the steady safety of a job in a "solid" profession, now
everyone lives the life of an entrepreneur. Most people will have many jobs. We must all
manage our own career paths and financial well-being with less obvious, traditional
trajectories to follow. And work is not just an at-the-office, 9-5 endeavor for most of us any
more. The marketplace is global, the work-cycle a 24-hour one, personal and professional
lives merge, and your colleagues and friends are as likely to live on the next continent as the
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next block. Work is much more individual, much more intertwined, and much more
unpredictable than in the past.
What do you see as the role of creativity in that paradigm?
The rules are changing all the time. Although planning remains imperative, most plans are
useless, and all of us must be flexible and creative and autonomous and skilled at surfing
change. Although there remain unprecedented opportunities and comforts for many of us,
times are scary in all sorts of ways. Economically, environmentally, socially. It will take our best
selves to develop new ways of interacting with each other to transcend the violence and
mistrusts and that continue to plague us. It will take our most creative approaches to develop
sustainable practices and keep the global community (and the globe) healthy and thriving.
The old ways are failing us, and the stakes are as high as they have ever been. To paraphrase
Daniel Pink, the future will belong to those who can flex, adapt, empathize, tell stories, and
create.
What mindsets do you see as essential for navigating the new work paradigm?
The most fundamental improv principle is the "yes, and" rule which says, an improviser must
accept and build with what her partner offers. (An offer, in improv parlance, is a technical
term that means ANYTHING - an idea, an emotion, a gesture, an attribution - that is created
in the scene.) Significantly, "accept" does not mean "agree". We do not have to like the offers.
They may not be at all what we are expecting or want. But we are obligated to use them,
simply because they exist. On stage that means we accept the co-created reality. For
example, if my partner says, "Hi, Honey, I'm home!" then I accept that he has a honey and
this is his home.
In real life, accepting offers may mean that I accept that my partner has a different
experience of an interaction, or that there is an imposed deadline for a project, or that
climate change is happening, or that there is an increasing disparity between the rich and
poor in the U.S. I may not like it, but it exists, so I must deal with it.
Once I accept the offers that are, then I can move on to the "and" part, which says, I will seek
to create with what is already there. Too often we waste time and energy "yes, but-ing" -
arguing with or blocking the offers that we don't like, or don't see. When we "yes, and" we
are able to build with whatever has come before. Want to get better at "yes, anding"? Start
by shifting your internal question when faced with something unexpected or unattractive
from "Will I accept and build with this?" to "HOW can I use or build with this?"
What is Creative Leadership to you?
The Artistic Director of Freestyle Repertory Theatre, Laura Livingston,
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MAKING IT REAL
What is one practice that people could start applying today to bring more creativity into their work or work place?
Most people respond to the "yes, and" principle above when it is presented. And yet most people also
acknowledge that they and those around them tend to "yes, but" more than they "yes, and". There are
a number of reasons for this ranging from acquired habits to cultural norms and reward structures. Of
course, sometimes "no" is appropriate, courageous, creative and useful. But often we block in ways that
are habitual or fear-based rather than productive.
Keith Johnstone, improv guru and author of "Impro", sums it up this way, “There are people who prefer
to say ‘Yes’, and there are people who prefer to say ‘No’. Those who say ‘Yes’ are rewarded by the
adventures they have. Those who say ‘No’ are rewarded by the safety they attain.” In order to
encourage positive risk-taking and developmental culture in which "yes, and" is practiced, we and our
clients use the "Circus Bow".
The Circus Bow:
Step 1: Put your hands over your head.
Step 2: Say, "I failed!" or "I made a mistake" or "I feel silly!"
Step 3: Take a big celebratory bow and accept wild applause from your colleagues.
The circus bow is, of course, borrowed from the circus. When the start aerialist misses the quadruple
back-flip, he does not slink off muttering that he should have stuck to the triple that he was certain to
succeed at. He celebrates the courage and achievement mindset necessary to have stretched himself
and tried something new and adventurous. It is only in environments where failure is not only tolerated,
but celebrated in this way, that creativity and innovation can truly thrive. (This, by the way, is an idea
which is being rediscovered and heralded in business publications right now. Fast Company, Harvard
Business Review, TED and others have had great articles and discussions on just this topic in the last few
months.)
once told me that she felt her job was to create the jungle gym so that her improvisers could
swing on in. By providing solid structure - clear objectives, rules of engagement, resources,
time, functional and delightful spaces - leaders can provide environments in which creativity
can grow and thrive. Often that means doing the boring, inside-the-box, behind-the-scenes
scut work that gets very little recognition or conscious appreciation. Kinda like being a good
parent, I suppose. In short, Creative Leaders model what they want to encourage, provide
stimulating environments in which it is safe to experiment and grow, and get out of the way.
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Interview with Michael Margolis
Michael Margolis, President of Get Storied and author of Believe Me: a storytelling manifesto
for change-makers and innovators - 15 storytelling axioms that will help you re-think how
you must communicate your work, especially in this new adaptive age. Michael advises
businesses, nonprofits, and entrepreneurs on how to get others to believe in their story.
Taking a storied approach has direct impact on the bottom line by turning current and
potential customers into true-believers - and then anything becomes possible.
How does your work engage creativity? For most creative people, the “ideas” side of the process often comes easy. Yet getting others
to understand and care about your ideas is a different story. There’s a big difference between
creating for the pure sake of creation and creating things that others will want and buy. It’s
called relevance. And it lives at the intersection of creativity and storytelling. Anytime you’re
introducing something new or different, you have to paint a picture that others can actually
relate to. Otherwise, your idea is just plain dead on arrival.
What do you see as the New Paradigm of Work?
So many people and organizations I know seem to be in the midst of “re-invention”. We’re all
somehow recalibrating who we are and how we show up in the work. There’s a huge hunger
and thirst for creativity. The old way of communicating is falling on deaf ears. People want a
genuine, authentic, responsive connection – whether they’re an employee, a customer, a
donor, or a member. It’s a time of major upheaval, as we re-examine and re-define what we
mean by “value”. We’re all learning new ways of communicating and relating to one another.
And this requires new stories, and new ways of telling them.
Storytelling has huge business value. It’s really about apply narrative to the strategic
conversation –developing a new mindset around the stories we choose to tell, and how those
stories shape our world. Every business tells stories. They’re just not always conscious of
them. Your brand tells a story. Your strategic vision tells a story. Your cultural norms tell a
story. Stories are one of the drive-trains of our economy and our society. Behind every stock
price are stories that drive perception of market value. And as individuals, we define our lives
and identities through the stories we tell.
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These are some of the big themes in my new book, Believe Me. My very first axiom says,
“People don’t really buy your product, solution, or idea, they buy the stories that are attached
to it.” Which means if you want people to believe in what you’re doing, you better look at the
characteristics of your story. One of the first questions to ask yourself is whether your story is
big enough?
What do you see as the role of creativity in that paradigm?
Creativity is about expanding the world of possibilities. Many organizations are faced with
increasing constraints and plenty of reasons to be depressed and demoralized. I think that
creativity from the perspective of new possibilities is a refreshing attitude. The bigger the
story you can tell, the more room there is under the tent for people to locate themselves in it.
Which means you want a story that people can identify with as their own. Also by expanding
the story, you move beyond old constraints into greater space and freedom.
What mindsets do you see as essential for navigating the new work paradigm? In every business, industry and issue area there’s usually a bigger story just waiting to be told.
You have to look at the possibilities, and find the larger universal story that everyone can
relate to and accept as truth.
One example is the organization Charity: Water. There are plenty of nonprofits working on
water issues, but Charity: Water is the only one that in just three short years has built a global
pop culture movement around the issue of water. It engages both celebrities and the general
public in a manner that turns people in true committed evangelists. The various ways Charity
Water packages the story makes it so easy to become invested as a true believer. They ask
photo journalists to document the stories of how communities transform when they receive
access to clean water wells. Google Maps and info-graphics show you where the water wells
are built. And there’s creative banner graphics and social media plug-ins for anyone to
become a brand ambassador for the cause. Charity: Water is finding a way to crack the code
on the water story and get people to feel invested around the issue.
What is Creative Leadership to you? I think back metaphorically to Christopher Columbus and the Age of Exploration. We know
there’s something bigger out there, because the current world as we’ve defined it, feels way
too constrained. We’ve outgrown the existing container and our systems are clearly strained
beyond capacity. Creative Leadership to me is about learning how to travel off the map.
But what lies out on the horizon? That’s the task of Creative Leadership – to lead people into
the creative unknown. This takes a leap of faith and the belief that a more generative future is
possible. If not, all you have are the existing stories, which have been over-rationalized to
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MAKING IT REAL
What is one practice that people could start applying today to bring more creativity into their work or work place?
In my journey to become a better storyteller, I’ve had to learn how to become a better story listener.
The responsibility is on me to become a better listener by listening to others stories. As I develop a
deeper intimate understanding of their world, I can share in a way that better relates to another’s story
(i.e. it's not always about me!).
You can do this too. Channel your inner-anthropologist, and go observe and listen. Here’s one simple
idea:
1. Buy a digital video camera (about $100 now!) – and go around asking a bunch of people the same
question.
2. If you’re in a big company, ask co-workers a question about mission or passion.
3. If you’re more on your own, go out in public, or better yet where your customers gather, and ask
them ONE question about their lives.
4. In either case, the question has to be something that people will have energy around. If there’s
energy, you’ll collect great stories.
5. Finally, look at the patterns of what you hear. What is the common storyline or variations on a
theme? If you can find where people agree, build your own story around that. You can also learn a lot
about the status quo story you might be up against.
death. We’re all thirsty for the bigger story. It’s your job as a Creative Leader to find and tell
the bigger story.
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Interview with Dan Pink Dan Pink is the prolific author of several provocative books about the changing world of
work, including Drive, A Whole New Mind, The Adventures of Johnny Bunko, and Free Agent
Nation. Dan’s latest book, Drive: The Surprising Truth about What Motivates Us has been
called “an integral addition to a growing body of literature calling for a radical shift in how
businesses operate” (Kircus) and “a new model of motivation that offers tremendous insight
into our deepest nature” (Publishers Weekly). A great read for anyone who wants to create or
inspire an innovative work culture!
How does your work engage creativity? I like to think that what I do itself requires creativity. But what's probably more important is
that the arguments in my books are in some senses arguments for creativity. For instance, in
A WHOLE NEW MIND, I argue that routine, rule-based, "left brain" abilities -- such as simple
accounting, basic computer programming and so forth -- have become easy to outsource
and easy to automate. That makes abilities that are hard to send overseas or reduce to
software -- for example, artistry, empathy, and big picture thinking -- more valuable.
What do you see as the New Paradigm of Work? It's non-routine -- that is, you can't reduce it to script, a formula, an algorithm or a series of
steps that lead to a correct answer. It's multi-disciplinary. It involves elements of design,
empathy, and symphonic thinking. It's self-directed rather than "managed." And it's animated
by a sense of purpose.
What do you see as the role of creativity in that paradigm? It's threaded through the entire fabric. If you look at the work and the abilities that are
disappearing, or at least becoming less important, they're the antithesis of creativity --
routine, rule-based, single discipline, and managed. The defining work of the 21st century is
conceptual, empathic, and big picture.
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MAKING IT REAL
What is one practice that people could start applying today to bring more creativity into their work or work place?
One of my favorites comes from the Australian software company Atlassian. Once a quarter, they say
to their software developers: "For the next 24 hours, go work on whatever you want, any way you want,
with whomever you want." All the company asks is that people show what they've created to the rest of
the company at the end of those 24 hours. They call these things "FedEx Days," because you have to
deliver something overnight. It turns out that those one-day bursts of intense, undiluted autonomy
have produced more innovation and creativity than just about anything else the company has done.
