Hi Folks,
This column has been set up on specific requests from members on Lateral Thinking & Creativity.
I devote 20% of my free time in teaching this subject in Colleges & Institutes about lateral thinking and would like to share my thoughts with you all through this column.
Am sure you must be thinking Creativity & Lateral thinking ...ME? surely you must be joking Rajat..it's okay for Sales & Marketing guys..Advertising fellows..right..
Read on..
If we all worked on the assumption that what is accepted as true is really true, there would be little hope of advance.
� Orville Wright, 1871-1948, American Co-Inventor of the first practical airplane
About Creativity at Work
Creativity at Work is a rich resource for developing personal creativity and organizational innovation in the workplace.
What is Creativity?
�Creativity is marked by the ability or power to create�to bring into existence, to invest with a new form, to produce through imaginative skill, to make or bring into existence something new.�
� Webster
�A product is creative when it is (a) novel and (b) appropriate. A novel product is original not predictable. The bigger the concept, and the more the product stimulates further work and ideas, the more the product is creative.�
� Sternberg & Lubart, Defying the Crowd
�Creativity is the process of bringing something new into being...creativity requires passion and commitment. Out of the creative act is born symbols and myths. It brings to our awareness what was previously hidden and points to new life. The experience is one of heightened consciousness�ecstasy.� � Rollo May
What is Innovation?
The dictionary defines innovation as the introduction of something new or different. Innovation is the implementation of creative inspiration.
The National Innovation Initiative � (NII) defines innovation as "The intersection of invention and insight, leading to the creation of social and economic value."
Innovation is fostered by information gathered from new connections; from insights gained by journeys into other disciplines or places; from active, collegial networks and fluid, open boundaries. Innovation arises from ongoing circles of exchange, where information is not just accumulated or stored, but created. Knowledge is generated anew from connections that weren't there before.
�Margaret J. Wheatley
Innovation requires a fresh way of looking at things, an understanding of people, and an entrepreneurial willingness to take risks and to work hard. An idea doesn�t become an innovation until it is widely adopted and incorporated into people�s daily lives. Most people resist change, so a key part of innovating is convincing other people that your idea is a good one � by enlisting their help, and, in doing so, by helping them see the usefulness of the idea.
� Art Fry (Inventor of 3M post-it notes)
Myths about Genius
Beliefs that only special, talented people are creative�and you have to be born that way� diminish our confidence in our creative abilities. The notion that geniuses such as Shakespeare, Picasso and Mozart were `gifted' is a myth, according to a recent study at Exeter University. Researchers examined outstanding performances in the arts, mathematics and sports, to find out if �the widespread belief that to reach high levels of ability a person must possess an innate potential called talent.�
The study concludes that excellence is determined by:
� opportunities
� encouragement
� training
� motivation
� & most of all�practise.
�Few showed early signs of promise prior to parental encouragement.� No one reached high levels of achievement in their field without devoting thousands of hours of serious training. Mozart trained for 16 years before he produced an acknowledged master work. Moreover many high performers achieve levels of excellence today that match the capabilities of a Mozart, or a Gold Medallist from the turn of the century. (The Vancouver Sun, Sept.12/98)
Psychological Perspective
�Behavior is generative; like the surface of a fast flowing river, it is inherently and continuously novel... behavior flows and it never stops changing. Novel behavior is generated continuously, but it is labeled creative only when it has some special value to the community... Generativity is the basic process that drives all the behavior we come to label creative.� � Robert Epstein PhD, Psychology Today July/Aug 1996
� Generative research shows that everyone has creative abilities. The more training you have and the more diverse the training, the greater potential for creative output.
� The average adult thinks of 3-6 alternatives for any given situation.
� The average child thinks of 60.
� Research has shown that in creativity quantity equals quality.
� The longer the list of ideas, the higher the quality the final solution. The highest quality ideas appear at the end of the list.
� Creativity is an individual process. Traditional brainstorming has been proven ineffective because of fear of social disapproval.
� Groups are best for idea selection rather than idea generation.
More in next posts...
Cheerio
Rajat
Cheerio
Rajat
From India, Pune
108This column has been set up on specific requests from members on Lateral Thinking & Creativity.
I devote 20% of my free time in teaching this subject in Colleges & Institutes about lateral thinking and would like to share my thoughts with you all through this column.
Am sure you must be thinking Creativity & Lateral thinking ...ME? surely you must be joking Rajat..it's okay for Sales & Marketing guys..Advertising fellows..right..
Read on..
If we all worked on the assumption that what is accepted as true is really true, there would be little hope of advance.
� Orville Wright, 1871-1948, American Co-Inventor of the first practical airplane
About Creativity at Work
Creativity at Work is a rich resource for developing personal creativity and organizational innovation in the workplace.
What is Creativity?
�Creativity is marked by the ability or power to create�to bring into existence, to invest with a new form, to produce through imaginative skill, to make or bring into existence something new.�
� Webster
�A product is creative when it is (a) novel and (b) appropriate. A novel product is original not predictable. The bigger the concept, and the more the product stimulates further work and ideas, the more the product is creative.�
� Sternberg & Lubart, Defying the Crowd
�Creativity is the process of bringing something new into being...creativity requires passion and commitment. Out of the creative act is born symbols and myths. It brings to our awareness what was previously hidden and points to new life. The experience is one of heightened consciousness�ecstasy.� � Rollo May
What is Innovation?
The dictionary defines innovation as the introduction of something new or different. Innovation is the implementation of creative inspiration.
The National Innovation Initiative � (NII) defines innovation as "The intersection of invention and insight, leading to the creation of social and economic value."
Innovation is fostered by information gathered from new connections; from insights gained by journeys into other disciplines or places; from active, collegial networks and fluid, open boundaries. Innovation arises from ongoing circles of exchange, where information is not just accumulated or stored, but created. Knowledge is generated anew from connections that weren't there before.
�Margaret J. Wheatley
Innovation requires a fresh way of looking at things, an understanding of people, and an entrepreneurial willingness to take risks and to work hard. An idea doesn�t become an innovation until it is widely adopted and incorporated into people�s daily lives. Most people resist change, so a key part of innovating is convincing other people that your idea is a good one � by enlisting their help, and, in doing so, by helping them see the usefulness of the idea.
� Art Fry (Inventor of 3M post-it notes)
Myths about Genius
Beliefs that only special, talented people are creative�and you have to be born that way� diminish our confidence in our creative abilities. The notion that geniuses such as Shakespeare, Picasso and Mozart were `gifted' is a myth, according to a recent study at Exeter University. Researchers examined outstanding performances in the arts, mathematics and sports, to find out if �the widespread belief that to reach high levels of ability a person must possess an innate potential called talent.�
The study concludes that excellence is determined by:
� opportunities
� encouragement
� training
� motivation
� & most of all�practise.
�Few showed early signs of promise prior to parental encouragement.� No one reached high levels of achievement in their field without devoting thousands of hours of serious training. Mozart trained for 16 years before he produced an acknowledged master work. Moreover many high performers achieve levels of excellence today that match the capabilities of a Mozart, or a Gold Medallist from the turn of the century. (The Vancouver Sun, Sept.12/98)
Psychological Perspective
�Behavior is generative; like the surface of a fast flowing river, it is inherently and continuously novel... behavior flows and it never stops changing. Novel behavior is generated continuously, but it is labeled creative only when it has some special value to the community... Generativity is the basic process that drives all the behavior we come to label creative.� � Robert Epstein PhD, Psychology Today July/Aug 1996
� Generative research shows that everyone has creative abilities. The more training you have and the more diverse the training, the greater potential for creative output.
� The average adult thinks of 3-6 alternatives for any given situation.
� The average child thinks of 60.
� Research has shown that in creativity quantity equals quality.
� The longer the list of ideas, the higher the quality the final solution. The highest quality ideas appear at the end of the list.
� Creativity is an individual process. Traditional brainstorming has been proven ineffective because of fear of social disapproval.
� Groups are best for idea selection rather than idea generation.
More in next posts...
Cheerio
Rajat
Cheerio
Rajat
From India, Pune
One ESI mistake can trigger a full-scale audit. Are you ready? See It In Action - Book Your Demo
Hi Folks,
The next question is are we creative? ...
Creativity is inherent in all of us ..how many of you remember your childhood days..such carefree days and we all experimented various things...one common thing is we didn;t have FEAR as such for the things we did in our childhood days...
What happend to our creativity of childhood?....obviously it is socialised out of us by do's & don't's...
Creativity is closely linked with Risk taking ability and here below is a great article for reference..
Cheers
Rajat
You are a Natural Born Risk-Taker!
by Lisa Jimenez, M. Ed.
Think of the little child who sees a set of stairs for
the very first time.
What goes through that little one's mind when they
look up at that amazing sight?
If you know children, then you know they would think,
"Wow! I've got to get to the top!" They wouldn't say,
"I've got to get to the top!
But, wait. It might be too risky. What would my mom
say? I might get in trouble.
What would my friends say back at the sandbox?
They might judge me.
What would happen if I fell?
I might get hurt. No. It's too risky. I'll just stay
right down here where it�s safe."
Yeah, right. Like that would ever be said by an 18
month old!
A young child would see the staircase. Look up to the
top.
Say, "I've got to get to the top!" And he would begin!
Well, my friend, you know this little child. This
little one is YOU! You were once 18 months old. You
once had all the bold, daring, imaginative zest for
life! Ask your parents what you were like when you
were young. It is in your very nature to risk.
So, what happened?
And how do you get this abandoned excitement back?
Well, I believe LIFE happened. And somewhere along the
way you lost your natural, risk taking ability.
However, the truth is, if at one time you had it, then
you can get it back!
Call on your inborn risk-taking ability and take the
first step of your staircase of success!
You are a Natural Born Risk-Taker!
Have a great day!
Lisa Jimenez
"Helping people break through hidden fears and
self-limiting beliefs to live a more outrageous,
faith-filled life."
Conquer your hidden fears of prospecting and create an
unstoppable mindset! Lisa Jimenez has helped thousands
of top salespeople shatter their self-limiting beliefs
and finally get the success they want. When it comes
to personal productivity and creating unstoppable
momentum - there is no one better for you than Lisa.
