Here are some links to further describe in detail some of the models, concepts and thought leaders I presented. Please feel free to post any comments as to what resonates with your work, practice and clients.
WHY do some people reach their creative potential in business while other equally talented peers don’t?
People with a growth mind-set tend to demonstrate the kind of perseverance and resilience required to convert life’s setbacks into future successes. That ability to learn from experience was cited as the No. 1 ingredient for creative achievement in a poll of 143 creativity researchers cited in “Handbook of Creativity” in 1999.
Text as prepared follows. Copyright of JK Rowling, June 2008
President Faust, members of the Harvard Corporation and the Board of
Overseers, members of the faculty, proud parents, and, above all,
The first thing I would like to say is ‘thank you.’ Not only has
Harvard given me an extraordinary honour, but the weeks of fear and
nausea I’ve experienced at the thought of giving this commencement
address have made me lose weight. A win-win situation! Now all I have
to do is take deep breaths, squint at the red banners and fool myself
into believing I am at the world’s best-educated Harry Potter
Delivering a commencement address is a great responsibility; or so I
thought until I cast my mind back to my own graduation. The
commencement speaker that day was the distinguished British philosopher
Baroness Mary Warnock. Reflecting on her speech has helped me
enormously in writing this one, because it turns out that I can’t
remember a single word she said. This liberating discovery enables me
to proceed without any fear that I might inadvertently influence you to
abandon promising careers in business, law or politics for the giddy
delights of becoming a gay wizard.
You see? If all you remember in years to come is the ‘gay wizard’
joke, I’ve still come out ahead of Baroness Mary Warnock. Achievable
goals: the first step towards personal improvement.
Actually, I have wracked my mind and heart for what I ought to say
to you today. I have asked myself what I wish I had known at my own
graduation, and what important lessons I have learned in the 21 years
that has expired between that day and this.
I have come up with two answers. On this wonderful day when we are
gathered together to celebrate your academic success, I have decided to
talk to you about the benefits of failure. And as you stand on the
threshold of what is sometimes called ‘real life’, I want to extol the
crucial importance of imagination.
These might seem quixotic or paradoxical choices, but please bear with me.
The ability of a group working iteratively and collaboratively to seek, model and put into place higher-order solutions. Time compression, systemic work-flow, dynamic feedback, individual creativity and collective creativity are core features of group genius.
"Simply stated, the
person who can most clearly see the next step is responsible for
communicating this step and facilitating or leading the group through
it. In an age as complex as ours, it's unreasonable to imagine that any
one person has all of the questions and all of the answers. To invest
individuals with such responsibility creates unnecessary burdens and
pressure and debilitates the creative edge of other members of the team.
kind of leadership always resides within Group Genius. It is a kind of
leadership that allows space to play, iterate, design and learn the art
of flow as team. One of the MG Taylor Axioms speaks to this:
Everyone in this room has the answer. The purpose of this intense
experience is to stimulate one, several, or all of us to extract and
remember what we already know."
This is my favorite creative process model. It was introduced to me by Gail Taylor of MG Taylor and Tomorrow Makers. It is a one of many models from the MG Taylor modeling language. This is one of the oldest of the MG Taylor Models, developed in
1979 by Matt Taylor and Richard Goring as part of an unpublished book entitled
Designing Creative Futures.
Where are the opportunities now?
What needs to happen to bring about those changes?
Who will support them?
What makes this organization strong?
What makes this easy?
What makes this complex?
Why does this company exist?
What are you good at?
Who (really) are your customers? And why?
What do your customers really want?
How do you intend to make money?
Where are your vulnerabilities?
How do you intend to grow?
Who’s driving the bus? (How is the company really organized?)
What can you not afford to do now?
What must be done?
What happens then?