What mindsets do you see as essential for navigating the new work paradigm?
At the heart is a sense of intrinsic motivation -- doing something not for the extrinsic rewards
it brings, but for the inherent satisfaction of the task itself. Beyond that, it demands a sense of
autonomy and self-direction as well as a yearning to get better at something that matters --
all of which are pointed toward a cause larger than one's self.
What is Creative Leadership to you?
It's providing the context and environment that allows people to do their best work -- and
then getting out of their way.
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Interview with George Pór George Pór is co-founder of CommunityIntelligence Ltd, a London-based transformation
agency, the hub of an international network of consultants collaborating on larger projects.
George is a pioneer of using social media for developing such strategic organizational
capabilities as collaborative work and learning. His specialty is advising leaders about
communities of practice as untapped engines of value creation. He brought the concept of
"communities of practice" to the European Commission and guided a 3-year project to
develop such communities. George’s clients have included Canadian Imperial Bank of
Commerce, Copenhagen Institute for the Future, Electric Power Research Institute, European
Foundation for Management Development, European Investment Bank, Ford Motor Co.,
Greenpeace, Intel, H-P, Procter & Gamble, Siemens, Swedish Organizational Learning
Association, Unilever, UNDP, and World Wildlife Foundation among others. George held
Senior Research Fellow position at INSEAD, and Research Fellowship at London School of
Economics. Currently, he serves as Research Fellow at the University of Amsterdam Business
School, and on the Editorial Board of the Journal of Knowledge Management.
How does your work engage creativity? My work includes the development of organizational capabilities for generating community-
enabled business results. The work may take various forms from executive seminars on
“communities of practice” strategy, to training of community hosts, recommending and
architecting the virtual environment, and creating client-specific evaluation framework and
metrics.
Another dimension of what we do at CommunityIntelligence in addition to unleashing
collective creativity is executive seminars and briefings about the strategic uses of social
media. Typical topics include building and working with online customer communities, the
essence of which can be summed up with 6 words: Learn - Listen - Participate - Engage -
Measure - Improve. In that area, we do strategy development, community design, social
media audit, and collective creativity facilitation.
What do you see as the New Paradigm of Work? For the first time in history work has a chance to become passion manifest in mutually
supportive, value-creating relationships among associated free agents. This happens when
people organize themselves to accomplish something together that they care about. The
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new paradigm of work requires balancing the precision of coordination needed to deliver on
time/budget with the rank-and-file initiatives and self-organization that is a potent source of
creativity.
What do you see as the role of creativity in that paradigm? Creativity IS the new paradigm. Of course, creativity is not new but what makes the paradigm
new is that, this time around, socially recognized and rewarded creativity is not the privilege
of the few. In fact, if you look at the big sweeps of history, you can notice, when an epoch
got eclipsed by the emergent next, it happened because the new way of organizing work
succeeded to liberate more creativity from more people than its predecessor.
That was the secret of the industrial society’s triumph over the feudal system. Today, we are
witnessing an upshift in social creativity, which is even more momentous. Never before had 2
billion people access to the means of creating value by expressing themselves through an
ever widening array of tools for tweets, blogs, wikis, and videos.
The new tools are enabling and invigorating the emergence of new work systems inside and
outside traditional organizations. Those systems are based on mutuality, partnership, and the
quadruple bottom line reporting (economic health, co-workers’ well-being, environmental
impact, and social equity) that is gaining momentum.
What mindsets do you see as essential for navigating the new work paradigm? They are similar to those qualities that help navigating ships on turbulent waters in any era of
transition: mindfulness, hunger to learn, integrity, courage, and community with all on the
ship. The last one is particularly important because cooperation trumps selfishness not only in
the big game of evolution but also because in the game of business, collaborative advantage
is the new competitive advantage.
What I’d add to that is the importance of having a Personal Advisory Board (PAB). That’s
because there are things that we don’t know that we don’t know them, and they can kill us. A
PAB is a handpicked circle of wise woman and men, who carry your highest potential in their
heart. When you need the depth of multiple vantage points call your Board.
What is Creative Leadership to you?
Liberating the creative urge present in others. The Creative Leader does that by creating
open spaces in closed systems and minds - spaces where people can experiment, evolve,
and prototype the future.
The Creative Leader is also a “healer” of the system in crisis, be it a Learning & Development
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MAKING IT REAL
What is one practice that people could start applying today to bring more creativity into their work or work place?
One practice I developed, inspired by the work of Otto Scharmer and Francisco Varela, is called “Attention
Training with Focus.” It works well for those who find themselves in need of creating a radically new approach to
a wicked problem because the others didn’t work; or those in need of re-inventing themselves to match their
changing life or work conditions.
Attention Training with Focus is comprised of the following 5 simple stages. Practice it when you have 20 minutes
free of distractions. A relaxed but alert body posture is also recommended. You can do it with eyes open or
closed, whichever is more comfortable.
1. Suspend your inner chatter. Pause the continual flow of thoughts, images, and feelings. When you shake off
already-formed concepts, you’ll be able to create the opening needed for something new to emerge. Observe
your breath - breathing in and out without judging or evaluating it. Don’t be hard on yourself - 3-5 minutes is a
good start.
2. Redirect your attention from external things, or thoughts, to its source. In other words, pay attention to
attention itself. When the source become the focus, a subtle but powerful shift occurs that enhances your
moment-to-moment awareness in the moment. In that split second you see your world anew - from a
perspective of the whole. When that happens, just relax into it. This opens to more creative potential.
3. Let go of controlling the result of the exercise. If impatience appears, look at it, then let it go. Even if you think
you already got a solution, don’t accept it just yet. This is a time for letting go of any preferred future state of the
issue or goal you’re dealing with, temporarily giving it up to the unconscious mind.
4. Hold space for new possibilities to emerge without you pushing them. In that “holding space,” articulate a
simple question that is at the heart of your situation. Put it in the focus of your attention but instead of looking
for answers, walk around it, and consider it under various angles, in all the contexts in which it has meaning for
you.
5. Listen for an answer to what arises from that unhurried space - a space of possibility uncontrolled by your
previous attitudes and opinions. First it may appear as a felt sense, for which you don’t yet have words. Don’t
force words into it; instead sense its quality and let words come from it. This gives an opportunity for a new and
surprising solution to your problem, challenge or situation.
department of a business or a whole multinational corporation. Living systems tend to be
self-healing if the feedback loops with and among its parts are alive. All the leader has to do
is creating the conditions for a truly participatory culture, where the collective intelligence and
wisdom of the whole can freely manifest and benefit all parts.
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Interview with Jay Rhoderick
Jay Rhoderick, Founder and President of Bizprov, Inc., a unique, dynamic corporate training
consulting firm that uses the core principles of improvisational theater in business. Jay has
taught improvisation to hundreds of managers, executives and professionals at all levels for
fifteen years. He has strengthened teams, developed public speaking and collaboration skills,
and engendered new modes of creativity at many leading firms and organizations, such as
Dow Jones, HSBC, Merck, Citigroup, PriceWaterhouseCoopers, Pearlfisher, and the United
States Olympic Committee and athletes among others. A seasoned improviser, Jay is a
founder and performer with the legendary long-form improv NYC troupe, Centralia, which
was recently recognized as Best Long Form group from Improvisation News.
How does your work engage creativity? Improvisation is about risk-taking and a combination of being open to new ideas and ways of
doing things as well exploiting them in a meaningful, useful and connected way. In my work
encouraging professionals to create instant alignment and positive “yes-based” collaboration
with each other, I see clients making choices in subtle moments to avoid the traps of asking
lazy questions and instead give information to make leaps together. Clients make strong
intellectual and emotional offers, they actively listen to each other and heighten resonant
ideas and relationships when they emerge. A decision must be made each moment: how to
respond creatively to interesting ideas and offers. Improvisers are curious to figure out how,
to take risks, to celebrate creative errors and audacity, because it is through this courageous
curiosity and exploration that we reveal new business opportunities and values.
What do you see as the New Paradigm of Work?
For years, technology has connected our society and economy and revolutionized
communication and creativity. Connectivity, though, is emerging in more and more
complicated and adaptive modes. Only partly as a result of the fractured job market, each of
us is developing a personal brand (in online profiles and networks, self-assessment, etc.) and
each brand creates custom "app's" to connect outwardly. We customize our engagement
styles with tasks and information in increasingly inventive ways. Feedback is 360 degrees with
more sensitivity and entry points and thus ever more comprehensive. As workers and bosses
see each other in a more holistic, multi-faceted way, it makes possible more moves, often in
unexpected directions. The complexity grows more chaotic, but we're also getting, as Lewis
Carroll said, "curiouser and curiouser". We are seeking out and discovering unexpected ways
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and algorithms so as to adapt our personal brands, skills and interests to custom-arrange
NEW connection points. We're creating more and more hybrid projects and products,
because we are becoming more curious in our connectivity and innovation. It's a
recombinant cycle. What do you see as the role of creativity in that paradigm?
Work and commercial resources are more readily available, decentralized and sub-
franchised. In this broad tendency toward connectivity, there is a spirit of improvisation--
being open to finding and devising new ways forward that are adaptive rather than
reactionary. Navigating connections with curiosity allows us as workers to see more
possibilities and open more doors. Being creative in our curiosity helps us develop flexibility,
resilience and flow as we make more and more micro-decisions on how to exploit potential
connections to people, products, and ideas. We can creatively deal with customers, fearlessly
experiment with new competitive strategies, and make connections we hadn’t considered
before. What mindsets do you see as essential for navigating the new work paradigm?
The improvisational approach means listening and reacting without pre-planning, being
curious, exploring without foreclosing options, and inviting our collaborators to discover
exciting and valuable things with us without prejudice or micromanagement. All of these are
essential to effectively flow within the world’s matrix of connections.
What is Creative Leadership to you? By using the core principles of improvisation-- collaboration, curiosity, humble openness and
exploration – and approaching improvisation diligently and with joy, workers react more
flexibly and spontaneously, and they become early adopters and change agents for their
firms. They create valuable opportunities and connections for themselves and their
firm. They’re leaders.
As leaders, we invite more ideas, make confident and creative decisions, defuse conflict and
embody openness. Thus we discover synergies, react nimbly to surprises, and are in the
moment but also forward-thinking. Creative Leaders make work an intriguing journey.
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MAKING IT REAL
What is one practice that people could start applying today to bring more creativity into their work or work place?
A great entry-point exercise for an individual (or for a group playing in a round-robin format) is
Rant/Rave/Dream/Nightmare and it works on 4 poles of point-of-view, pushing them as far as possible
in order to search for a clearer truth located in the middle. It's a creative form of overkill and can break
us out of stale thought patterns.
To do it, you say out loud (or write, or both, but saying aloud is better) in full emotion what you really
hate (rant) about something. Make it a fast, shouted brainstormed list! Then you can say what's super-
great about a thing (rave), then what's utterly terrifying about it (nightmare--and let out your inner 3-
year-old on this), and finally what a thing can do to make the world a wonderful place (dream).
The topic can be 1 thing for all for brainstorms, or you can switch randomly, and you shouldn't feel
bound to realistic thoughts. This is overkill, and you should give yourself permission to be unreasonable
in your feelings and POV. Try playing Devil's Advocate and rant about what you actually love, or have a
nightmare about something truly harmless, etc. It's funny, and it breaks down compartmentalized
thinking by suggesting new POV extremes.
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Interview with Robert Richman
Robert Richman, Product Manager of Zappos Insights. Through service and culture, Zappos
built a billion dollar business that Amazon recently acquired. Zappos Insights is the division
that teaches other companies how to create great service and culture. Before landing at
Zappos, Robert was a successful serial entrepreneur: he was co-founder of the Affinity Lab in
Washington, DC, a renowned creative workspace for entrepreneurs; started a print magazine
from scratch; and served as the online marketer and leadership coach.