Lisa penetrates the hearts of your audience when she
reveals her own experience of how she broke through
self-limiting beliefs and turned them into the driving
force behind her success. Then used these new beliefs
to sign a six-figure consulting contract just 9 months
later.
To order Lisa's best-selling 'Conquer Fear! Ending
Procrastination and Self Sabotage to Achieve What You
Really Want' package go to <link no longer exists - removed> or
call 800-929-0434.
Do preserve yourself & others while evolving continuously...
From India, Pune
The next question is are we creative? ...
Creativity is inherent in all of us ..how many of you remember your childhood days..such carefree days and we all experimented various things...one common thing is we didn;t have FEAR as such for the things we did in our childhood days...
What happend to our creativity of childhood?....obviously it is socialised out of us by do's & don't's...
Creativity is closely linked with Risk taking ability and here below is a great article for reference..
Cheers
Rajat
You are a Natural Born Risk-Taker!
by Lisa Jimenez, M. Ed.
Think of the little child who sees a set of stairs for
the very first time.
What goes through that little one's mind when they
look up at that amazing sight?
If you know children, then you know they would think,
"Wow! I've got to get to the top!" They wouldn't say,
"I've got to get to the top!
But, wait. It might be too risky. What would my mom
say? I might get in trouble.
What would my friends say back at the sandbox?
They might judge me.
What would happen if I fell?
I might get hurt. No. It's too risky. I'll just stay
right down here where it�s safe."
Yeah, right. Like that would ever be said by an 18
month old!
A young child would see the staircase. Look up to the
top.
Say, "I've got to get to the top!" And he would begin!
Well, my friend, you know this little child. This
little one is YOU! You were once 18 months old. You
once had all the bold, daring, imaginative zest for
life! Ask your parents what you were like when you
were young. It is in your very nature to risk.
So, what happened?
And how do you get this abandoned excitement back?
Well, I believe LIFE happened. And somewhere along the
way you lost your natural, risk taking ability.
However, the truth is, if at one time you had it, then
you can get it back!
Call on your inborn risk-taking ability and take the
first step of your staircase of success!
You are a Natural Born Risk-Taker!
Have a great day!
Lisa Jimenez
"Helping people break through hidden fears and
self-limiting beliefs to live a more outrageous,
faith-filled life."
Conquer your hidden fears of prospecting and create an
unstoppable mindset! Lisa Jimenez has helped thousands
of top salespeople shatter their self-limiting beliefs
and finally get the success they want. When it comes
to personal productivity and creating unstoppable
momentum - there is no one better for you than Lisa.
Lisa penetrates the hearts of your audience when she
reveals her own experience of how she broke through
self-limiting beliefs and turned them into the driving
force behind her success. Then used these new beliefs
to sign a six-figure consulting contract just 9 months
later.
To order Lisa's best-selling 'Conquer Fear! Ending
Procrastination and Self Sabotage to Achieve What You
Really Want' package go to <link no longer exists - removed> or
call 800-929-0434.
Do preserve yourself & others while evolving continuously...
From India, Pune
Dear Rajat,
Regarding this topic, I would like to share a book that has significantly helped me in developing creativity within myself and in training others. The book I am referring to is "Fourth Eye - Excellence through Creativity" by Pradip N. Khandwalla (Publisher: A.H. Wheeler and Co., Allahabad). The Mental Gym exercises outlined in this book have proven to be very beneficial. Theoretical, psychological, experiential, and experimental aspects of creativity are excellently presented in this book.
Regards,
Gervase
Regarding this topic, I would like to share a book that has significantly helped me in developing creativity within myself and in training others. The book I am referring to is "Fourth Eye - Excellence through Creativity" by Pradip N. Khandwalla (Publisher: A.H. Wheeler and Co., Allahabad). The Mental Gym exercises outlined in this book have proven to be very beneficial. Theoretical, psychological, experiential, and experimental aspects of creativity are excellently presented in this book.
Regards,
Gervase
Thanks Shooonya , psyched & Ricky for encouragement...
Gervase..thanks for informing us about Pradip Khandwalla's book on Creativity..am surprised to note that IIM-A workshops on creativity don't take any reference to this book...can i get the link on web? Surely would get the book..
Dear all,
Creativity and innovation are important keys to success in today�s rapidly changing world. Process improvement, problem solving, recruiting, retaining and motivating employees, decision making, dealing with limited resources, satisfying customers, and rapidly changing technology are all examples of business realities that require creative solutions.
Why Creativity?
If a survey were to be conducted on the wish list of CEOs - the Creative ideas from Employees would be among the top five! Creativity is today the buzzword for professionals who want to climb the Corporate Ladder.
Also due to Globalization the customers have become more demanding & sophisticated due to availability of information on Internet and wide range of choice of products. The companies have no alternative but to be innovative to cater these markets & products or face the peril of being out-marketed!
Therefore the employees have to align themselves to the Company�s Competitive Advantage in order to fulfill their own career aspirations. Creativity isn�t just for the Marketing Team but for any departments like Finance, Operations, Human Resources etc that wants better solutions to whatever they are working on and get better solutions/ideas which are as practical as possible.
Unfortunately this subject is not taught at schools and Colleges because its importance has not yet been recognized in the Institutes. A lot of people learn about this while on the job or by chance. Was priveleged to work the top Managers in my early career stages which gave me the chance to probe their minds and their thought process..
More importantly - Competency of Creativity is a pre-requisite for the Manager as per The Lancaster Model of Managerial Competencies in Level Three (Meta Qualities) of Successful Manager.
Can anyone relate Creativity to HR?
Look forward to your views/comments...
Cheerio
Rajat Joshi
From India, Pune
Gervase..thanks for informing us about Pradip Khandwalla's book on Creativity..am surprised to note that IIM-A workshops on creativity don't take any reference to this book...can i get the link on web? Surely would get the book..
Dear all,
Creativity and innovation are important keys to success in today�s rapidly changing world. Process improvement, problem solving, recruiting, retaining and motivating employees, decision making, dealing with limited resources, satisfying customers, and rapidly changing technology are all examples of business realities that require creative solutions.
Why Creativity?
If a survey were to be conducted on the wish list of CEOs - the Creative ideas from Employees would be among the top five! Creativity is today the buzzword for professionals who want to climb the Corporate Ladder.
Also due to Globalization the customers have become more demanding & sophisticated due to availability of information on Internet and wide range of choice of products. The companies have no alternative but to be innovative to cater these markets & products or face the peril of being out-marketed!
Therefore the employees have to align themselves to the Company�s Competitive Advantage in order to fulfill their own career aspirations. Creativity isn�t just for the Marketing Team but for any departments like Finance, Operations, Human Resources etc that wants better solutions to whatever they are working on and get better solutions/ideas which are as practical as possible.
Unfortunately this subject is not taught at schools and Colleges because its importance has not yet been recognized in the Institutes. A lot of people learn about this while on the job or by chance. Was priveleged to work the top Managers in my early career stages which gave me the chance to probe their minds and their thought process..
More importantly - Competency of Creativity is a pre-requisite for the Manager as per The Lancaster Model of Managerial Competencies in Level Three (Meta Qualities) of Successful Manager.
Can anyone relate Creativity to HR?
Look forward to your views/comments...
Cheerio
Rajat Joshi
From India, Pune
Hi Rajat,
Thanks for another informative piece. Let me admit it, I am a novice in HR matters. But after joining this site I am learning several things, some of which were possibly obvious to me but which I never considered as important. I am convinced that the learning is helping me to understand myself first, identify my own weak areas, and also helping me to get on with my responsibilities in a better way, understanding my colleagues better, etc.
I think I can relate "creativity" very much with HR. It is HR through creative thinking and methods that implement change management in the organization, enhance the environment, morale, etc., and last but not least - productivity in any organization. The HR has to be creative, innovative, etc., to aid the organization's growth.
Thanks once again, but please keep posting such informative pieces.
Bala
From India, Madras
Thanks for another informative piece. Let me admit it, I am a novice in HR matters. But after joining this site I am learning several things, some of which were possibly obvious to me but which I never considered as important. I am convinced that the learning is helping me to understand myself first, identify my own weak areas, and also helping me to get on with my responsibilities in a better way, understanding my colleagues better, etc.
I think I can relate "creativity" very much with HR. It is HR through creative thinking and methods that implement change management in the organization, enhance the environment, morale, etc., and last but not least - productivity in any organization. The HR has to be creative, innovative, etc., to aid the organization's growth.
Thanks once again, but please keep posting such informative pieces.
Bala
From India, Madras
Dear Mr. Rajat,
Your contributions are what we have been looking for. Kindly, also, let me know how to teach the subject of lateral thinking effectively. I have conducted some mock tests but failed to impress the class. Your expert guidance is solicited.
Karunadasp
From Oman, Muscat
Your contributions are what we have been looking for. Kindly, also, let me know how to teach the subject of lateral thinking effectively. I have conducted some mock tests but failed to impress the class. Your expert guidance is solicited.
Karunadasp
From Oman, Muscat
Dear all,
Thanks...
Psyched - thanks..yes you have very rightly pointed it out that through creative thinking & methods - WE implement change management...more importantly provide innovative solutions in advisory capacity to Management..
Thanks ...
To Teach subject lateral thinking & creativity effectively? am afraid i have no ready made solutions/template for you...
I would suggest the following:-
Read up the available material on this subject - read a book on this by Edward De Bono - he's considered the Father of Lateral Thinking..
Edward De Bono's profile:-
Born in 1933, Edward de Bono attended St Edward's College, Malta, during the war, and then Malta University. Having obtained a degree in Medicine, he then proceeded as a Rhodes Scholar to Christ Church, Oxford, where he gained an honours degree in psychology and physiology and then a D. Phil. in Medicine. He also holds a Ph.D from Cambridge and has held appointments at the universities of Oxford, London, Cambridge and Harvard.
Dr Edward de Bono is widely regarded internationally as the leading thinker about thinking. He has written over fifty (50) books, with translations into twenty-seven languages.
What is unique about Edward de Bono is that he works with school-children, senior executives in major corporations and with governments. His ideas are based on an understanding of the mind as a self-organising information system.
Techniques
Dr de Bono has provided such thinking methods as ...