How does your work engage creativity?
In general, I'm constantly creating new business ideas and information products. From a
marketing standpoint, I take different techniques and put together a collage campaign that
works best for the audience or client.
In my work as a coach, and especially now with Zappos, I realized that business today is
almost entirely communications. Everything from managing to presenting to writing up a
product specification is an act of communication. So I feel that as a leader I'm constantly
creative by choosing the words and language I use to communicate.
What do you see as the New Paradigm of Work?
The new paradigm of work will sound crazy to those who are still trapped in our current
paradigm. Try this on, and see if you believe it or if it sounds absurd: It is possible to LOVE
your Monday morning. And I don't mean just for the CEO. I mean for everyone in the
company, even customer service call center representatives. That's the model we are creating
and living here at Zappos.
I believe the new paradigm will not be about faster, better, cheaper. It will be about who has
the best ideas and who can really execute on them. In order to do this, we'll have to change
the whole paradigm of the 9 to 5 job. That makes it about time rather than results. The
current paradigm says we need employees for a full day, five days a week.
The smart ones will think in terms of their goals and give greater flexibility to employees who
really deliver results. They'll also realize that employees come up with great ideas while away
from the office.
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What do you see as the role of creativity in that paradigm? It's huge. In so many areas, other countries can do what we do faster and cheaper. But we
still have an edge in creativity. We can create the new ideas that will solve the world's
problems.
What mindsets do you see as essential for navigating the new work paradigm? The first would probably be the ability to adapt and deal with change. We feel the need to
control everything. But creativity is often about accessing our deeper impulses and intuition
that can guide us to what we need to do.
The second would be an attitude of service. That's all business really is. Giving something of
so much value that someone is willing to part with their hard earned money to get it. How
well are you serving your customers? Your employees? Your vendors? Your partners? How
do you know for sure? This is where creativity really helps.
What is Creative Leadership to you?
Creative Leadership to me is the ability to tap into one's intuition to determine what action to
take. I believe when we are very calm, collected, and in touch with our bodies, we have a
natural intelligence and leadership that emerges.
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MAKING IT REAL
What is one practice that people could start applying today to bring more creativity into their work or work place?
People are a storehouse of ideas. We all have tons of them if we really let ourselves free. The problem
is that often times our ideas are shut down, or people criticize them, or we bring up suggestions and
nothing happens. We all can get dismayed by the process of creativity when it's not rewarded. So in
that sense, I don't think the problem is a lack of ideas, or creativity. The problem is how do you
recognize an amazing idea, and how do you get it to become reality?
This is the technique I use to bring an idea to life. Every time I've used it, my idea becomes real. First is
what's called "the test." An idea must pass this test or it has a strong chance of failing.
1. If I know it will fail, do I still want to do this? If you answer no, then I'm sorry to say that you probably
don't have what it takes to keep working on your idea when times get tough. You'll simply give up. But
if you have an idea that would be worth the journey, worth the learning, no matter how it works out,
then you have an idea that's worth pursuing.
2. If I know it will be a huge pain in the butt, is it still worth it? Sometimes ideas sound fun, even if
they'll fail. But what if it takes you 10 times longer than you thought it would. What if it breaks all along
the way and you need to fix it. What if you need to get a lot of help when you thought you could do it
all yourself? Is it still worth it? If it is, then you have the passion to make it real.
Second, if your idea has passed these two tests, the next thing you have to do is remove your need for
permission. I'm not just talking about approval. I'm talking about permission. If you hear yourself saying
any of these things:
I need more time.
I need an investor.
People won't give me help.
I don't have the right partners.
My spouse won't like it.
Then you're looking for the permission from someone or something else. You're giving yourself an out
if you do this. Instead give yourself permission, and fully commit to it. That's when the answers start
coming, because you're looking from a place of commitment and belief, rather than looking for
permission.
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Interview with Brian Robertson
Brian Robertson, a pioneer of holacracy, a new organizational operating system noted for
dramatically increasing agility, transparency, innovation and accountability. Brian's initial
development of holacracy took place at an award-winning software company he founded in
2001 and led as CEO through 2007, which served as a test bed for new methods of
organizing and working together. The resulting system was named holacracy and made its
debut in 2006 in a prominent article in the Wall Street Journal. Holacracy continues to evolve
under the stewardship of HolacracyOne, co-founded by Robertson, to further develop the
method and bring it to the world. It's now being applied by organizations and organizational
consultants all over the world.
How does your work engage creativity?
It is a comprehensive practice for governing and running our organizations. With its
transformative structure and processes, holacracy integrates the collective wisdom of people
throughout the company, while aligning the organization with its broader purpose and a
more organic way of operating. The result is dramatically increased agility, transparency,
accountability, and innovation – creativity in action.
Holacracy takes leading-edge ideas and principles about harnessing creativity and instills
them in the actual structures and processes of the organization. It grounds them in practice
and brings them to life.
What do you see as the New Paradigm of Work? Over the past two decades, dozens of thought leaders have pointed the way to new
capacities that organizations must develop to thrive amidst our 21st century challenges. Peter
Senge highlights the need for systems thinking and learning organizations. Gary Hamel
describes radically new management methods. Meg Wheatley calls for self-organization and
a living systems mindset. And Jim Collins shows the impact of leaders who get their ego out
of the way. These visionaries and many more have been highlighting the limits of our
conventional views of organization and leadership, and offering a glimpse of new possibilities
available to us – if we’re able to make the leap.
The approach holacracy takes to realizing this shift is comprehensive and transformative, yet
equally honors conventional fundamentals. It is not enough to simply throw out current
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methods, however obsolete – we must replace them with new methods which still achieve
the value of the conventional, plus much more.
Static predict-and-control management methods must give way to a more dynamic and
adaptable approach. This requires shifting rigid top-down power hierarchies into a more
responsive organic structure, and then using that new structure to distribute governance and
capture learning throughout the entire organization. That means surfacing a great deal of
feedback, so slow meetings and painful decision-making must be replaced with an approach
that rapidly integrates key perspectives from multiple people.
The organization’s operational processes can then take advantage of this newfound agility to
harness innovation and deliver superior results. To avoid all of this falling apart in a clash of
egos, the organization will need a compelling purpose that invites everyone to serve
something larger than themselves, and a purpose-driven board to anchor it. Sustaining this
over time will require new language and meaning-making in the culture, to help uproot
deeply-entrenched mental models that are limiting in light of the emerging reality such a
system offers.
What do you see as the role of creativity in that paradigm?
The new paradigm more naturally allows creativity to happen, and allows an organization to
be a better instrument for its emergence. Creativity is at the heart of reality, it is a
fundamental drive of the universe we live in – where once there were only atoms, molecules
emerges; where once only reptiles, some sprouted wings and learned to fly. We live in a
naturally evolving, creative universe, one which constantly seeks to express newness, to
manifest deeper and higher levels of order and embrace.
The new work paradigm doesn’t use creativity; it is a deeper expression of creativity in action,
and one which itself helps to further express the same fundamental creative impulse that
started this 14 billion year journey of ours.
What mindsets do you see as essential for navigating the new work paradigm?
Most modern leadership and management techniques are based on a predict-and-control
paradigm. This mindset asks those in leadership roles to anticipate and design the best path
to achieve pre-defined goals in advance, and then control for any deviations to the
prescribed plan. This approach matured through the first half of the twentieth century and
worked well enough in the relatively simple and static environments faced by organizations
of that era.
Today, our predict-and-control techniques are struggling to keep up with the agility and
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MAKING IT REAL
What is one practice that people could start applying today to bring more creativity into their work or work place?
Whenever you feel the need to predict-and-control a project or decision, stop and ask yourself how
you could enable more dynamic steering. Typically this means establishing tight feedback loops and
frequent opportunities to steer down the road. Shift your planning and decision-making processes to
focus on quickly reaching a workable decision and then letting reality inform the next step, rather than
agonizing about what "might" happen in an effort to conjure up a theoretical "best" decision that still
doesn’t quite get it right.
Move swiftly from discussion and planning to actually testing decisions in reality and learning from the
results – plans which start out imperfect will become well-aligned with actual needs through a continual
process of facing reality and incorporating feedback.
In regular operational meetings, you can build your agendas at the start of the meeting, in that
moment based on present tensions, rather than bringing a pre-established agenda in advance. Then
stay laser focused on just identifying the next action needed to move each issue forward, and move on
– get through the entire agenda every meeting.
When confronted with the need for a decision, resist the urge to compulsively make it; instead ask
yourself when you need to make it, and delay to the end of that timebox - delaying decisions to the
last responsible moment allows you to collect more data in the meantime. These shifts will help an
individual or a team more move towards dynamic steering and the creativity it enables.
innovation required in a landscape of rapid change and dynamic complexity. They’re also
failing to ignite the passion and creativity of a new generation of workers demanding greater
meaning and purpose in their work.
In today’s environment, steering an organization with predict-and-control methods is akin to
riding a bicycle by pointing in the right direction, then holding the handlebars rigid and
pedaling, eyes closed. Organizations need more dynamic methods for steering their work, to
gradually shift from predict-and-control, to experiment-and-adapt, and finally to true sense-
and-respond. Like riding a bicycle, dynamic steering involves pursuing a general aim by
adapting continuously in light of real data about present reality.
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Interview with Cathy Rose Salit Cathy Rose Salit, CEO of Performance of a Lifetime, a training and consulting company that
brings the tools and framework of theater and improvisation to corporate and organizational
life. Cathy began her career as an upstart and risk-taker at the age of 13, when she dropped
out of eighth grade and, along with some friends and their more open-minded parents,
started an alternative school in an abandoned storefront in New York City. This innovative
endeavor led to Random House's publication of their book, Starting Your Own High School.
Since then, Cathy has spent her life as an onstage performer, educational pioneer and social
entrepreneur, launching innovative businesses and organizations designed as centers for
change, learning and growth. Her clients include PricewaterhouseCoopers, Microsoft, Mars,
Credit Suisse, the US Olympic Committee, Barclays and John Hopkins Hospital, where her
recent work includes a ground-breaking resiliency program for oncology nurses. An
accomplished singer, actress, director, and improvisational comic, Cathy can be seen
performing in improvised musical comedy with The Proverbial Loons at the Castillo Theatre in
New York City.
How does your work engage creativity? In my work, I help people in organizations to be creative in response to all kinds of
challenges and situations in life and work. This little script and song is my (impromptu)
response to your question, an invitation to share/practice/create in real time. I’m very
committed to helping people engage in a creative process all the time, which means that it
doesn't matter whether the "end product" is brilliant.
What do you see as the New Paradigm of Work? We all need to get much better at handling uncertainty, dealing with the unknown (and
perhaps unknowable), and embracing change and the unexpected. Organizations (and their
leaders) who are interested in developing their people to be more open-minded and to take
risks — and are willing to invest in it — are part of a new paradigm of work. They focus on
creating a work environment and culture that supports shaking things up and nurtures new
ideas and practices. And part of what makes that possible is helping people to grow and
develop emotionally, socially and intellectually.
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What do you see as the role of creativity in that paradigm?
It’s essential. It takes creativity to break out of our habitual ways of working, conversing and
interacting — with colleagues, customers, stakeholders, etc. We get stuck in our “scripts,”
comfortable with our “stock characters.” I think that exercising the creativity needed to
expand your professional and personal repertoire — to try out different “performances” — is
crucial. In my work, theater and improvisation provide the creative venue.
For example: a colleague and friend of mine, the developmental psychologist Lenora Fulani,
has created an amazing program in New York City called “Operation Conversation: Cops and
Kids.” She recruits police officers and inner city young people (whose typical relationship is, to
put it mildly, estranged), brings them into a room, and directs them in creating
improvisational theater together. It’s awe-inspiring. It completely changes how they see each
other, and what they can then say and hear. That’s the power of creativity!