Lateral Thinking
PO - The Provocative Operation
Six Thinking Hats
Water Logic (and flowscapes)
CoRT thinking for teaching thinking in schools
Books
The Use of Lateral Thinking (also published as New Think) (1967)
The Five Day Course in Thinking (1968)
The Mechanism of Mind (1969)
The Dog Exercising Machine (1970)
Lateral Thinking: Creativity Step by Step (1970)
Technology Today (1971)
Practical Thinking (1971)
Lateral Thinking for Management (1971)
Children Solve Problems (1972)
Po: Beyond Yes and No (1972)
Eureka: A History of Inventions (1974)
Teaching Thinking (1976)
The Greatest Thinkers - 30 minds that shaped our civilisation (1976)
Wordpower (1977)
The Happiness Purpose (1977)
Opportunities (1978)
Future Positive (1979)
Atlas of Management Thinking (1981)
Conflicts: A Better Way to Resolve Them
de Bono's Thinking Course (1982) Reissued 1994
The CoRt Thinking Program
Tactics - The Art and Science of Success (1984)
Six Thinking Hats (1985)
Letters to thinkers (1982 - 1987)
I am Right, You are Wrong (1990)
Sur/Petition (1990)
Handbook for the Positive Revolution (1991)
Six Action Shoes (1991)
Serious Creativity (1992)
Teach Your Child How to Think (1992)
Water Logic (1993)
Parallel Thinking - From Socratic Thinking to de Bono Thinking (1994)
Teach Yourself to Think (1994)
Mind Pack (1995)
Textbook of Wisdom (1996)
de Bono's Code Book
Why I Want to be King of Australia
Why So Stupid? More information at the Why So Stupid site, and a section of de Bono's site www.edwarddebono.com
Creativity and its effects�
Blended Learning: It Improves Your Productivity
One of the most commonly used terms in advertising �Creative� types develop ads Ad agencies gain reputations for their creativity The challenge of developing a marketing message is considered creative So
what is creativity?
n. (kre-a�tiv i te)
Having the ability to create (give rise to; cause to exist) things Characterized by expressiveness and originality; imaginative Combining 2+ elements with imagination & technical skills that have never been combined before (Levinson)
How does Levinson define creativity?
The Power of the Meme
Self-explanatory symbol (words, action, sounds, picture) that communicates an entire idea
Lowest common denominator of an idea Alters human behavior (motivates, persuades)Its simplicity makes it easily understandable in seconds
How does marketing creativity differ from creativity in the arts?
Creativity in the Arts
Enlightenment
Entertainment
Self expression
Stirs emotions
Subject to interpretation
Artist is a focal point
Creativity in Direct Marketing
Aesthetic appeal
Originality, freshness
Clutter-cutting ability
Relevant for target audience
Clear message/informative
Campaign communication goals is the focal point
Causes people to change their minds
Why a Creative Approaches Class?
Knowledge
Discipline
Patience
Courage
Knowledge
Theories, formulas & checklists
Understand the components of successful direct marketing campaigns There are steps that help the creative process along The �science� of direct marketing
Discipline
Great DM campaigns do not magically happen Appreciation, respect & attention to the details
Become an information junkie The bodybuilder mentality
Patience
Creativity develops with practice & time You must understand �the box� before you can �think out of the box� Let yourself be a novice
Courage
Obstacles always seem big the first time Persevering to get over the plateaus You WILL make mistakes! You are not alone Enjoy the process
Cheers
Rajat
From India, Pune
Thanks...
Psyched - thanks..yes you have very rightly pointed it out that through creative thinking & methods - WE implement change management...more importantly provide innovative solutions in advisory capacity to Management..
Thanks ...
To Teach subject lateral thinking & creativity effectively? am afraid i have no ready made solutions/template for you...
I would suggest the following:-
Read up the available material on this subject - read a book on this by Edward De Bono - he's considered the Father of Lateral Thinking..
Edward De Bono's profile:-
Born in 1933, Edward de Bono attended St Edward's College, Malta, during the war, and then Malta University. Having obtained a degree in Medicine, he then proceeded as a Rhodes Scholar to Christ Church, Oxford, where he gained an honours degree in psychology and physiology and then a D. Phil. in Medicine. He also holds a Ph.D from Cambridge and has held appointments at the universities of Oxford, London, Cambridge and Harvard.
Dr Edward de Bono is widely regarded internationally as the leading thinker about thinking. He has written over fifty (50) books, with translations into twenty-seven languages.
What is unique about Edward de Bono is that he works with school-children, senior executives in major corporations and with governments. His ideas are based on an understanding of the mind as a self-organising information system.
Techniques
Dr de Bono has provided such thinking methods as ...
Lateral Thinking
PO - The Provocative Operation
Six Thinking Hats
Water Logic (and flowscapes)
CoRT thinking for teaching thinking in schools
Books
The Use of Lateral Thinking (also published as New Think) (1967)
The Five Day Course in Thinking (1968)
The Mechanism of Mind (1969)
The Dog Exercising Machine (1970)
Lateral Thinking: Creativity Step by Step (1970)
Technology Today (1971)
Practical Thinking (1971)
Lateral Thinking for Management (1971)
Children Solve Problems (1972)
Po: Beyond Yes and No (1972)
Eureka: A History of Inventions (1974)
Teaching Thinking (1976)
The Greatest Thinkers - 30 minds that shaped our civilisation (1976)
Wordpower (1977)
The Happiness Purpose (1977)
Opportunities (1978)
Future Positive (1979)
Atlas of Management Thinking (1981)
Conflicts: A Better Way to Resolve Them
de Bono's Thinking Course (1982) Reissued 1994
The CoRt Thinking Program
Tactics - The Art and Science of Success (1984)
Six Thinking Hats (1985)
Letters to thinkers (1982 - 1987)
I am Right, You are Wrong (1990)
Sur/Petition (1990)
Handbook for the Positive Revolution (1991)
Six Action Shoes (1991)
Serious Creativity (1992)
Teach Your Child How to Think (1992)
Water Logic (1993)
Parallel Thinking - From Socratic Thinking to de Bono Thinking (1994)
Teach Yourself to Think (1994)
Mind Pack (1995)
Textbook of Wisdom (1996)
de Bono's Code Book
Why I Want to be King of Australia
Why So Stupid? More information at the Why So Stupid site, and a section of de Bono's site www.edwarddebono.com
Creativity and its effects�
Blended Learning: It Improves Your Productivity
One of the most commonly used terms in advertising �Creative� types develop ads Ad agencies gain reputations for their creativity The challenge of developing a marketing message is considered creative So
what is creativity?
n. (kre-a�tiv i te)
Having the ability to create (give rise to; cause to exist) things Characterized by expressiveness and originality; imaginative Combining 2+ elements with imagination & technical skills that have never been combined before (Levinson)
How does Levinson define creativity?
The Power of the Meme
Self-explanatory symbol (words, action, sounds, picture) that communicates an entire idea
Lowest common denominator of an idea Alters human behavior (motivates, persuades)Its simplicity makes it easily understandable in seconds
How does marketing creativity differ from creativity in the arts?
Creativity in the Arts
Enlightenment
Entertainment
Self expression
Stirs emotions
Subject to interpretation
Artist is a focal point
Creativity in Direct Marketing
Aesthetic appeal
Originality, freshness
Clutter-cutting ability
Relevant for target audience
Clear message/informative
Campaign communication goals is the focal point
Causes people to change their minds
Why a Creative Approaches Class?
Knowledge
Discipline
Patience
Courage
Knowledge
Theories, formulas & checklists
Understand the components of successful direct marketing campaigns There are steps that help the creative process along The �science� of direct marketing
Discipline
Great DM campaigns do not magically happen Appreciation, respect & attention to the details
Become an information junkie The bodybuilder mentality
Patience
Creativity develops with practice & time You must understand �the box� before you can �think out of the box� Let yourself be a novice
Courage
Obstacles always seem big the first time Persevering to get over the plateaus You WILL make mistakes! You are not alone Enjoy the process
Cheers
Rajat
From India, Pune
Dear all,
Where does creativity come from?
How can one person be so creative and another person appear to be uncreative?
The source of creativity really stems back to the brain.
Prior to the beginning of the twentieth century little was actually known about the brain. In the late 1950's and early 1960's some significant research was conducted by Roger Sperry. Sperry's work, which later earned him the Nobel Prize for Medicine in 1981, clearly showed that the brain is divided into two major parts or hemispheres, the right brain and the left brain.
His research also identified that each of the parts of the brain specializes in its own style of thinking and has different capabilities.
The Left Brain
The left brain is associated with verbal, logical, and analytical thinking. It excels in naming and categorizing things, symbolic abstraction, speech, reading, writing, arithmetic. The left brain is very linear: it places things in sequential order -- first things first and then second things second, etc.
If you reflect back upon our own educational training, we have been traditionally taught to master the 3 R's: reading, writing and arithmetic -- the domain and strength of the left brain.
The Right Brain
The right brain, on the other hand, functions in a non-verbal manner and excels in visual, spatial, perceptual, and intuitive information.
The right brain processes information differently than the left brain. For the right brain, processing happens very quickly and the style of processing is nonlinear and nonsequential. The right brain looks at the whole picture and quickly seeks to determine the spatial relationships of all the parts as they relate to the whole.
This component of the brain is not concerned with things falling into patterns because of prescribed rules. On the contrary, the right brain seems to flourish dealing with complexity, ambiguity and paradox.
At times, right brain thinking is difficult to put into words because of its complexity, its ability to process information quickly and its non-verbal nature. The right brain has been associated with the realm of creativity.
Our educational system, as well as science in general, tends to neglect the nonverbal form of intellect. What it comes down to is that modern society discriminates against the right hemisphere.
How often you were encouraged to think differently?
What happened when you did something different ?...
..invariably you were asked to conform to the accepted social norms & mores..beliefs...
Balancing a Checkbook
Take the activity of balancing your checkbook. The left brain engages in a very systematic, sequential and exact approach to getting the job done.
The left brain strives for accuracy in making sure the balance balances. If the right brain were in charge of this activity, the right brain would probably be content to round up or down to the nearest rupee amount: an approach that is unacceptable to the left brain.
Driving in Traffic
Now let's consider another activity: driving on the busy road.
This is clearly the domain of the right brain: spatial relationships, the ability to process information quickly, and to see the whole picture from all of the parts.
If the left brain were in charge here, you would probably hear something like this: "Now the truck is approaching on the right entrance road at a speed of approximately 40 kms per hour, while the white zen car is approaching in the left lane, at 70 kms per hour, swerving slighting in and out of the right lane, and up ahead is a slowly moving car, traveling about 20 kms per hour, that keeps putting on its break lights every ten or fifteen seconds��"
As you can tell, this style of processing information is too slow..and would paralyse you for a minute..
The right brain takes over and quickly assesses what has to be done and reacts accordingly.
This is significant because many times when a person drives a car, the left brain basically checks out and the right brain emerges as dominant. The left brain is "suspended."
When this happens, many people experience some of their most creative thinking. Or how about when you take a shower?�.or shaving, or jogging, or swimming? Basic repetitive actions "suspend" the left brain and "release" the right brain.
Tell me did you think of ideas while having a bath this morning..something may have just popped in your mind..from nowwhere..and it went out...chances are we may have forgotten what it was in the first place by the time we go through the motions of getting ready & commuting to office..
The Whole Brain
As we develop our creative skills we must also develop our ability to suspend the left brain and to release the right. The ultimate goal for all of us is to approach our life and our work using a "whole" brain approach. We can't make the mistake of thinking that the left and right brains are two totally separate entities within our bodies. They are connected and do have areas of overlap. An integrated "whole" brain approach begins to maximize the untapped potential of the human brain
Left Brain Right Brain
Words (verbal) Images (non-verbal)
Logical Intuitive
Black & White Color
Numbers Rhythm
Sequence Imagination
Analysis Daydreaming
Lists Dimension
Critical Thinking Creative Thinking
So Creativity is closely linked with your RIGHT BRAIN !!!...
Look forward to your comments ....
Cheerio
Rajat
From India, Pune
Where does creativity come from?
How can one person be so creative and another person appear to be uncreative?
The source of creativity really stems back to the brain.
Prior to the beginning of the twentieth century little was actually known about the brain. In the late 1950's and early 1960's some significant research was conducted by Roger Sperry. Sperry's work, which later earned him the Nobel Prize for Medicine in 1981, clearly showed that the brain is divided into two major parts or hemispheres, the right brain and the left brain.
His research also identified that each of the parts of the brain specializes in its own style of thinking and has different capabilities.
The Left Brain
The left brain is associated with verbal, logical, and analytical thinking. It excels in naming and categorizing things, symbolic abstraction, speech, reading, writing, arithmetic. The left brain is very linear: it places things in sequential order -- first things first and then second things second, etc.
If you reflect back upon our own educational training, we have been traditionally taught to master the 3 R's: reading, writing and arithmetic -- the domain and strength of the left brain.
The Right Brain
The right brain, on the other hand, functions in a non-verbal manner and excels in visual, spatial, perceptual, and intuitive information.
The right brain processes information differently than the left brain. For the right brain, processing happens very quickly and the style of processing is nonlinear and nonsequential. The right brain looks at the whole picture and quickly seeks to determine the spatial relationships of all the parts as they relate to the whole.
This component of the brain is not concerned with things falling into patterns because of prescribed rules. On the contrary, the right brain seems to flourish dealing with complexity, ambiguity and paradox.
At times, right brain thinking is difficult to put into words because of its complexity, its ability to process information quickly and its non-verbal nature. The right brain has been associated with the realm of creativity.
Our educational system, as well as science in general, tends to neglect the nonverbal form of intellect. What it comes down to is that modern society discriminates against the right hemisphere.
How often you were encouraged to think differently?
What happened when you did something different ?...
..invariably you were asked to conform to the accepted social norms & mores..beliefs...
Balancing a Checkbook
Take the activity of balancing your checkbook. The left brain engages in a very systematic, sequential and exact approach to getting the job done.
The left brain strives for accuracy in making sure the balance balances. If the right brain were in charge of this activity, the right brain would probably be content to round up or down to the nearest rupee amount: an approach that is unacceptable to the left brain.
Driving in Traffic
Now let's consider another activity: driving on the busy road.
This is clearly the domain of the right brain: spatial relationships, the ability to process information quickly, and to see the whole picture from all of the parts.
If the left brain were in charge here, you would probably hear something like this: "Now the truck is approaching on the right entrance road at a speed of approximately 40 kms per hour, while the white zen car is approaching in the left lane, at 70 kms per hour, swerving slighting in and out of the right lane, and up ahead is a slowly moving car, traveling about 20 kms per hour, that keeps putting on its break lights every ten or fifteen seconds��"
As you can tell, this style of processing information is too slow..and would paralyse you for a minute..
The right brain takes over and quickly assesses what has to be done and reacts accordingly.
This is significant because many times when a person drives a car, the left brain basically checks out and the right brain emerges as dominant. The left brain is "suspended."
When this happens, many people experience some of their most creative thinking. Or how about when you take a shower?�.or shaving, or jogging, or swimming? Basic repetitive actions "suspend" the left brain and "release" the right brain.
Tell me did you think of ideas while having a bath this morning..something may have just popped in your mind..from nowwhere..and it went out...chances are we may have forgotten what it was in the first place by the time we go through the motions of getting ready & commuting to office..
The Whole Brain
As we develop our creative skills we must also develop our ability to suspend the left brain and to release the right. The ultimate goal for all of us is to approach our life and our work using a "whole" brain approach. We can't make the mistake of thinking that the left and right brains are two totally separate entities within our bodies. They are connected and do have areas of overlap. An integrated "whole" brain approach begins to maximize the untapped potential of the human brain
Left Brain Right Brain
Words (verbal) Images (non-verbal)
Logical Intuitive
Black & White Color
Numbers Rhythm
Sequence Imagination
Analysis Daydreaming
Lists Dimension
Critical Thinking Creative Thinking
So Creativity is closely linked with your RIGHT BRAIN !!!...
Look forward to your comments ....
Cheerio
Rajat
From India, Pune
Hello Rajat,
I don't know if I am currently using my left brain or the right one, but I definitely have a request. Can you tell me how HR managers react and which part of the brain they use more, and also which part they are supposed to use more?
With regards,
Vivarna
From India, Hyderabad
I don't know if I am currently using my left brain or the right one, but I definitely have a request. Can you tell me how HR managers react and which part of the brain they use more, and also which part they are supposed to use more?
With regards,
Vivarna
From India, Hyderabad
Hi Vivarna,
"Hello Rajat, I don't know if I am currently using my left brain or the right one, but I definitely have a request. Can you tell me how HR managers react and which part of the brain they use more, and also which part they are supposed to use more?
In normal situations, HR Managers use the left brain, based on the experiences learned while growing up, focusing on the 3 Rs - reading, writing, and arithmetic. This is a taught concept that is learned without questioning or debating.
When you reflect on your career and the instances where you have made decisions, were they different from what another person in your place would have decided? The chances are, probably they would have been the same.
In today's ever-changing world, it is advisable for HR managers to use the right brain to deal with the ever-changing complexities and situations faced in organizations.
Cheers,
Rajat"
From India, Pune
"Hello Rajat, I don't know if I am currently using my left brain or the right one, but I definitely have a request. Can you tell me how HR managers react and which part of the brain they use more, and also which part they are supposed to use more?
In normal situations, HR Managers use the left brain, based on the experiences learned while growing up, focusing on the 3 Rs - reading, writing, and arithmetic. This is a taught concept that is learned without questioning or debating.
When you reflect on your career and the instances where you have made decisions, were they different from what another person in your place would have decided? The chances are, probably they would have been the same.
In today's ever-changing world, it is advisable for HR managers to use the right brain to deal with the ever-changing complexities and situations faced in organizations.
Cheers,
Rajat"
From India, Pune
Hi Folks,
Thanks for the overwhelming responses in my mailboxes. It's gratifying to know that you all appreciate and enjoy this.
Coming to the next point...
Child & Creativity-
Children and creativity are closely linked!
According to the experts, most theories of child development view young children as highly creative, with a natural tendency to fantasize, experiment, and explore their physical and conceptual environment.
Do you recall how you played with soil and plants? The ghost stories you made up and truly believed in?
Exploration of the world... your garden became the secret place. Your mind was pure and free from do's and don'ts, making friends easily.
However, this high level of creativity is not necessarily maintained throughout childhood and into adulthood. The level of creativity declines when they start kindergarten and peaks again when they reach early teens.
Creativity is essentially a form of problem-solving. But it is a special type of problem-solving—one that involves problems for which there are no easy answers; that is, problems for which popular or conventional responses do not work. Creativity involves adaptability and flexibility of thought.
Before I go further, we invite your views on your childhood and creativity. It's a reflection of self... what were your memorable memories of your childhood?
Do you recall how you saw the problems then and what ideas you had in mind?
We look forward to your views... experiences.
Cheerio,
Rajat Joshi
From India, Pune
Thanks for the overwhelming responses in my mailboxes. It's gratifying to know that you all appreciate and enjoy this.
Coming to the next point...
Child & Creativity-
Children and creativity are closely linked!
According to the experts, most theories of child development view young children as highly creative, with a natural tendency to fantasize, experiment, and explore their physical and conceptual environment.
Do you recall how you played with soil and plants? The ghost stories you made up and truly believed in?
Exploration of the world... your garden became the secret place. Your mind was pure and free from do's and don'ts, making friends easily.
However, this high level of creativity is not necessarily maintained throughout childhood and into adulthood. The level of creativity declines when they start kindergarten and peaks again when they reach early teens.
Creativity is essentially a form of problem-solving. But it is a special type of problem-solving—one that involves problems for which there are no easy answers; that is, problems for which popular or conventional responses do not work. Creativity involves adaptability and flexibility of thought.
Before I go further, we invite your views on your childhood and creativity. It's a reflection of self... what were your memorable memories of your childhood?
Do you recall how you saw the problems then and what ideas you had in mind?
We look forward to your views... experiences.
Cheerio,
Rajat Joshi
From India, Pune
Hi Rajat,
I found your articles to be really thought-provoking. I wish we could retain our childlike nature within us. For those interested in assessing the dominance of their brains, you can take the test at [link removed]. Remember to answer truthfully.
From India, Pune
I found your articles to be really thought-provoking. I wish we could retain our childlike nature within us. For those interested in assessing the dominance of their brains, you can take the test at [link removed]. Remember to answer truthfully.