Or Andy Lansing, the CEO from Chicago recently profiled in the New York Times “Corner
Office” column, whose first question to potential hires is “Are you nice?” I love that! What a
creative question! It conveys a message about what it takes to succeed at this company
(which obviously places a premium on how people relate to each other), it challenges the
interviewee to think and talk in a way that they don’t expect (personally), and it breaks the
mold of what a CEO (or anyone for that matter) would ask a potential new hire.
What mindsets do you see as essential for navigating the new work paradigm? Improvise. Perform. Relate to every conversation, meeting, and interaction as an
improvisational scene in which you are a performer, writer and director. Break rules and make
up new ones — not just in coming up with ideas, but in how we organize what we do
together and how we do it in the workplace. Become a creative artist whose medium is
everyday life.
What is Creative Leadership to you? Creative Leadership is being willing to fail. That school I started at 13? I can’t honestly say that
it was an unqualified success. (To this day I still can’t identify a subjunctive clause or multiply
past 6). But for me, “success” or no, it changed everything. It taught me the fundamental
importance of creatively questioning and creatively building new ways of living and working
in our world.
Creative Leadership is doing things before we know how (and encouraging others to as well).
Our culture, with its insistence on knowing how things are going to turn out (an illusion in any
event), inhibits our appetite for and skill at bringing new things into existence.
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MAKING IT REAL
What is one practice that people could start applying today to bring more creativity into their work or work place?
Learn and use the golden rule of improvisers: “Yes, And.” Our natural tendency is to say “Yes,
but,” which blocks the flow of conversation — and any chance of creativity. Saying “yes” means
that you accept the person and what she or he has said. “And” lets you build on what your
colleague has given you, adding your contribution.
Try this exercise: when you’re in a conversation with a colleague at work, listen extra carefully.
Don’t plan what you’re going to say — just listen. When your colleague finishes, say “yes, and”
and let that guide what you say next. Even if you don’t agree!
Start paying attention to all of the “Yes, buts’” that you say and hear. See if you can start to bring
this “creative positivity” into the meetings and conversations that you’re part of.
Creative Leadership means working and playing well with others. Creativity is not a solo act.
Everyday creativity is an ensemble performance, in which people build on one another’s
contributions to create new possibilities and new understandings of what they are doing
together. Creative Leaders model all this in what they do and how they do it, and don’t
swerve from their commitment to helping other people take risks — which as often as not
means taking the risk with them. You can’t control it! Let things emerge and then take on the
creative challenge of figuring out what to do next.
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Interview with Paul Scheele Paul Scheele is the founding partner of Learning Strategies Corporation, chairman of Natural
Brilliance Productions, and founding member of the distinguished Transformational
Leadership Council, is an accomplished author, speaker, and consultant in the area of human
development, the brain, learning and creativity, transformation, and leadership. The following
are his thoughts on business creativity, creative leadership, and the emerging business
paradigm.
How does your work engage creativity?
On a continuum of problem solving approaches, we often place creativity on one end and
rational/analytical approaches on the other end, but we really need both ends of that
continuum at different stages during the problem solving process. I work with integrating
both sides of the brain and both ends of that continuum.
For example, in my second book, Natural Brilliance, I describe a creative problem solving
process I originally created for Honeywell, where I taught for years a course called
“Creativity and Problem Solving” as well as a course called “Managing Creativity and
Innovation.” My approach uses Neuro-Linguistic Programming in a systematic way to
deconstruct a rigid definition of “problem” from a static or stagnant view of a “thing” called
“problem” to a more fluid and flexible exploration of internal representations and options.
When we do, we permit the brain’s reorganization of parts into effective new
arrangements, and freeing the mind to ultimately discover a cohesive whole that achieves
“solutions” containing all the desired benefits we seek.
What do you see as the New Paradigm of Work?
The new paradigm of work is a focus on a quadruple bottom-line. We are creating
economies that practice conscious capitalism and organizations that strive to create
enterprise that is socially just, environmentally and economically sustainable, and spiritually
fulfilling. Employees and managers in such businesses are finding greater meaning and
purpose in what they do. Their gifts are encouraged to come forward. They know that
their work actively creates a better world for all.
It is bringing about conscious capitalism - measuring results by real indicators of human
progress, and not merely an economic bottom line that stresses quarterly earnings. The
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measures of the business also include the social capital that is being returned to the
community, and the business practices are sustainable environmentally. More than just
consumerism, real value is produced for customers, the employees, the organization, and
the community.
In the past, we were hired based on talent to solve problems and implement solutions to
problems that were clear. But in the emerging paradigm, we are faced with extremely
challenging problems. We have to do adaptive work - actively learning how to define and
attend to emergent solutions in ways that do not grow out of our history. It requires
embracing paradox - recognizing that whatever solution we implement can create more
problems. Every solution contains problems, and every problem contains solutions - giving
up the notion that we can find a lasting solution. It is a continual process of solving,
creating, implementing, getting feedback, and refining.
What do you see as the role of creativity in that paradigm? A lot of business activity is devoted to problem solving. And most of our problems exist as
the unintended by-products of our current problem solving strategies, all of which have
emerged from mental models that emerged out of our social system. Naturally, we have
blinders to the fact, and think we are producing something new while we are actually
busily creating more of the same.
The role of creativity is a full-on frontal assault of the mental models that created the
messes humanity now needs to clean up. As the brilliant creative thinker and inventor
Buckminster Fuller said, “Humanity is in its final exam. And I am confident we can make it if
we recognize we are here for each other, that we are here for our minds.” We need to do
hospice for the old paradigm of business and begin to “mid-wife” the new. Adaptive work
needs to be performed, and creative new approaches need to be birthed every day, if we
are to move from the level of consciousness that produced our current malaise, into a new
paradigm that creates a world that works for everyone.
What mindsets do you see as essential for navigating the new work paradigm? Improv Principles are a great template for navigating in a more fluid, emergent work
environment. Three that are being highlighted in the Creativity In Business Conference are
a great starting point: (1)Yes, and… (2) Make everyone else look good, and (3) Seek the
good of the whole. In addition, two key internal behaviors that I work to help develop in
people are a high tolerance for ambiguity, and the capacity to embrace paradox.
What is Creative Leadership to you?
Creative Leadership is leadership that guides a social system to look into its own blind
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MAKING IT REAL
What is one practice that people could start applying today to bring more creativity into their work or work place?
The most essential tool is to pause in the problem solving process. Don’t rush to premature
closure. Most people who have a problem want to get rid of it as quickly as possible. One of
the first three solutions that come to mind usually get implemented. If we examine time
allocation, 20% of the time is spent in problem definition and solution finding, then 80% of the
time is devoted to implementation. I can virtually guarantee that the solutions will have
emerged from the same problem solving approach that unintentionally put the problem in
place to begin with.
We need to switch that equation around. Take 80% of your problem solving time in problem
definition and solution finding. Explore seven, nine, or eleven potential solutions. Challenge
each solution by anticipating the ways things could go wrong with implementation and build in
creative approaches to maximizing the potential benefits. Then, 20% of your time will be
devoted to implementation, which will also move much more smoothly and effortlessly. Spend
more time in exploration of the problem – more time in creative exploration, new and
unexpected solutions can emerge.
spots. It creates containers for the emerging future to land. It holds space for rich dialog
and deep listening. It encourages an open mind, an open heart, and an open will that can
trust the next steps into the fertile unknown will be blessed. Creative Leadership models
how to surrender what doesn’t work and gives birth to the next evolutionary step for
ourselves as individuals, and the system within which we interact.
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Interview with Russ Schoen Russ Schoen, partner at New and Improved, LLC; adjunct faculty member at the Center for
Studies in Creativity; contributing author to innovation-related materials including the
Foursight and Ingenious Thinking suite; and improv theater performer. For the past 11
years, Russ has helped entrepreneurs, teams and organizations adopt a mindset, toolset
and skillset to unleash creative behavior. He has delivered creativity, innovation and
leadership programs worldwide for clients such as Discover, International Fragrance &
Flavors, S.C. Johnson and Leo Burnett. In addition, Russ is co-founder of the Creative
Youth Leadership Academy.
What do you see as the New Paradigm of Work?
There is no stopping change. It is happening faster than ever. Those who can anticipate and
deliberately engage in change productively will thrive. In my opinion, the new paradigm of
work requires that individuals and teams to work together to identify the right challenges to
solve, to generate novel ideas, and to turn the best of those ideas into robust solutions that
can be implemented.
In short: creativity, problem-solving skills, willingness to learn and try - and even fail - and the
ability to work collaboratively. The old paradigm is more siloed. In the new paradigm, the
boundaries are blurring. Truly novels solutions require crossing boundaries, and the only way
for that to happen is for people to learn how to really collaborate, and especially co-create.
What do you see as the role of creativity in that paradigm?
The complex challenges that businesses are facing require novel solutions that can be
implemented. Businesses can't afford to just wait for people to shower! What I mean by that
is that when asked, many people report that they do their best thinking in the shower or
driving, or someplace other than work.
Leaders need to cultivate a psychological climate that encourages all people to share their
ideas at work and leaders would be wise to support individuals in developing their personal
creativity skills.
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What mindsets do you see as essential for navigating the new work paradigm? Wow! There are so many good ones. But here are four of my top ones:
1. Individuals need to learn to view problems as opportunities, to look for what is possible as
opposed to what is not.
2. People need to learn how to manage their "gator" brain - the part of their brain that
retreats at the first sign of "danger" - and truly learn to defer judgment and seek new ideas.
Fear shuts down to the new. If you are aware of how the reptilian brain operates, you can
monitor your thinking to say, "I need to be deliberate about looking for the new here."
3. When evaluating a truly new idea, people need to first look for the value in the idea, the
build on the value...and THEN look at how to constructively point out concerns.
4. People need to take responsible for their own creativity and realize that they can learn to
be deliberately more creative. The do this through awareness on how they express their own
creativity, and through the learning methods and tools and practicing it. Everyone has access
to their creativity, it is just matter of practicing it and unleashing it.
What is Creative Leadership to you? To me, Creative Leadership is the capacity to solve complex challenges that bring about
positive change in good times and bad. How? By building trust and creating a work climate
that encourages people to be engaged and to put forth new ideas and ways of solving
problems.
Creative Leaders model the way and set the context, for example, telling the story of why
they need creativity. And they model being open to new ideas. So, when ideas are floated to
them, they react by looking first at what is valuable. They hold a space for, and help facilitate,
co-creation. That fully engages the people working in their organization.
Instead of saying, "Here is what we are doing. You do this," they say, "Here is where we are
going. Here is the space we are playing in. What should we do to get there?" That is the
engagement. If they help create it, they will drive it.
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MAKING IT REAL
What is one practice that people could start applying today to bring more creativity into their work or work place?
Here's one of my favorites, and don't be fooled by its simplicity. When faced with a problem or
challenge, instead of getting frustrated, phrase it as an open ended question starting with the
words "How might...?" And then try phrasing it a different way.
So, for example, lets say you are working on a project and it looks like you are going to be over
budget. Instead of just saying, "There is no way we can afford this; we're out of money," try
rephrasing it as a question such as: "How might we reduce the cost on the project?" or "How
might we get more funding?"
Notice what happens when you ask an open-ended question: Instead of being stuck, your brain
will try to answer it! Now you can use this for yourself, or pose a challenge to the folks you work
with and ask them for their ideas. Try it. It is a simple creative habit that can change the way you
work and bring positive results.