From India, Pune
Hi Rajat,
Your article kindled the old memories in me. My sister and I, during the school vacation (which was 2 months), used to build a thatched hut inside our compound, put up curtains (old sacks), and shift some old broken cots, chairs, etc., into the hut to really set up a house. During those times, we had independent houses with pretty spacious compounds with lots of space to do such things. This had become a regular exercise every year. We used to find it pretty difficult to get dried coconut leaves to be used for the hut because of frequent rains. We would take the fallen wet leaves and wipe them dry, then try to keep them under the only fan in our house for hours to dry before using.
I wish I could go back to those days when life was much simpler and not so complicated!
Thanks,
Bala
From India, Madras
Your article kindled the old memories in me. My sister and I, during the school vacation (which was 2 months), used to build a thatched hut inside our compound, put up curtains (old sacks), and shift some old broken cots, chairs, etc., into the hut to really set up a house. During those times, we had independent houses with pretty spacious compounds with lots of space to do such things. This had become a regular exercise every year. We used to find it pretty difficult to get dried coconut leaves to be used for the hut because of frequent rains. We would take the fallen wet leaves and wipe them dry, then try to keep them under the only fan in our house for hours to dry before using.
I wish I could go back to those days when life was much simpler and not so complicated!
Thanks,
Bala
From India, Madras
Hi Rajat,
Thank you for sharing your experience. Your article kindled old memories in me.
"My sister and I, during the school vacation (which was 2 months), used to build a thatched hut inside our compound. We would put up curtains (old sacks) and shift some old broken cots, chairs, etc., into the hut to really set up a house. During those times, we had independent houses with pretty spacious compounds that had lots of space for such activities. This had become a regular exercise every year. We used to find it quite difficult to get dried coconut leaves for the hut because of frequent rains. We would take the fallen wet leaves, wipe them dry, and try to keep them under the only fan in our house for hours to dry before using them.
I wish I could go back to those days when life was much simpler and not so complicated!
How many of us actually recall those happy days? Just take a minute and transport yourself to those days. With this, may I invite others to share their own experiences before we proceed to the next level.
Cheers,
Rajat"
From India, Pune
Thank you for sharing your experience. Your article kindled old memories in me.
"My sister and I, during the school vacation (which was 2 months), used to build a thatched hut inside our compound. We would put up curtains (old sacks) and shift some old broken cots, chairs, etc., into the hut to really set up a house. During those times, we had independent houses with pretty spacious compounds that had lots of space for such activities. This had become a regular exercise every year. We used to find it quite difficult to get dried coconut leaves for the hut because of frequent rains. We would take the fallen wet leaves, wipe them dry, and try to keep them under the only fan in our house for hours to dry before using them.
I wish I could go back to those days when life was much simpler and not so complicated!
How many of us actually recall those happy days? Just take a minute and transport yourself to those days. With this, may I invite others to share their own experiences before we proceed to the next level.
Cheers,
Rajat"
From India, Pune
Children and Creativity
Everybody is creative. Without creativity, we could not adapt to new situations or change the way we view the world. When people identify someone as "creative," they mean something about the degree of creativity displayed. Not everyone will be delighted by the way a creative child thinks.
Development
The personality traits which some creative children develop are often viewed by others as strange or unproductive.
Free Thinking: When creative children toy with ideas, they may appear undisciplined and lacking in goal orientation;
Gullibility: Creative children get excited about "half-baked" ideas and may not see the drawbacks or flaws that an adult would easily see;
Humour: Creative children find humour in ideas which adults consider to be very serious. This ability to question and see other perspectives may be interpreted as mocking and obnoxious;
Daydreaming: Creative children learn through fantasy and solve many of their problems through its use. Letting one's mind wander can help the imagination form new connections but may be seen as being inattentive or spacey;
Aloneness: Creative thinking develops from delicate, unformed ideas. Children need to be alone while their ideas emerge, but society's emphasis on togetherness makes this difficult;
Activity: Ideas often come at times of "doing nothing." But once the idea comes, the creative child will become absorbed in the activity.
What Can You Do?
Set an Example: Honour your own child-like curiosity, enthusiasm and "crazy" ideas. Keep yourself open to new experiences, share your own creative interests and take delight in the interests of your child.
Examine Your Attitudes: Children who feel loved and trusted gain the confidence to be different and the courage to create. Over-concern for societal convention or sex-role stereotypes can inhibit creativity.
Encourage Your Child: Encourage experimentation and exploration. Practise listening to your child without being judgemental. Edit, criticize and question your child's ideas with caution. Allow for and support your child in failure. Avoid "empty praise" for every production and show your enthusiasm when you really feel it!
Enrich the Environment: Unstructured play materials encourage imagination and enable children to create their own ideas. Old magazines, books, newspapers, games, old clothes, discarded jewellery can be precious treasures of unlimited possibilities. Take trips. Talk with people. Provide experiences that stretch the imagination.
Structure the Environment: While it may be true that creative children's uniqueness might cause problems, it is not true that all children with problems are creative. Rules should be as few as possible but must be clear and consistently applied with obvious consequences for misbehaviour.
Watch TV: And watch out for TV! Used responsibly, television can enhance visual imagery and imagination, and increase one's knowledge. However, creative people are producers of new ideas, not simply consumers of the ideas of others.
Encourage Your Child to Record Ideas: Children love to paint and draw from a very early age. This is an excellent creative problem-solving medium. Before they begin to write, they can dictate their ideas to adults or other children. Later, you may encourage your child to keep a diary or journal.
Teach Your Child about Creativity: The creative process never runs smoothly and children get into "bad moods" when they are frustrated. Let them know it's okay to daydream, pretend, have imaginary friends, think things other people don't think, and not be interested in everything that interests other children. Deep satisfaction can be gained from participating in unlocking your child's creative potential, kindling within the lifelong fire of artistic and intellectual enthusiasm.
Cheers,
Rajat
From India, Pune
Everybody is creative. Without creativity, we could not adapt to new situations or change the way we view the world. When people identify someone as "creative," they mean something about the degree of creativity displayed. Not everyone will be delighted by the way a creative child thinks.
Development
The personality traits which some creative children develop are often viewed by others as strange or unproductive.
Free Thinking: When creative children toy with ideas, they may appear undisciplined and lacking in goal orientation;
Gullibility: Creative children get excited about "half-baked" ideas and may not see the drawbacks or flaws that an adult would easily see;
Humour: Creative children find humour in ideas which adults consider to be very serious. This ability to question and see other perspectives may be interpreted as mocking and obnoxious;
Daydreaming: Creative children learn through fantasy and solve many of their problems through its use. Letting one's mind wander can help the imagination form new connections but may be seen as being inattentive or spacey;
Aloneness: Creative thinking develops from delicate, unformed ideas. Children need to be alone while their ideas emerge, but society's emphasis on togetherness makes this difficult;
Activity: Ideas often come at times of "doing nothing." But once the idea comes, the creative child will become absorbed in the activity.
What Can You Do?
Set an Example: Honour your own child-like curiosity, enthusiasm and "crazy" ideas. Keep yourself open to new experiences, share your own creative interests and take delight in the interests of your child.
Examine Your Attitudes: Children who feel loved and trusted gain the confidence to be different and the courage to create. Over-concern for societal convention or sex-role stereotypes can inhibit creativity.
Encourage Your Child: Encourage experimentation and exploration. Practise listening to your child without being judgemental. Edit, criticize and question your child's ideas with caution. Allow for and support your child in failure. Avoid "empty praise" for every production and show your enthusiasm when you really feel it!
Enrich the Environment: Unstructured play materials encourage imagination and enable children to create their own ideas. Old magazines, books, newspapers, games, old clothes, discarded jewellery can be precious treasures of unlimited possibilities. Take trips. Talk with people. Provide experiences that stretch the imagination.
Structure the Environment: While it may be true that creative children's uniqueness might cause problems, it is not true that all children with problems are creative. Rules should be as few as possible but must be clear and consistently applied with obvious consequences for misbehaviour.
Watch TV: And watch out for TV! Used responsibly, television can enhance visual imagery and imagination, and increase one's knowledge. However, creative people are producers of new ideas, not simply consumers of the ideas of others.
Encourage Your Child to Record Ideas: Children love to paint and draw from a very early age. This is an excellent creative problem-solving medium. Before they begin to write, they can dictate their ideas to adults or other children. Later, you may encourage your child to keep a diary or journal.
Teach Your Child about Creativity: The creative process never runs smoothly and children get into "bad moods" when they are frustrated. Let them know it's okay to daydream, pretend, have imaginary friends, think things other people don't think, and not be interested in everything that interests other children. Deep satisfaction can be gained from participating in unlocking your child's creative potential, kindling within the lifelong fire of artistic and intellectual enthusiasm.
Cheers,
Rajat
From India, Pune
Hi Rajat,
Thanks for your feedback. Your "What can you do?" was very correct. We need to follow those guidelines as much as possible and as sincerely as possible. I am sure anybody can see and experience the positive aspects in this case.
Thanks again, Rajat.
Bala
From India, Madras
Thanks for your feedback. Your "What can you do?" was very correct. We need to follow those guidelines as much as possible and as sincerely as possible. I am sure anybody can see and experience the positive aspects in this case.
Thanks again, Rajat.
Bala
From India, Madras
Hi Folks,
Lateral thinking and decision-making processes are closely interlinked, which normally rely largely on common sense.
Came across this article... check it out...
We Need a Severe Outbreak of Common Sense
by Rick Sidorowicz
I could be taking all this revolutionary stuff too seriously, but it seems that you hear and read more and more of all the admirable intentions and nice rhetoric, yet see very little of it applied. It might have something to do with some of the extraordinary neurophysiological mechanisms operating in the mosaic of the minds of executives, but then again, it might just be a case of insecure egos and a fear of the unknown. Is it really so complicated? What on earth would we do if it were indeed simpler? We need a serious outbreak of common sense.
What on earth is so complicated and complex about treating people with dignity and respect, providing information so they can make informed and intelligent choices, giving people the tools, resources, and authority to do their jobs, and trusting them to get it done right and on time?
And is it really that much of a leap of faith to see that if you treat your employees that way, they will tend to treat their customers that way too? Is it really that obvious and simple? Anita Roddick, founder of The Body Shop, has this to say about her success, "What's so hot-shit about putting up products that are good and visually exciting and effective, and having staff well trained and loving the product?" "It's not extraordinary. It's obvious!" Is it really so simple? Absolutely! We need a severe outbreak of common sense - and perhaps a 'common sense revolution.'
Want to solve your multimillion-dollar 'positioning' problem? Ask a group of eight-year-olds what they think of shopping in your store. "Boring," was the response I got, and they were right on the money. Mega bucks on media advertising? How about a critique from an eleven-year-old that the ads were quite dumb and not at all believable - not even funny. The creative talents of an agency and $1.2 million later to discover what a bunch of kids from around the corner could have told you in a five-minute conversation. But still, we need focus groups and more research to guide our thinking. (Because it's so complicated!)
Where does all this complexity and clutter come from?
Are the minds of senior managers and executives just so complex that they can no longer grasp fundamentals, the simple truths, the basics? Is it because it just has to be complex to appear to be important or astute, or executive? Can simplicity coexist with exalted?
The answer must be to simplify and apply... our common sense; to stop strangling ourselves with information, research, statistics, and superfluous jargon. Solving any problem requires stripping away all of the extraneous information - the clutter - and getting to the heart of it - the meat - the fundamentals. And believe it or not, those with less experience in the complexities of the executive suite often have the clearest perspective. So do your customers (if you asked them) and your suppliers (if you asked them too). It's really not all that complicated!
Jack Welch, mega value creator at GE, gets to the heart of it in the following quote:
"Insecure managers create complexity. Frightened, nervous managers use thick, convoluted planning books and busy slides filled with everything they've known since childhood.
Real leaders don't need clutter. People must have the self-confidence to be clear, precise, to be sure that every person in their organization understands what the business is trying to achieve. But it's not easy. You can't believe how hard it is for people to be simple, how much they fear being simple. They worry that if they're simple, people will think they're simple-minded. In reality, of course, it's just the reverse.
Clear, tough-minded people are the most simple."
Thanks, Jack... you are RIGHT...
Cheers
Rajat
From India, Pune
Lateral thinking and decision-making processes are closely interlinked, which normally rely largely on common sense.
Came across this article... check it out...
We Need a Severe Outbreak of Common Sense
by Rick Sidorowicz
I could be taking all this revolutionary stuff too seriously, but it seems that you hear and read more and more of all the admirable intentions and nice rhetoric, yet see very little of it applied. It might have something to do with some of the extraordinary neurophysiological mechanisms operating in the mosaic of the minds of executives, but then again, it might just be a case of insecure egos and a fear of the unknown. Is it really so complicated? What on earth would we do if it were indeed simpler? We need a serious outbreak of common sense.
What on earth is so complicated and complex about treating people with dignity and respect, providing information so they can make informed and intelligent choices, giving people the tools, resources, and authority to do their jobs, and trusting them to get it done right and on time?
And is it really that much of a leap of faith to see that if you treat your employees that way, they will tend to treat their customers that way too? Is it really that obvious and simple? Anita Roddick, founder of The Body Shop, has this to say about her success, "What's so hot-shit about putting up products that are good and visually exciting and effective, and having staff well trained and loving the product?" "It's not extraordinary. It's obvious!" Is it really so simple? Absolutely! We need a severe outbreak of common sense - and perhaps a 'common sense revolution.'
Want to solve your multimillion-dollar 'positioning' problem? Ask a group of eight-year-olds what they think of shopping in your store. "Boring," was the response I got, and they were right on the money. Mega bucks on media advertising? How about a critique from an eleven-year-old that the ads were quite dumb and not at all believable - not even funny. The creative talents of an agency and $1.2 million later to discover what a bunch of kids from around the corner could have told you in a five-minute conversation. But still, we need focus groups and more research to guide our thinking. (Because it's so complicated!)
Where does all this complexity and clutter come from?
Are the minds of senior managers and executives just so complex that they can no longer grasp fundamentals, the simple truths, the basics? Is it because it just has to be complex to appear to be important or astute, or executive? Can simplicity coexist with exalted?
The answer must be to simplify and apply... our common sense; to stop strangling ourselves with information, research, statistics, and superfluous jargon. Solving any problem requires stripping away all of the extraneous information - the clutter - and getting to the heart of it - the meat - the fundamentals. And believe it or not, those with less experience in the complexities of the executive suite often have the clearest perspective. So do your customers (if you asked them) and your suppliers (if you asked them too). It's really not all that complicated!
Jack Welch, mega value creator at GE, gets to the heart of it in the following quote:
"Insecure managers create complexity. Frightened, nervous managers use thick, convoluted planning books and busy slides filled with everything they've known since childhood.
Real leaders don't need clutter. People must have the self-confidence to be clear, precise, to be sure that every person in their organization understands what the business is trying to achieve. But it's not easy. You can't believe how hard it is for people to be simple, how much they fear being simple. They worry that if they're simple, people will think they're simple-minded. In reality, of course, it's just the reverse.
Clear, tough-minded people are the most simple."
Thanks, Jack... you are RIGHT...
Cheers
Rajat
From India, Pune
Hi all,
"If we did all the things we are capable of, we would literally astound
ourselves." -
Thomas Alva Edison
Just how powerful is the Subconscious Mind and how can we use it to
help our self improvement? It�s almost impossible to overestimates the
power of the subconscious mind.
Most of our brain�s activity does not occur consciously. It is our
subconscious mind that controls all the organs that makes our bodies
function, It�s our subconscious mind that allows us to drive our car, listen
to the radio and eat an apple without really paying much attention to
any of these activities. It�s our subconscious mind that never sleeps,
and takes in and stores everything that we see hear or experience, even
the things we pay no attention to. It�s our subconscious mind that
makes our daily living possible by allowing us to do hundreds, if not
thousands of actions every day without even thinking about them.
Why is this important for Self Improvement?
Whether we are aware of it or not, most of the instincts and gut
feelings that we have, or voices we hear, come from our subconscious mind. It is also our subconscious mind that, if we allow it to, can give us
invaluable insights and solutions to problems and can help us in every area of our lives. But we can go much further. If we learn how to actively
use our subconscious mind and feed it with the right input, it can be
our greatest ally in life. It can ensure we achieve our goals and desires
and allow us do more with our lives than we ever thought possible.
The subconscious mind is so powerful that to there is absolutely
nothing �sub� about it, and has also been called, more accurately, the
super-conscious mind or the creative mind.
Just a couple of questions to you all..it just takes a few seconds to ponder..
Today morning..
Did ideas pop in your mind while..
* Having a bath
* Shaving
* While getting ready to office
* While commuting to office in a car or train....
What has happened to these ideas when you once reach office?...
Where & how these ideas come through..which comes like a flash & go away?..
Await your inputs!
Have a great day!!
Cheers,
Rajat
From India, Pune
"If we did all the things we are capable of, we would literally astound
ourselves." -
Thomas Alva Edison
Just how powerful is the Subconscious Mind and how can we use it to
help our self improvement? It�s almost impossible to overestimates the
power of the subconscious mind.
Most of our brain�s activity does not occur consciously. It is our
subconscious mind that controls all the organs that makes our bodies
function, It�s our subconscious mind that allows us to drive our car, listen
to the radio and eat an apple without really paying much attention to
any of these activities. It�s our subconscious mind that never sleeps,
and takes in and stores everything that we see hear or experience, even
the things we pay no attention to. It�s our subconscious mind that
makes our daily living possible by allowing us to do hundreds, if not
thousands of actions every day without even thinking about them.
Why is this important for Self Improvement?
Whether we are aware of it or not, most of the instincts and gut
feelings that we have, or voices we hear, come from our subconscious mind. It is also our subconscious mind that, if we allow it to, can give us
invaluable insights and solutions to problems and can help us in every area of our lives. But we can go much further. If we learn how to actively
use our subconscious mind and feed it with the right input, it can be
our greatest ally in life. It can ensure we achieve our goals and desires
and allow us do more with our lives than we ever thought possible.
The subconscious mind is so powerful that to there is absolutely
nothing �sub� about it, and has also been called, more accurately, the
super-conscious mind or the creative mind.
Just a couple of questions to you all..it just takes a few seconds to ponder..
Today morning..
Did ideas pop in your mind while..
* Having a bath
* Shaving
* While getting ready to office
* While commuting to office in a car or train....
What has happened to these ideas when you once reach office?...
Where & how these ideas come through..which comes like a flash & go away?..
Await your inputs!
Have a great day!!
Cheers,
Rajat
From India, Pune
Hi Folks,
Someone just messaged me:
"Dear Rajat,
Do we need lateral thinking in our workplace? If it is so important, then why is it not taught in B-schools? Regards,"
Well, I was thinking of a suitable answer, and my colleague forwarded this link which was published on rediff.com sometime ago.
For your information please...
B-schools wake up to the real world
Samyukta Bhowmick | August 03, 2005
If there's one thing that Donald Trump's hit reality TV show "The Apprentice" has taught us, it's that your MBA won't always bail you out in a real-life business crisis. By all accounts, acquiring an MBA is a grueling process.
But could it be that students are so busy discussing textbook problems, writing papers, and taking exams that they've forgotten how to handle the real world?
Business schools in the US obviously think so. They're redesigning their business courses to "get real" (in some instances actually using Donald's show in classrooms). And recently, they have started to move towards the arts, and in particular, design. Schools such as Stanford, Harvard, and Carnegie Mellon have all introduced design courses into their business curricula to teach their students how to think creatively.
This trend is beginning to crawl into India. Although most B-schools still strictly adhere to their business curricula, some are offering arts classes or introducing a creative element—beyond the classic "lateral thinking" (à la Edward de Bono)—into the curriculum that allows students to apply what they learn in the classroom.
The Indian Institute of Management at Bangalore, for instance, has a class called "Tracking Creative Boundaries", introduced to it by the India Foundation for the Arts. Artists teach students about the history of art and the lives of artists.
"A professor," explains the executive director of IFA, Anmol Vellani, "once said to me that management education is all wrong. It only teaches technical competence, whereas management is about other things as well—soft skills, ethics, and, above all, creativity."
The value is clear. "Artists are naturally suspicious of accepted idioms," says Vellani. "They're constantly reinventing themselves. Entrepreneurs need to be inventive too... they need to recognize real-world constraints, have the imagination to adapt to them, and be creative."