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Interview with Marci Segal
Marci Segal, MS is an author, speaker, consultant and CEO of Creativity, a business creativity
and innovation company. Marci is Canada's first accredited Creativity Specialist with a Masters
Degree from the International Center for Studies in Creativity in New York. She wrote
Creativity and Personality Type: Tools for understanding and inspiring the many voices of
creativity; a Quick Guide to the Four Temperaments and Creativity: A psychological
understanding of Innovation, and contributed to The 16 Personality Types in Organizations
to help dispel this old thinking to bridge to the new work paradigm. Marci co-founded World
Creativity and Innovation Week April 15 - 21 nine years ago to encourage and engage
people all over the world to use their creativity to make the world a better place and to make
their place in the world better too - and do no harm. Now people in over 100 businesses,
schools and communities in more than 40 countries are celebrating. She sits on the board of
the American Creativity Association and is an active member of the Creative Education
Foundation - and recipient of their prestigious Commitment and Service, Distinguished
Leader and Inspired Creativity Leader Awards. She also received the Excellence in Innovation
Award, India Innovation Summit among others. Marci has been in the creativity business
since 1984, with a main focus on leadership enhancement and serving the greater good.
How does your work engage creativity?
My work is all about creativity – enlivening the spirit, debunking myths – making the power of
creative imagination, new ideas and new decisions easily accessible to people so they can
make a difference in their work and lives. Creativity drives the innovation engine, and that
involves acknowledging the importance of integrating the human-animal spirit, into the mix.
Strategies and language for encouraging contributions are interwoven into modeling
behaviors that support people being at their best. Integrated into the work are my interests in
futures thinking, psychological type, needs based conversations, and leadership
enhancement.
What do you see as the New Paradigm of Work? The new paradigm of work is nimble empathic and resilient – at least that’s the paradigm
we’re entering. Reorganizations due to shifts in economic, environmental, social, political and
technological change in greater frequencies in organizations of all sorts. To avoid the panic
and retain assuredness in planning for the future as it is created and as it unfolds,
organizations are factoring the importance of interconnectivity into their decision making as
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well as network collaboration and relationship management of all sorts. Relationship
management is fast becoming a new leadership competency for the purpose of leveraging
disciplinary synergies; these are adaptively replacing single silo orientations to business,
education and healthcare as well as communications among individuals, suppliers, customers,
employees, etc.
What do you see as the role of creativity in that paradigm?
In the innovation age focus is on producing, doing more with less, considering others and the
ecology of the planet where, in earlier years, our worldview was close to the opposite. In the
West citizens had been encouraged to consume more so than produce. New ideas and new
decisions were considered bad form, inappropriate, challenging authority, bad manners. As a
result, creativity has been laying dormant for generations. New and different ideas and
decisions are sought moving forward. Creativity plays a major role in helping to shift
mindsets away from, "They will provide the answer" to, " I wonder how we can create
something new."
What mindsets do you see as essential for navigating the new work paradigm?
An attitude that everyone has creative capacity and expresses it uniquely; it’s time to leave
behind the notion about who has ‘it’ and who does not, or that creativity belongs to the arts
alone. We have progressed far beyond that way of thinking in the field and it would be nice
for the mainstream to catch up with the creativity discipline (and/or for the discipline to help
deliver the message to the mainstream)
· An attitude that each person can contribute to designing new outcomes and plays a role in
creating a better future for the organization, society, etc.
· An attitude that the new economics are built upon newer versions of the old models and a
behaviour that involves measures of the human spirit to define success. (See Ackerloff and
Shiller’s Animal Spirits, Rifkin’s The Empathic Civilization and Aneilski’s The Economics of
Happiness.)
· Behaviours - all the one’s naturally associated with creative thinking and building a climate
for innovation, including celebrating World Creativity and Innovation Week each year.
What is Creative Leadership to you?
Briefly, holding a firm vision of the future that needs to be created that benefits the well
being of the planet and its inhabitants, and behaving in ways to help that future to emerge.
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MAKING IT REAL
What is one practice that people could start applying today to bring more creativity into their work or work place?
In the new paradigm, leaders will require ideas and other inputs from their people in even greater
frequencies than they do now; that quality will be listed among their relationship management
competencies moving forward. Many executives ask me how to get the best thinking from their
people and here's my favourite technique. It's called the Angel's Advocate.
The Angel's Advocate is an approach focused on how to receive new ideas in ways that affirms
the contribution and the contributor simultaneously. The way a new idea is received sends a
message regarding a leader's openness to new ideas: criticize it immediately, and generally, the
idea giver feels uninvited to contribute more. The Angel's Advocate provides language to work
with new ideas (even if the leader doesn't like them) in a way that encourages the idea giver to
continue to engage.
Upon hearing a new idea, the leader says three things he/she likes about it, striving to find three
qualities that demonstrate some value in the contribution. This affirms both the suggestion and
the individual who gave it. Next stage is to list concerns; that is, the leader articulates some
challenges with the suggestion. Third, the leader asks how one of the challenges might be
overcome and requests the individual or team to find ways to eliminate that obstacle.
The Angel's Advocate, when practiced, sends the message that new ideas are welcome, it helps
develop the new thinking of all and instills a simple behaviour that reinforces the importance of
engagement.
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Interview with Stephen Shapiro
Stephen Shapiro is one of the foremost authorities on innovation culture, collaboration, and
open innovation. Stephen is an author, consultant, speaker, and the Chief Innovation
Evangelist for InnoCentive, a pioneer in the burgeoning field of open innovation. Over the
years, Stephen has shared his innovative philosophy in books such as 24/7 Innovation, The
Little Book of BIG Innovation Ideas and Goal-Free Living - a manifesto on how to increase
your creativity by not being so hyper-focused on your goals. Stephen Shapiro’s work has
been featured in Newsweek, Investor’s Business Daily, Entrepreneur Magazine, O - The
Oprah Magazine, The New York Times, and other prestigious publications. His clients include
Staples, GE, BP, Johnson & Johnson, Fidelity Investments, Pearson Education, Nestlé, and
Bristol-Myers Squibb. His latest creation Personality Poker, has been used by more than
25,000 people around the world to create high-performing innovation teams. It hits the book
stores on October 28th and is a “game” that improves the performance of innovation teams
by encouraging divergent thinking.
How does your work engage creativity? My life is about creativity and innovation. I help individuals and organizations connect the
dots; that is, make connections between ideas, experiences, people, departments, and
companies. For example, in my role as Chief Innovation Evangelist for InnoCentive, I help
organizations leverage Open Innovation as a tool for connecting to “solvers” and solutions
that exist outside of their organization. My passion is connecting the dots between people by
encouraging new collaboration models that might not occur naturally.
What do you see as the New Paradigm of Work?
In the past, transactional work was outsourced (e.g., manufacturing or finance). But now even
creative endeavors are being sent to external partners. Open Innovation is providing new
methods for finding solutions. If you want a solution to a problem you are working on, you
are no longer limited to the expertise within your organization. You can now tap into a
diverse group of experts who have experience across many disciplines. And the cost
associated with some Open Innovation models is driven by the value received, not by the
time invested. This ensures higher returns on investment.
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What do you see as the role of creativity in that paradigm?
Open Innovation, when done successfully, truly encourages creative thinking. The reason is, it
is perfect for helping to connect the dots across disciplines. For example, an oil spill recover
problem (from the Exxon Valdez spill) was solved by someone from the construction industry.
NASA solved a solar flare prediction challenge by tapping into someone in the cell phone
industry. And a potato chip manufacturer found a way to reduce the fat in their chips from a
musician. As I like to say, if you are working on an aerospace engineering challenge and you
have 100 aerospace engineers working on it, adding the 101st will not make that much of a
difference. But if you add a biologist, a chemist, or a musician, you might just find some
breakthrough solutions.
What mindsets do you see as essential for navigating the new work paradigm?
Before you can be open externally, you need to be open internally. This means you need to
become more effective at connecting the dots with the people inside your four walls.
Unfortunately, most organizations suffer from “chronic sameness” – the innovation-restricting
disease in where commonality is valued above individuality. Contrary to conventional
wisdom, opposites do NOT attract. Organizations are designed to be efficient which means
that “fitting the mold” is critical. But this kills creativity. This is why I created Personality Poker -
it is the cure for chronic sameness.
Innovation only occurs when multiple points of view are encouraged, valued, and utilized.
Therefore, it is useful to get people to seek out the person who is their “opposite” – that is
the person whose style is different yet complementary to their. For example, creative
individuals might seek out planners while analytical people might seek out more emotional,
intuitive individuals.
What is Creative Leadership to you? Leadership that encourages creativity. When this happens, leaders inspire others to be
leaders. They create an environment where each individual feels and acts like they are an
owner of the business. Connecting the dots between individuals, departments and
organizations becomes natural. In the end, it is less about new products, new processes, new
services, or even new business models. The key is to create an organization that can adapt,
evolve, and change repeatedly and rapidly. This is the only sustainable business model.
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MAKING IT REAL
What is one practice that people could start applying today to bring more creativity into their work or work place? In Personality Poker, we identify four key principles for creating high-performing innovation
teams. One is to “Play with a Full Deck.” That is, make sure you have a balance of different
innovation styles in your organizations. Here are some principles that can help you create a full
deck:
Hire in Pairs – Build diversity into your hiring process by hiring opposites at the same time. For
example, when you hire a good project manager, hire a strong creative individual.
Ignore the Golden Rule – Don’t treat people the way YOU want to be treated, treat them the way
THEY want to be treated.
Provide Feedback Based on Style – Praise individuals based on their style. For example, praise a
creative individual for their new ideas, and praise planners for their “on-time, on-budget attitude.”
Balance Your Meetings – Meetings have “personalities” too. For every brainstorming session, have
status meetings. For every customer data analysis meeting, hold a talent engagement meeting.
Balance You Leadership – Make sure that your leadership team has multiple points of
view. Balance your bottom-line, operationally-driven leader with a creative, innovation-driven
leader.
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Interview with William Smith
Bill Smith, PhD, is the President of ODII. Bill is an innovative thinker and practitioner in the
field of leadership, organization and social development. He's developed new, creative
approaches to organization for multinational corporations, governments, and villages all over
the world. At Wharton Graduate School of Business, Bill discovered a natural organizing
process that links purpose, power and action at any level, from individual to global systems.
He calls this AIC - Appreciation, Influence and Control for the three universal powers at its
core, whihc he writes about in his latest book, The Creative Power: Transforming Ourselves,
Our Organizations and our World. Bill's applied the AIC process to large-scale complex
projects, village development, and to the design of national and global system for
organizations such as The World Bank, the Unted Nations, Plexus Institute, Monstato
Pharmacutical, British Airways, and in the Organizational Sciences Program of George
Washington University among others.
How does your work engage creativity? I discovered that organizations are all about power relationships. Exceptional organizations
have learned how to manage the three fundamental power relationships that are created by
any purpose. a) Control: the resources necessary to achieve the purpose—ideas, people,
things; b) Influence: the dynamic relationships between those you cannot control but who
have an influence on the achievement of your purpose; c) Appreciation: everything that
affects your purpose but which you cannot control or influence. It is this appreciative
power—part of every purpose no matter how big or small—that is the source of all creativity.
It opens us up to all possibilities beyond our arena of control or influence.
What do you see as the New Paradigm of Work? In the post WWII period we stopped seeing command and control as the best way to
organize. Open Systems Thinking brought in the consideration of the environment that we
could not control but that we could influence. We have been so successful at building
influence that it has become the key problem of our time. We are using influence for control,
without consideration for everything else that affects our purpose. That is, we see influence as
a way of gaining control without appreciating the consequences for the whole community or
world. So the paradigm shift that I see is to add the appreciative level to every level of
purpose—for individuals, for organization and for our global institutes.