Other schools, in their quest to lend vibrancy to an entrepreneurial culture, are also focusing more closely on 'creativity' in business.
For instance, the Faculty of Management Studies at Delhi University is facilitating an entrepreneurship competition involving around 500 students from 20 B-schools and 20 undergraduate colleges, where students have to come up with a business plan.
The 'ROI'? Relevance, originality, and impact—before you get any return on investment. FMS students also have the option to take arts electives in separate schools at DU, but are so busy, says a student, that no one has taken a single one.
Gurgaon's Management Development Institute, meanwhile, has a course on theatre technique incorporated into the communications portion of the MBA program. Theatre is widely acknowledged as a laboratory of audience response, invaluable to any business person who must work out how to address and engage a market.
"Classes like this help students to put themselves in real-world situations," says Gita Bajaj, an assistant professor of Business Communications at MDI-Gurgaon. "With exercises like public speaking and role-playing, we put students on the spot, and this forces them to adapt quickly and make practical decisions."
To be sure, Edward de Bono's Six Thinking Hats remain handy tools available to B-schools trying to make students break their mental molds and think anew in varied ways. But the difference now is that actual works of art—both 'high art' and popular—are beginning to infiltrate the otherwise sheltered environs of B-school campuses.
Cheers,
Rajat
From India, Pune
Someone just messaged me:
"Dear Rajat,
Do we need lateral thinking in our workplace? If it is so important, then why is it not taught in B-schools? Regards,"
Well, I was thinking of a suitable answer, and my colleague forwarded this link which was published on rediff.com sometime ago.
For your information please...
B-schools wake up to the real world
Samyukta Bhowmick | August 03, 2005
If there's one thing that Donald Trump's hit reality TV show "The Apprentice" has taught us, it's that your MBA won't always bail you out in a real-life business crisis. By all accounts, acquiring an MBA is a grueling process.
But could it be that students are so busy discussing textbook problems, writing papers, and taking exams that they've forgotten how to handle the real world?
Business schools in the US obviously think so. They're redesigning their business courses to "get real" (in some instances actually using Donald's show in classrooms). And recently, they have started to move towards the arts, and in particular, design. Schools such as Stanford, Harvard, and Carnegie Mellon have all introduced design courses into their business curricula to teach their students how to think creatively.
This trend is beginning to crawl into India. Although most B-schools still strictly adhere to their business curricula, some are offering arts classes or introducing a creative element—beyond the classic "lateral thinking" (à la Edward de Bono)—into the curriculum that allows students to apply what they learn in the classroom.
The Indian Institute of Management at Bangalore, for instance, has a class called "Tracking Creative Boundaries", introduced to it by the India Foundation for the Arts. Artists teach students about the history of art and the lives of artists.
"A professor," explains the executive director of IFA, Anmol Vellani, "once said to me that management education is all wrong. It only teaches technical competence, whereas management is about other things as well—soft skills, ethics, and, above all, creativity."
The value is clear. "Artists are naturally suspicious of accepted idioms," says Vellani. "They're constantly reinventing themselves. Entrepreneurs need to be inventive too... they need to recognize real-world constraints, have the imagination to adapt to them, and be creative."
Other schools, in their quest to lend vibrancy to an entrepreneurial culture, are also focusing more closely on 'creativity' in business.
For instance, the Faculty of Management Studies at Delhi University is facilitating an entrepreneurship competition involving around 500 students from 20 B-schools and 20 undergraduate colleges, where students have to come up with a business plan.
The 'ROI'? Relevance, originality, and impact—before you get any return on investment. FMS students also have the option to take arts electives in separate schools at DU, but are so busy, says a student, that no one has taken a single one.
Gurgaon's Management Development Institute, meanwhile, has a course on theatre technique incorporated into the communications portion of the MBA program. Theatre is widely acknowledged as a laboratory of audience response, invaluable to any business person who must work out how to address and engage a market.
"Classes like this help students to put themselves in real-world situations," says Gita Bajaj, an assistant professor of Business Communications at MDI-Gurgaon. "With exercises like public speaking and role-playing, we put students on the spot, and this forces them to adapt quickly and make practical decisions."
To be sure, Edward de Bono's Six Thinking Hats remain handy tools available to B-schools trying to make students break their mental molds and think anew in varied ways. But the difference now is that actual works of art—both 'high art' and popular—are beginning to infiltrate the otherwise sheltered environs of B-school campuses.
Cheers,
Rajat
From India, Pune
Hello Rajat,
"Did ideas pop into your mind while:
* Having a bath
* Shaving
* Getting ready for the office
* Commuting to the office in a car or train...
What happens to these ideas once you reach the office? Where and how do these ideas come through, appearing like a flash and then disappearing?
Yes, you are right! The ideas did pop up as you said, but I forgot them as I reached the workplace. I am trying to recall them, but I can't as they were unique and innovative! How can we retain or remember these ideas?
Regards,
Ricky
"Did ideas pop into your mind while:
* Having a bath
* Shaving
* Getting ready for the office
* Commuting to the office in a car or train...
What happens to these ideas once you reach the office? Where and how do these ideas come through, appearing like a flash and then disappearing?
Yes, you are right! The ideas did pop up as you said, but I forgot them as I reached the workplace. I am trying to recall them, but I can't as they were unique and innovative! How can we retain or remember these ideas?
Regards,
Ricky
Hai Rajat, You are right. All the thoughts and bright ideas that come during early morning shower etc get dissolved in the daily rut once you reach office. Bala
From India, Madras
From India, Madras
Hi HR professional,
The Balloon Seller and the Curious Boy
There was a man who made a living selling balloons at a fair. He had all colors of balloons, including red, yellow, blue, and green. Whenever business was slow, he would release a helium-filled balloon into the air, and when the children saw it go up, they all wanted to buy one. They would come up to him, buy a balloon, and his sales would go up again. He continued this process all day.
One day, he felt someone tugging at his jacket. He turned around and saw a little boy who asked, "If you release a black balloon, would that also fly?" Moved by the boy's concern, the man replied with empathy, "Son, it is not the color of the balloon, it is what is inside that makes it go up."
The same thing applies to our lives. It is what is inside that counts. The thing inside of us that makes us go up is our attitude.
Cheers,
Rajat
From India, Pune
The Balloon Seller and the Curious Boy
There was a man who made a living selling balloons at a fair. He had all colors of balloons, including red, yellow, blue, and green. Whenever business was slow, he would release a helium-filled balloon into the air, and when the children saw it go up, they all wanted to buy one. They would come up to him, buy a balloon, and his sales would go up again. He continued this process all day.
One day, he felt someone tugging at his jacket. He turned around and saw a little boy who asked, "If you release a black balloon, would that also fly?" Moved by the boy's concern, the man replied with empathy, "Son, it is not the color of the balloon, it is what is inside that makes it go up."
The same thing applies to our lives. It is what is inside that counts. The thing inside of us that makes us go up is our attitude.
Cheers,
Rajat
From India, Pune
Hi all,
Would like to share the example of Lateral thinking & creativity in workplace..one of the best examples and recent one is Greg Chappel & Cricket Team...
Inside Greg�s mind...
Greg Chappell�s concept of cricket coaching is scientific and clashes directly with the Indian culture of stardom, says Vaibhav Purandare
THE SCIENCE
Structured learning environment is a term Greg Chappell, still the Indian team�s coach, uses. It is best explained through Chappell's cricket coaching methods.
Chappell says that if a batsman plays a particular shot 10,000 times, his hand-eye co-ordination, backward/forward movement, footwork and timing are so refined and fine-tuned that the shot becomes almost a natural reflex.
( Shouldn't HR focus on the same on ensuring that the best employees keeping the best and not become complacent...)
The same is true of catches and fielding practice. Take a chest-high catch in the awkward fingers-skyward position 5,000 times, and the ball will likely come and stick the 5001st time.
Then, assume you�ve scored a hundred in a day�s play. If you�ve been batting in the nets for an hour every evening, you have to continue with the regimented practice this evening too. If not for an hour, at least for half-an-hour. Taken five wickets in an innings? Good, now bowl some more in the nets. There is room for flexibility, but no compromise on discipline.
( It's time to relook at our current practices as well..)
Put a system of training in place, and follow it strictly. That�s structured learning, according to Chappell, and it works best when it is supported by a milieu where learning is also done in an unstructured form � that is, through casual meetings and interactions, lobby talks and written communication.
While you�re at all this, look into the game�s complexities.
Biomechanics will tell you how elements of the body work, how the structure and rhythm of movement and the coiling and unweighting of the body will make a certain stroke effortless and another a pain, why a front-on or side-on action for a bowler will bring less/more injuries, and why batting, bowling, fielding and catching will be poor if the body moves out of sequence or balance.
Examine the mental processes. Chappell believes in a �mental system of success� which a player has to internalise to be �in the zone� all the time, or most of the time.
( How true...internalise the success in our mindset..a good work..it can be still done in a better way..)
Maintain a workbook to note how all processes are working (Chappell is happy at least one person, Sachin Tendulkar, does this).
Above all, keep the training rigorous, at times even punishing, for yourself.
This is the scientific method of coaching.
This is also the reason Chappell has been driven to such exasperation over the ways of Indian cricket.
STAR CULTURE
The Indian approach to cricket training is largely unscientific and star-oriented. The clash between Ganguly and Chappell is thus the clash between the culture of science and that of stardom.
While Chappell asks how many catches a player will take, an Indian player is likely to argue why he should take so many.
While Chappell will think of how many runs a player could score in the next game, a �star� who�s just got a hundred will want to relax in the belief that his place in the side is secure for another three games. While Chappell will want to help a player clear his mindspace for cricket, so that other subjects fighting for space in his head are defeated, many of our players would prefer diversions. While Chappell may want to examine body structure and movement, the players might wonder what the fuss is all about.
Most Indian cricketers � let�s face it � are not mentally programmed to think in terms of the team, while the Australian cricket ethic has zero tolerance for egos. For instance, if a player gets all puffed up with pride over individual success or a swift increase in accomplishment and popularity, Chappell has a reason not to appreciate what�s going on.
His entire family is a line-up of accomplished cricketers � starting from grandfather Victor Richardson, Australia�s wicket-keeper in the 1930s � and has gone about its cricket in a no-nonsense fashion for nine decades. He himself was one of top three batsmen of his era; he naturally can�t take Princely self-indulgence even after repeated failures.