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What do you see as the role of creativity in that paradigm? The appreciative field is the field of creativity. Its role is to use our intuitive and sensing
powers to extend beyond the current boundaries of influence and control that limit our
creativity. They help us reinterpret the realities of our past in new ways. By juxtaposing new
future possibilities with new interpretations of our realty we are able to release the most
creative of all powers—the power to transcend current models, thinking, feeling judgements
and structures.
What mindsets do you see as essential for navigating the new work paradigm? Our mindset is another way of naming our appreciative field. The key is to enlarge our
mindset to use all the power available to us. In practice this means the pursuit of our ideals -
our highest possible level of purpose. The behavior required is to be open to new possibilities
for the future and to new interpretations of the past. The two are inseparable parts of our
most creative power - appreciation. We can’t have one without the other the. The opposition
between the two produces the power that moves us to the next level - influence.
What is Creative Leadership to you?
Creative Leadership is the relationship that you have to your world when you are using all
three powers of appreciation, influence and control equally. You are being a leader in the
sense that you are making the maximum possible contribution you can make to yourself,
your colleagues and your world.
In practice it means coming up with creative ideas; creating new relationships and means of
relating to test and spread and augment those ideas; and identifying new resources of ideas,
people and things and finding ways to give form to those ideas that are more aesthetic,
more harmonious and more economic.
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MAKING IT REAL
What is one practice that people could start applying today to bring more creativity into their work or work place?
The AIC Organizing Process is applicable to any purpose, from 15-minute problem solving to a
fifteen-year Global Development Program. It works by ensuring that we use all the power
available to us. Take a typical meeting or problem-solving session of, say 90 minuntes:
1. Express the purpose at the highest possible level: We are here to solve problem A or B. We
want to do so in a way that will produce the best possible, i.e., an ideal.
2. Divide the time available into three equal parts of 30 minutes. each:
a. Appreciative phase (30 mins): Take a few minutes, individually, to think ideally what you
would like to do.
i. Each person reports without comments.
ii. Ask everyone: If we moved out in the directions these ideals seem to indicate to you, what
realities do you believe we would have to face?
b. Influence Phase (30 mins): What do you believe are the key priorities that we would have
to address in taking account of the possibilities and realities expressed?
i. Who would support your priority?
ii. Who would oppose the direction?
c. Control Phase (30 mins): In your own area of responsibility, given everything you have heard:
i. What would you do?
ii. How would that contribute to the larger purpose?
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Interview with Rick Smyre Rick Smyre is an internationally recognized futurist and founder of Communities of the Future
- a futures-focused collaborative network in forty-six states and seven countries. He's best
known for his pioneering work in the emerging field of Community Transformation. Rick is an
author, keynoter, consultant and coach. He has presented hundreds of keynotes, seminars
and retreats to include sessions at the last sixteen World Future Society Conferences. Widely
respected for his radical innovations and creativity related to community transformation, he is
published in four countries. Before founding COTF, Rick was president of a textile yarn-
manufacturing firm, on staff at the national Economic Development Institute, and Chairman
of the American Association of Retirement Communities.
How does your work engage creativity?
To prepare for a constantly changing world, leaders of local areas need to learn how to think
about emerging issues within a “futures context.” Transformational creativity - the capacity to
identify emerging weak signals and to connect different “idea spaces” among different
disciplines that challenge traditional principles - is a key. As an example, the mashup of
mobile technologies and a new concept called Direct Consensus Democracy leads to Mobile
Governance - a creative new system assuring citizens are in control of the most important
decisions at the local level.
What do you see as the New Paradigm of Work?
We live in a time when there are “three economies in churn” - last stages of the Industrial
Age, a bridge economy called the Knowledge Economy, and the early emergence of a
Creative Molecular Economy. A new paradigm of work will focus on global innovation
networks, instant manufacturing, genetic engineering, and crowd sourcing of capital
worldwide. It will be a time of constant innovation requiring a Future Forward Workforce able
to adapt to all three at once. What do you see as the role of creativity in that paradigm? The ability to connect radically new ideas, diverse people and interlocking networks within
parallel systems of transformative thinking and action will be a key foundational principle of
continuous innovation. Traditional critical thinking (rationally analyzing existing knowledge)
will shift to a new concept called Dynamic Criticality that will focus on imagination, intuition
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and insight applied to emerging knowledge. The capacity to see connections in everything
and the use of interlocking networks will differentiate the 21st century “creative adapter”
from the Industrial Age “worker.” What mindsets do you see as essential for navigating the new work paradigm?
The characteristics of an Industrial Age, hierarchies, standards outcomes, and predictability,
already are morphing to interlocking networks, multiple choices and being comfortable with
uncertainty and ambiguity. As a result, an openness to new ideas, a willingness to take
expanded risk, a passion for learning and an enhanced spirituality and concern to help others
succeed, will be important for success in this new work paradigm, Such attitudes will lead to
the ability to adapt to changing conditions, a persistence search for new knowledge and a
capacity for deepened collaboration. Throw all of these into a “futures vat” and constant
creativity will explode.What is an approach that people could start applying today to bring
more creativity into their work or their business organization?
What is Creative Leadership to you? Creative Leadership helps establish a culture where people become connective thinkers;
where failure is eliminated from the vocabulary and redefined as a learning experience;
where appropriate questions are asked; where no idea is squelched, and important ideas are
identified as they emerge, and then focused; where transformational change is the norm and
reforming change seen as a search for short-term efficiency ; and where continuous
innovation is not seen as an objective, but as a natural part of what emerges from the
interaction of the talents and interests of motivated, future ready people.
Most importantly, Creative Leadership is humble, indirect, connective and burns with pride
when others are successful. It combines knowledge, heart, intuition, and an understanding of
what it means to rethink the future...replacing obsolete principles, values, concepts and
methods with a quest for what can be aligned with an emerging world, society and economy
that is in a period of historical transformation.
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MAKING IT REAL
What is one practice that people could start applying today to bring more creativity into their work or work place?
One technique is Futures Generative Dialogue:
1. Have any individual develop a 3-5 member "futures generative dialogue" group.
2. Have each member of the group identify two-three new ideas that are emerging "weak
signals" from Fast Company, Wired, Business Week or Fortune, and various technology web sites,
etc.
3. Have the group interact to answer the question, "What transformative project can be designed
connecting two or more of the ideas that will create a new business opportunity?"
4. Design a transformative strategy that uses "start-up funding crowdsourcing" and implement a
startup.
Of course, the same four principles can be used by any individual without creating a dialogue
group and develop a creative approach based on connecting totally disparate ideas.
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Interview with Frank Spencer Frank Spencer is Partner at Kedge, an integrally-oriented foresight consulting firm that
collaborates with organizations, social entities, and policy-makers to facilitate the
development of adaptive strategies and create new ways of thinking throughout the
organization, embedding an innovative foresight capacity that seeks out long-term
opportunities and transformational futures. Kedge helps organizations to map out the
landscape of their short-range "blue oceans," and create spaces for them to inhabit and
realize their long-term "blue skies." Frank spent 15 years as a leadership coach and developer
with social communities and networking initiatives, helping to create an online venture
community dedicated to the advancement of human development, global innovation, and
entrepreneurial collaboration among non-profits and small businesses. He has a Master of
Arts in Strategic Foresight, having graduated with top honors from the Regent University
School of Global Leadership and Entrepreneurship. He has helped clients such as Marriott,
Mars, Kraft, and a collection of knowledge-based economic incubators and creative
businesses to establish adaptive and transformational strategy through both rigorous
methodology and collaborative creativity. One of his favorite quotes from theorist John
Schaar sums up Frank's creative approach quite nicely: “The future is not a result of choices
among alternative paths offered by the present, but a place that is created; created first in
the mind and will, created next in activity. The future is not some place we are going to, but
one we are creating.”
How does your work engage creativity? One of the greatest deficits in our time is an impoverishment of "creativity generators" or
cultures of creativity within organizations. By becoming so captive to the 'bottom line' of Wall
Street, our organizational and governmental expressions fell prey to extremely linear and
mechanistic ways of thinking, and fashioned the pace and values of our society accordingly.
As a result, our innovation and creativity processes have become stagnant, and a major
symptom is that we have suffered from a lack of accepting and implementing new ideas and
visionary leadership. Through our work at Kedge, we are attempting to engage
organizations, business leaders, and society at-large in creative processes that transform their
thinking and actions, freeing them from those linear and mechanistic world-views so that
they can think and act in alternative, aspirational, and transformative ways about the future.
We help clients to uncover internal and external assumptions through engaging inner
essence models and imaginative scenario building processes, and teach them how to
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continually create transformational strategic maps that will reveal critical points of
breakthrough for product development, business growth, emerging capacities, unforeseen
opportunities, and ongoing innovation.
What do you see as the New Paradigm of Work?
Opening up 'imagination incubators' within existing organizations - spaces to unlearn,
reframe, de-stress, and open up to new possibilities and aspirations. Making this a routine
part of organizational culture also opens groups up to new ways of working - teleworking,
new aesthetic spaces, workplace protocols, and the use of “Third Place” such as new coffee
shop designs or collaborative work-club spaces within cities.
Besides thinking of work in more organic terms that are conducive to human development,
social capital, and creative thinking, the new paradigm organizational model promotes
internal and external collaboration. We are entering an age of much greater multidisciplinary
and transdisciplinary work environments in order to solve 21st Century dilemmas and to
expand our creative boundaries. Therefore, models that build atmospheres that are
conducive to shared ideas and practices across domains - often creating new products,
services and even industries - are vital to our increasingly complex and volatile world of
change. We offer one such model that allows organizations to become more generative and
to move toward such transdisciplinary learning environments that we call “Holoptic Foresight
Dynamics” to position clients to operate at the front edge of the new workplace paradigm.
What do you see as the role of creativity in that paradigm?
What we just described would make creativity the key in the emerging new paradigm of
work, and the currency for collaboration and leverage in the new work economy. With
creativity, organizations have the crucial tool to open up new possibilities via digging deep
and envisioning alternative scenarios. Creativity becomes the rudder that can turn
organizations around - or in our parlance, it becomes the Kedge that anchors us forward into
new territory. Creativity, foresight maturity, and new paradigms of transformational human
development are all integrally linked. What mindsets do you see as essential for navigating the new work paradigm?
As stated, we need to encourage winsomeness, play and “gaming,” P2P processes, and
appreciative inquiry. But so-called “hard” values like vision-logic and visionary leadership are
also important. In the shift from “modern” workplaces to “postmodern” or “postmaterial”
world-views, some workplaces have lost their raison d'être - while we're big fans of self-
organizing, bottom-up, organic workplace collectives, we also find that clear visionary
leadership - non-possessively applied - can create rather than limit cultures of creativity in
the workplace. “Porous-but-real” boundaries help to fertilize organic growth. In other words,
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the toolbox is much more expansive, connected, and open-sourced for the new work
paradigm, but also more intentional.
What is Creative Leadership to you?
Creative Leadership is the ability to think in an aspirational manner - ”big picture thinking” -
about short and long-range futures. Yes, Creative Leadership definitely has to do with
present activity and "innovation in the now," but the way that we think about our future
determines the way we will act in the present. For instance, if we see the future as being a
place of increasing uncertainty, and believe that we have no power to direct and design the
future - then we will act in the present as overly cautious, with loads of fear, producing very
little imaginative creativity, and focusing on risk management and reduction. Now, some of
that has its place, but will not stop the future from coming at us full-force. In order for leaders
to approach the future with success, they need to have the ability to adaptively and creatively
navigate their way into transformational development, purposefully building pathways for
human, social, organizational, and governmental emergence. This stretches far beyond
simple trend analysis into "generative foresight."
As author Ray Bradbury said in his book Beyond 1984: The People Machines, "People ask me
to predict the future, when all I want to do is prevent it. Better yet, build it. Predicting the
future is much too easy, anyway. You look at the people around you, the street you stand on,
the visible air you breathe, and predict more of the same. To hell with more. I want better."
Bradbury understood that Creative Leadership could not think and act in a linear fashion;
Creative Leadership requires a new mindset for a new world!
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MAKING IT REAL
What is one practice that people could start applying today to bring more creativity into their work or work place?
Applying natural growth dynamics to your work or leadership will make a huge difference,
helping you to envision new capabilities, enlarge your present mission, awaken your creativity,
and launch into transformative spaces that you never thought possible - thinking in terms of
"organic" rather than the "mechanistic" patterns that have dominated modern lifestyles and
business practices. Nature isn't linear, but developmental. So, if I expect life, vision, or a product
to simply grow without any creative change, I'm headed for some serious disappointment. If I
don't prepare for that change ahead of time, I'm going to see a "death" or collapse without
transformation.
For instance, in the first stage of life, a baby takes in nourishment and grows in size. In the next
stage, she grows by replicating the behavior of peers. You can see this in the division of cells,
creating literal extensions of themselves. Third, she matures by maximizing differences to create a
higher social order in life or business. And, lastly, as with all of nature, she dies - birth,
adolescence, maturity, decline. However, a fourth stage exists in nature where a new growth
curve encompasses the former curve, and this is what is known as the "Transformation Factor." In
other words, nature builds resiliency and "next order creativity" into its processes, and so can we!
To begin thinking and acting from a natural growth dynamic, we can build a "T-Factor Map" that
helps us to intentionally create transformational potential and breakthroughs in terms of
emerging futures:
1. "Gather" - This is the first stage in the mapping process in which you generate creative thinking
in order to give birth to a vision, imagine a preferred future, or innovate for a new idea, concept
or product.
2. "Repeat" - In this stage, you allow the new vision or idea to grow and "produce after its own
kind" by fostering an environment of collaboration and designing pathways for success.
3. "Share" - Next, you move your vision or idea to a higher level of maturity by allowing it to grow
in scope through diversity of thought and multidisciplinary involvement. This stage can be a hard
transition for many, as we desire see our vision remained unchanged (just as we often wish our
precious children would never grow up).
4. "Transform" - Lastly, you purposefully plan for your idea to move into a completely higher
order of existence that supersedes the original form. You achieve this by building this stage into
your original "map" from the very beginning, allowing you to become adept at knowing when the
time of "breakthrough" into a new creative cycle has arrived.
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Interview with Doug Stevenson
Doug Stevenson is the founder of All Creation, which provides creative services and content
for businesses and organizations; Director of Business Development for Group Delphi, and
Partner in The Innovise Guys, who infuse innovation with improvisation in their "Innovisation"
(tm) processes. Doug started his career at the Leo Burnett advertising agency and has
devoted much of his career in creative problem solving in a variety of industries since - most
notably in experiential marketing, as a designer, creator and producer of events and
experiences. He has worked as an ideation catalyst, creative process designer, Creative
Problem Solving (CPS) facilitator, writer and consultant on projects which include new
product development, change management, process improvement, team building,
leadership, marketing strategy and developing cultures of creativity in business and non-
profits. He leads workshops around the world, including at the Creative Problems Solving
Institute, The American Creativity Association, Mindcamp, CREA, and the Applied
Improvisation Network among others, and speaks to his passion on creativity in blogs,
podcasts and other social media.
How does your work engage creativity?
Well, all of life relates to creativity, doesn't it? It is essentially what we do when we live fully -
or not even so fully. Funny, we improvise unconsciously everyday in all that we do without
thinking about it and then, if we study creativity and improvisation, we become very
conscious of it until we get very good at it. At that point, we live much again in a state of
creative improvisation at a level of unconscious competency. It is where we are in what
experts have called "Flow" and it permeates everything we do, more acutely at some times
than others - but it informs everything we do, especially in times of acute immersive
engagement in a challenge.
Specifically, creativity pertains to the work I do in two basic ways: I work for a design &
production company that creates experiential events and environments for businesses and
organizations, and creative problem solving is at the core of our culture. I also facilitate,
create, and ideate on projects that call for creative problem solving/innovation processes in
new product development, process improvement, team-building, change management,
business culture, marketing, etc. Because I have an formal training in Creative Problem
Solving (MS in Creativity) and an improvisation background (Player's Workshop of Second
City & Improv Olympics Chicago) - in the work I have done, there has been some deliberate
melding of improvisational games and CPS.
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What do you see as the New Paradigm of Work?
One might think first of letting go of old paradigms as a prerequisite to embracing new ones.
There is hidden profundity in this, because "letting go" in the bigger picture is really the
answer, as I see it. I mean this in the context of improvisation.
As a creative problem solver and an applied improvisation practitioner, I have seen the
profound shifts that individuals and cultures can have by embracing improvisational behavior
and thinking as a core ethos. I have seen many people in organizations achieve
breakthroughs by letting go, trusting their inner wisdom, finding agreement and moving
forward in collaboration to achieve results. In order to achieve significant and robust cultural
change in the direction of innovation, the behaviors must be practiced until they become an
"unconscious competency".
Improvisational organizations are 24/7, on-their-feet innovation-ready and change-
optimization-inclined. As the bottom-line is so often a driver of management acceptance,
there is ample and growing evidence that companies that embrace improvisational play as a
natural way of exploring/collaborating/achieving realize better results for the bottom line and
their key objectives. More organizations are embracing the value and reaping the rewards of
cultivating this intuitive and increasingly lucrative paradigm.
What do you see as the role of creativity in that paradigm?
It's at the core. Improvisation is human-centric, innocent and playful - and by its nature,
creative. It is fun. It ignites and sustains passion. It encourages individual choices and
exploration - even mistakes - certainly risk-taking. It is something that should pervade a
culture and be nurtured as a matter of course.
Improvisational and playful organizations encourage these things - and somewhat amazingly
- nurture individual fulfillment and collaboration all at once. It is difficult to expect conversion
by inserting 1 or 2 playful keepers of the creative flame into an otherwise hostile culture. You
may keep the flame lit alright, but find yourself surrounded by folks with fire hoses trained on
that flame. One can spend a lot of energy just keeping it lighted, and siphon off energy that
would otherwise be spent inspiring a playfully productive paradigm. There needs to be a safe
place for the creative change-makers, if they are to survive and bring creativity in a
meaningful and permanent way to the larger organization.
What mindsets do you see as essential for navigating the new work paradigm?
Commitment, resilience, humor, seeking out others who support a playful involvement in life.
Within an organization, it may take some - if not much explanation - to win support.
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MAKING IT REAL
What is one practice that people could start applying today to bring more creativity into their work or work place? Find ways to be more playful. Begin with what you can control - our own response to life. As Gandhi said, we
must "be the change we want to see in the world". So, one can be playful in any one of a number of ways.
I would recommend taking a 20 minute comedy break. Watch a funny video. Read some humor. Get a joke
book. Try turning the first minor challenge of the day into a game - If you face an obstacle, make a joke of it and
write down some possible responses. Exaggerate them - make them ridiculous. This will likely diffuse some
fears/tension around the task and might also make your response seem less loathsome of ridiculous.
Also, treat the other players on your daily stage as just that - players. Say "yes and" to colleagues and coworkers,
even "foes" and see what happens. "Yes and" is such a simple tool that can have astonishing positive impact. It is
really great at removing obstacles - and we all face them - because people typically choose to create them. "Yes
and" dissolves our consent to disagreement and impasse.
Unvarnished honesty is always best around the potential of doing things differently,
even/especially with senior management. The data is available to speak directly to ROI, but
significantly, your language may have to morph a bit to support what you are preaching so
that it is better understood in interface with the economic values for which management is
responsible.
The new behavior is an ethos, for sure - and undoubtedly best when this is primary, but it is
also a way of doing things that is more profitable - that greatly assists in the recruitment and
retention of top talent and very effective in creating and constantly improving on competitive
advantages in the marketplace. An enhanced revenue and profit picture flow from that.
When management gets that, they have something they can stand with.
What is Creative Leadership to you?
It involves highly evolved "emotional intelligence". Emotional intelligence manifests itself in
empathy, interest, earnest engagement, self-deprecating humor, subordination of ego,
creativity and possibility thinking. It also includes looking into the white space of life, outside
delineations and definition of the challenge - as in Appreciative Inquiry - and asking, "What
else is in the picture or what isn't, and how is that already working for us?" People learn by
observing your behavior more than they learn when you are "on script". So, the first task of
Creative Leadership is to live the paradigm and model the behavior - and work - or should I
say "play" - at getting it better and better.
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Interview with Julie Ann Turner Julie Ann Turner is Creator/Founder of CreatorsGuide and of Orbits of Influence, an award-
winning global social innovation and leadership dialogue initiative. Julie Ann is
Creator/Executive Producer and Co-Host of the lead CONSCIOUSSHIFT Show on Co-Creator
Network, and a world authority on creative process and author of the 3-book Series, “A
Creator’s Guide: Principles, Process & Power to Transform Your Life, Work & World,” which
traces the universal principles and patterns of the Creative Process and reveals them in a
system each of us may use to consciously create our lives, work and world.
How does your work engage creativity?
I reconnect people with their creative power and singular genius – both of which already lie,
often untapped, within each of us - and guide individuals and teams to use creative process
more consciously to create their lives, work and world. The truth is, we already are creating
our lives, our work and our world – through the choices we make and through our creative
expressions - the only question is, are we doing so consciously...or unconsciously? The
creative potential we see arising across the planet is for each of us to recognize our creative
power, realize our highest potential – and use the creative process consciously, so that we
are co-creating the future we most desire to see and experience together.
In keeping with this, the core belief behind CreatorsGuide is two-fold: First, that "We are ALL
Creators" - we are each here to live fully into our creative potential, and to express our
unique gifts and talents in a singular way; and Second, that "We are ALL Creator’s Guides"-
once we have discovered our own unique life purpose and singular creative expression, we
are each here to guide others in living fully into their own creative potential.
What do you see as the New Paradigm of Work?
“Work” typically gets a bad rap – we often view work as a negative concept, something we
“must” do or that we’d prefer to avoid. Of course, this is understandable, if we accept that
our work is our “job” - or a single function within a job within a department (and so on) – in
other words, the limited “box” we’ve accepted as our “work” (hence, the “cubicle nation"). Yet,
we are multidimensional creative beings – meant to express a full spectrum of creative
contribution in the world … that’s why accepting that our work is limited to a single, linear
function feels so restrictive to us – and why we long to break out, rediscover our power and
multidimensional creative potential – and enjoy and express our contributions on multiple
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levels, across the full spectrum of our lives.
I am a champion of a new paradigm of work that turns that around, so that our work, or
rather, our “works” (plural) – i.e., all of our unique creative expressions and contributions (the
multiple ways we share our singular genius and serve the world) – are our “works of art” (in
fact, in Latin, the word for “work” is “opus” – the same as that for creative, musical
compositions)…and that our lives are meant to be a full-spectrum creative expression of who
we are in the world in the most profound creative and co-creative ways. Our lives become
our creative expression of identity, our “way of being in the world” - our lives themselves are
our ART.
What do you see as the role of creativity in that paradigm?
As expressed in the Creative Process Manifesto, “The Creative Process is not A process, it is
THE Process. It underlies, informs, and transcends everything that exists, ever has existed or
ever will exist. The creative process is the most fundamental and powerful process in the
Universe. And it is available to each of us. ”Everything we do is expressed through the
creative process – again, either consciously or unconsciously – and so creativity is not simply
a small aspect or technique that we merely add to or overlay onto our work (although we
may use creative techniques as part of the overall creative process) – instead, it is the
generative force out of which all of our works emerge. The Creative Process is always at
work – and when we use this creative sequence consciously, either individually or collectively,
we instantly leap beyond the bounds of limitation, into the unlimited realm of creation (and
co-creation) – and we tap fully into the talents, artistry, wisdom, energy and creative choice
that are available to us, at all times, when we choose to imagine “What Can Be.”
What mindsets do you see as essential for navigating the new work paradigm?
At the core, what holds us back from our individual and collective creative potential is our
limited focus on “What Is” – on what already exists for us and what we already know. As long
as we’re focused on a "What Is"-only view or paradigm, we limit ourselves merely to reacting
circumstances (what exists) or problem-solving (focusing on the problem – i.e., a constellation
of current circumstances that may or may not be valid or relevant) – which is a self-limiting
approach. Yet, at present, this is the default worldview for most of us, where we’ve been
taught to focus on problems and rarely, if ever, expand our view to ask and imagine what
can be. The essential new paradigm mindshift involves first expanding our view from the
limited “What Is” realm to the broader view of the unlimited “What Can Be” realm – the realm
of what we can create or imagine - which is the realm in which all innovation, value and
leadership operate, emerge and expand.
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What is Creative Leadership to you?
Leadership involves envisioning new possibilities and breaking new ground – thus, leadership
is fundamentally creative.Clearly, we recognize we must learn to create new answers for our
world; we consciously acknowledge that the old ways of thinking and operating are no longer
adequate, that "if we keep doing what we have been doing, we will keep getting what we've
always gotten."
It is the creative process that holds the power to shift us into the mode of creative, conscious
choice, where we not only learn to adapt to an ever-changing environment, but also,
through our proactive, creative choices, to shape the future itself. Across all spheres -
business and community, local and global - we have become acutely aware of the need for
Creative Leadership, of the value that creators, visionaries, and innovators bring into the
world. Creative Leadership means we realize that this new world of ever-accelerating change
calls for all of us to assume our creative power, not just a few of us...to realize the
transformational change calls for more from us than variations on existing models...it will
require conscious co-creation.
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MAKING IT REAL
What is one practice that people could start applying today to bring more creativity into their work or work place? First, realize that the power to create is yours – it already exists within you. That also means you are responsible
for your creative expressions, for your experience – and for co-creating our world. A simple, but powerful,
Question will help you make that shift: Every time you (or those around you) are tempted to ask “What should
I/we do now?”…. STOP. Instead, ask “What do I/we truly want to create/co-create?” You will instantly see the
difference in the level of focus and scope of potential this simple question shift opens for you… and this simple
change in focus will shift your work and thinking to an entirely different and higher level of potential.
Additionally, 5 steps to shifting your creativity at work include:
1. Discover Your Unique Gifts and Talents - Ask trusted friends, current and former colleagues, fellow community
leaders what they see as your greatest strengths. Recall what actions and ideas others often compliment you on.
Consider finding a mentor or guide to help you identify and cultivate your purpose and true potential. Consider
what you loved to do as child, and what you imagined being when you grew up. Allow yourself to dwell in the
creative, miraculous realm of your childlike mind. Recognize what you truly are passionate about - not just what
you are good at doing. What activities give you energy the more you spend time engaged in them? What do
you find yourself so immersed in that you "lose time"? (This deep engagement is often called "flow" by both
creativity experts and by elite athletes).
2. Think Beyond Your Current Position - Imagine your highest desired job or level of business or work success.
Imagine the level of power and accomplishment you desire. Vividly imagine what true success looks and feels like
for you. How quickly do you want to get there? How can you accelerate your success - and achieve it on your
own terms?
3. Seek the Highest - Think beyond just your job or work position, and imagine what singular leadership you
might bring to your community. Take time to envision your ultimate life contribution.
4. Map Your Trajectory - Your life and career paths are like a series of ever-rising "Story Arcs" in an expanding
spiral of accomplishment and you're writing your own heroic life story (whether you realize it consciously or not).
Begin to map your life "Arcs" one or two steps beyond your current career and community contributions, and
identify the first few steps that will shift you to those higher trajectories.
5. Take Powerful Action - Take action on the top 1 or 2 initial steps - the highest-potential, immediate impact
priorities. Start now to focus your energy and creative power toward reaching your highest vision and full
potential.
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Interview with Win Wenger Win Wenger, PhD is a pioneer in the fields of creativity and creative method, accelerated
learning, and brain and mind development. Dr. Wenger is an educator, researcher, trainer,
musical composer, and widely published author. He is renowned around the world as a
trainer and author of 52 books, including the widely popular The Einstein Factor and
Discovering the Obvious. He founded Project Renaissance, an organization dedicated to
increasing individuals' genius. Only one other living person has invented or discovered, and
developed, as many techniques for creative problem-solving as he has.
What do you see as the New Paradigm of Work? Moving toward win/win/win - wins not only for both sides, but also for the greater good as
well. We must both raise consciousness AND wield incentives to bring a greater alignment of
personal, corporate and general public interests or we’re in line for another major
meltdown.
The old paradigm was based on perceiving self-interests in the narrowest way. People did
not see how their self-interests are mutually dependent with the interests of the greater good
of the whole. If your work goes against greater interests, both your work and those greater
interests suffer. In the new paradigm, the whole of society is our “rope partner” on the
mountain slope.
What do you see as the role of creativity in that paradigm? We have profoundly underestimated the power of understanding and creative capacity in
virtually everyone's mind. There probably isn't a problem which more than half of your staff is
not capable of solving, given the right creativity techniques and some inducement to use
them - including the focus on how to align personal interests with corporate and general
public interests. We need to remove the cost of unsolved problems and unresolved but
unnecessary difficulties; also the cost of profound positive opportunities lying neglected on all
sides of us. Also, we need to fashion substantive economic growth, for ourselves and
generally, by creating new “gotta-haves” by innovating or inventing new products and
services that relate, in part at least, to our world's actual needs - in terms of energy, the
environment, and basic human necessities which help bring billions more people into
becoming our trading partners.
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In this wonderful and ever-changing universe we live in, everything relates to and leads to
everything else which means that entire new civilizations-worth of new discoveries, new
science, and new practical applications are just a step or so away, just an observation or so
away, in all directions. We have not even begun to really utilize any of the many creativity
methods which can readily take us many steps further, many observations further, into a
limitless positive human future.
What mindsets do you see as essential for navigating the new work paradigm?
Look for or develop win/win/win opportunities.
Look for incentives whose inducements can replace much or most overt controls, supervision,
regulation, laws and governance, within the organization and across the general public.
Set up regular practice of specific creative solution-finding methods on the challenges and
questions you most care about and need answer to, at all levels of the organization.
Set up personal and mutual practice of noticing issues and opportunities, bringing them into
focus and resolving them.
Invest in training new and broader skills, so you and your staff can navigate a changing
world with broadband perception.
What is Creative Leadership to you?
Look beyond the vision statement and goals of your organization.
We all have seen things, whether we are consciously aware of them of not, which no one else
has seen, and thought thoughts which no one else has thought. Use creative processes to
draw on these unique resources to find ways to make unique positive contributions to your
organization and your team. And help each of your people to realize that s/he also has seen
things, noticed or not, which no one else has seen and thought thoughts which no one else
has thought, and that in them are also unique resources to draw upon.
Make time for regular frequent practice of creative processes yourself, and support regular
practice of such processes by your staff. The methods only serve you well if you practice and
use them consistently and often. Even in the core of the creativity movement, it is too easy
for people to settle for one or two successful answers and then coast, missing even more
significant opportunities.
Address your practical challenges part of the time that you practice such creative processes,
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MAKING IT REAL
What is one practice that people could start applying today to bring more creativity into their work or work place?
Our "Windtunnel" process can get a lot of ideas going and ingenious answers found in just about any
situation.
One of the best approaches to creative problem solving is to work on the problem of how to create
BETTER problem-solving methods. This simple principle, that of re-investing your best methods into
creating even better methods. If you have a good, creative, working, problem-solving method in your
firm, use it to invent new and better methods. Also, every day, notice, identify and define at least one
major question or problem or challenge-opportunity that is most worthy of solving, then use a specific
solution-finding method to find its answer. Pursue and implement at least one of your good answers
each week.
We need the specific steps of specific methods to walk ourselves past the usual habits, blocks and
assumptions to the fresh perceptions and solutions needed. In today's complex and changing world we
all need to be decision-makers and to draw upon a much broader range of our own and one-another's
resources. The very specificity of steps in most creative methods will help us broaden our own and each
other's competencies toward what is truly needed today.
but once in awhile determine the most profoundly basic questions you can be exploring,
thereby getting your perceptions more broadband.
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50 Ways to Think Creatively
By Michelle James
1. Give your creativity space, time and attention - like any muscle, it needs practice to
be strong.
2. Be curious - wonder about things you don’t normally think about.
3. Have more questions than answers; don’t rush to answers - explore first.
4. Use Divergent Thinking as well as Convergent Thinking.
5. Get clarity about exactly what you are trying to solve or envision and why.
6. Turn problem statements into vision statements.
7. Record your thoughts and ideas.
8. Have brainstorming buddies and a creativity support team.
9. Break patterns and habits - consciously do something different.
10. Use the body - walk, dance, move - differently to think differently.
11. Surround yourself with diverse types of people and ideas.
12. Use reverse or opposites thinking.
13. Look for the story behind or about something.
14. Meditate - cultivate being able to be fully present in any moment.
15. Live in terms of exploration and discovery, not just solutions or right answers.
16. See uncertainty as an invitation to discover something new.
17. See mistakes as an invitation to create something new.
18. Suspend judgment as you explore and experiment.
19. Think in terms of "What if?" about seemingly obvious things.
20. Surround yourself with inspiring people, images and objects.
21. Justify why something works even before you know why - make it up as you go along until you see new patterns emerge.
22. Tell your own Creativity Story and identify the beliefs you have about yourself as a creative person - develop positive beliefs about creativity and you as a creator.
23. Experiment without needing it to work - let go of attachment to outcomes.
24. Use visual, metaphorical and analogical thinking - not just analytical.
25. Thinking terms of what works rather than the one right way.
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26. Use “Yes-And” thinking rather than “No-but” thinking.
27. Expand your view of creativity to be more than just the arts or creative expression - it’s not IF you are creative, it is HOW.
28. Engage all of the senses - sight, touch, taste, smell, sound.
29. Use different types of music in the background while thinking.
30. Think of your vision or challenge in terms of attributes: shape, size, color, texture.
31. Use the S.C.A.M.P.E.R. technique with your ideas (google it).
32. Read up on creative thinking techniques and DO them the get practice.
33. Learn to listen to your intuition to follow hunches and discern ideas.
34. Be wiling to break rules, and then break them again.
35. Cultivate your inner “bon vivant” - have fun, laugh, play.
36. Allow Natural Resistance to be part of the creative process - embrace, rather than avoid, the discomfort of ambiguity as an essential part of process.
37. Allow time to stay immersed in the question.
38. Take improv theater classes to feel more comfortable creating in real time.
39. Animate concepts, ideas and challenges - endow them with human or other characteristics - to discover new solutions.
40. Write out the unique ways you already are creative.
41. Use, and value the whole brain - including the visual and kinesthetic.
42. Draw or paint or act out concepts.
43. Develop your own creativity rituals.
44. Adopt alternative views of reality.
45. Pretend your are someone/thing else while problem solving or creating - wear another “hat” to view the problem.
46. Embrace being wrong/mistakes as a worthwhile part of the creative process.
47. Allow discomfort to be an acceptable part of the process.
48. Think in terms of “Given that this situation has these boundaries, what CAN I do?” instead of, “I can’t because of something I cannot control.”
49. Value imagination as much as knowledge.
50. Finally, there is no substitute for passion - find what is alive for you and create from there.
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