The excuse many Indian cricketers, and the not-so-different media and followers (who helped them develop big egos) offer for not following Chappell�s way is that an Indian cricketer can�t be as fit as an Australian. That�s a cover to hide the truth. A coach coming in from abroad is aware of the Indian mental and physical constitution and would make room for it.
The fact is that the average Indian cricketer is loath to adopt the scientific method and go a step further than what he�s been doing for years. The resistance is because an assertive coach would necessarily put an end to player Dadagiri and the sheer ad hocism that allows mediocrity, patchiness and incompetence to thrive in Indian cricket.
This is the reason, when India played Australia in the World Cup final of 2003, the difference between winner and loser was that between the world�s number one and the world�s number seven team.
CHAPPELL GURUJI MUST STAY
Chappell was brought in with the specific purpose of inculcating the Australian work ethic into the Indian players. Now that he�s doing that, we protest that our sensibilities are being hurt, our national character is being trampled upon, our physical limitations are being ignored, and our basic cricketing character is taking a beating.
Countries that don�t learn from their history repeat it. Our feudal character and unscientific outlook made us a subject nation; today, the feudal nature of Indian cric0ket (we truly have a Prince and a war-mongering finance machine at the helm) has made us a weak and defeated cricketing nation.
We have a clear choice ahead: science or star culture. For the survival and growth of Indian cricket on the world stage, science must win; and for that to happen, Chappell Guruji must stay.
(Vaibhav Purandare is the author of Sachin Tendulkar: A Definitive Biography, published by Roli Books, 2005)
* The resistance to his scientific method is because an assertive coach would necessarily put an end to player Dadagiri and the sheer ad hocism that allows mediocrity, patchiness and incompetence to thrive in Indian cricket
* We HR Professionals have to learn a lesson from Greg Chappell on his methods..don't you think so?..
Cheers,
Rajat
From India, Pune
Would like to share the example of Lateral thinking & creativity in workplace..one of the best examples and recent one is Greg Chappel & Cricket Team...
Inside Greg�s mind...
Greg Chappell�s concept of cricket coaching is scientific and clashes directly with the Indian culture of stardom, says Vaibhav Purandare
THE SCIENCE
Structured learning environment is a term Greg Chappell, still the Indian team�s coach, uses. It is best explained through Chappell's cricket coaching methods.
Chappell says that if a batsman plays a particular shot 10,000 times, his hand-eye co-ordination, backward/forward movement, footwork and timing are so refined and fine-tuned that the shot becomes almost a natural reflex.
( Shouldn't HR focus on the same on ensuring that the best employees keeping the best and not become complacent...)
The same is true of catches and fielding practice. Take a chest-high catch in the awkward fingers-skyward position 5,000 times, and the ball will likely come and stick the 5001st time.
Then, assume you�ve scored a hundred in a day�s play. If you�ve been batting in the nets for an hour every evening, you have to continue with the regimented practice this evening too. If not for an hour, at least for half-an-hour. Taken five wickets in an innings? Good, now bowl some more in the nets. There is room for flexibility, but no compromise on discipline.
( It's time to relook at our current practices as well..)
Put a system of training in place, and follow it strictly. That�s structured learning, according to Chappell, and it works best when it is supported by a milieu where learning is also done in an unstructured form � that is, through casual meetings and interactions, lobby talks and written communication.
While you�re at all this, look into the game�s complexities.
Biomechanics will tell you how elements of the body work, how the structure and rhythm of movement and the coiling and unweighting of the body will make a certain stroke effortless and another a pain, why a front-on or side-on action for a bowler will bring less/more injuries, and why batting, bowling, fielding and catching will be poor if the body moves out of sequence or balance.
Examine the mental processes. Chappell believes in a �mental system of success� which a player has to internalise to be �in the zone� all the time, or most of the time.
( How true...internalise the success in our mindset..a good work..it can be still done in a better way..)
Maintain a workbook to note how all processes are working (Chappell is happy at least one person, Sachin Tendulkar, does this).
Above all, keep the training rigorous, at times even punishing, for yourself.
This is the scientific method of coaching.
This is also the reason Chappell has been driven to such exasperation over the ways of Indian cricket.
STAR CULTURE
The Indian approach to cricket training is largely unscientific and star-oriented. The clash between Ganguly and Chappell is thus the clash between the culture of science and that of stardom.
While Chappell asks how many catches a player will take, an Indian player is likely to argue why he should take so many.
While Chappell will think of how many runs a player could score in the next game, a �star� who�s just got a hundred will want to relax in the belief that his place in the side is secure for another three games. While Chappell will want to help a player clear his mindspace for cricket, so that other subjects fighting for space in his head are defeated, many of our players would prefer diversions. While Chappell may want to examine body structure and movement, the players might wonder what the fuss is all about.
Most Indian cricketers � let�s face it � are not mentally programmed to think in terms of the team, while the Australian cricket ethic has zero tolerance for egos. For instance, if a player gets all puffed up with pride over individual success or a swift increase in accomplishment and popularity, Chappell has a reason not to appreciate what�s going on.
His entire family is a line-up of accomplished cricketers � starting from grandfather Victor Richardson, Australia�s wicket-keeper in the 1930s � and has gone about its cricket in a no-nonsense fashion for nine decades. He himself was one of top three batsmen of his era; he naturally can�t take Princely self-indulgence even after repeated failures.
The excuse many Indian cricketers, and the not-so-different media and followers (who helped them develop big egos) offer for not following Chappell�s way is that an Indian cricketer can�t be as fit as an Australian. That�s a cover to hide the truth. A coach coming in from abroad is aware of the Indian mental and physical constitution and would make room for it.
The fact is that the average Indian cricketer is loath to adopt the scientific method and go a step further than what he�s been doing for years. The resistance is because an assertive coach would necessarily put an end to player Dadagiri and the sheer ad hocism that allows mediocrity, patchiness and incompetence to thrive in Indian cricket.
This is the reason, when India played Australia in the World Cup final of 2003, the difference between winner and loser was that between the world�s number one and the world�s number seven team.
CHAPPELL GURUJI MUST STAY
Chappell was brought in with the specific purpose of inculcating the Australian work ethic into the Indian players. Now that he�s doing that, we protest that our sensibilities are being hurt, our national character is being trampled upon, our physical limitations are being ignored, and our basic cricketing character is taking a beating.
Countries that don�t learn from their history repeat it. Our feudal character and unscientific outlook made us a subject nation; today, the feudal nature of Indian cric0ket (we truly have a Prince and a war-mongering finance machine at the helm) has made us a weak and defeated cricketing nation.
We have a clear choice ahead: science or star culture. For the survival and growth of Indian cricket on the world stage, science must win; and for that to happen, Chappell Guruji must stay.
(Vaibhav Purandare is the author of Sachin Tendulkar: A Definitive Biography, published by Roli Books, 2005)
* The resistance to his scientific method is because an assertive coach would necessarily put an end to player Dadagiri and the sheer ad hocism that allows mediocrity, patchiness and incompetence to thrive in Indian cricket
* We HR Professionals have to learn a lesson from Greg Chappell on his methods..don't you think so?..
Cheers,
Rajat
From India, Pune
Dear Rajat,
I happen to be a soft skills trainer as well, and my pet topic is lateral thinking. Nice to know that you have a separate forum for this topic. I will share my knowledge as often as I can.
Shaista
I happen to be a soft skills trainer as well, and my pet topic is lateral thinking. Nice to know that you have a separate forum for this topic. I will share my knowledge as often as I can.
Shaista
Hi Shaista,
I happen to be a soft skills trainer as well, and my pet topic is lateral thinking. Nice to know that you have a separate forum for this topic. I will share my knowledge as often as I can.
Shaista
A grand welcome to you! It's great to know that you share my passion for this subject. I look forward to your valuable comments and views.
You are right. All the thoughts and bright ideas that come during the early morning shower, etc., get dissolved in the daily rut once you reach the office.
Bala and Ricky, thanks for your participation.
Why do we forget these ideas that seem to be the panacea to our problems at work? Just like the Eureka moment of Archimedes who jumped out of the tub and ran on the streets - of course, we can't even step out of the bathroom like that.
The fact of the matter is when we are having a bath, shaving, or traveling on a bus, train, or driving a car, the ideas pop into your mind like a flash for a few seconds and then go away.
The ideas come as the right brain dominates your mind, which is associated with Lateral Thinking.
The right brain looks at the whole picture and quickly seeks to determine the spatial relationships of all the parts as they relate to the whole. This component of the brain is not concerned with things falling into patterns because of prescribed rules.
It's time to get on with the theory.
What is Creativity?
An Ability: A simple definition is that creativity is the ability to imagine or invent something new. As we will see below, creativity is not the ability to create out of nothing (only God can do that), but the ability to generate new ideas by combining, changing, or reapplying existing ideas. Some creative ideas are astonishing and brilliant, while others are just simple, good, practical ideas that no one seems to have thought of yet.
Believe it or not, everyone has substantial creative ability. Just look at how creative children are. In adults, creativity has too often been suppressed through education, but it is still there and can be reawakened. Often, all that's needed to be creative is to make a commitment to creativity and to take the time for it.
An Attitude: Creativity is also an attitude - the ability to accept change and newness, a willingness to play with ideas and possibilities, a flexibility of outlook, the habit of enjoying the good while looking for ways to improve it. We are socialized into accepting only a small number of permitted or normal things, like chocolate-covered strawberries, for example. The creative person realizes that there are other possibilities, like peanut butter and banana sandwiches, or chocolate-covered prunes.
A Process: Creative people work hard and continually to improve ideas and solutions by making gradual alterations and refinements to their works. Contrary to the mythology surrounding creativity, very, very few works of creative excellence are produced with a single stroke of brilliance or in a frenzy of rapid activity. Much closer to the real truth are the stories of companies who had to take the invention away from the inventor to market it because the inventor would have kept on tweaking it and fiddling with it, always trying to make it a little better.
The creative person knows that there is always room for improvement.
Cheers and have a nice day!
Rajat
From India, Pune
I happen to be a soft skills trainer as well, and my pet topic is lateral thinking. Nice to know that you have a separate forum for this topic. I will share my knowledge as often as I can.
Shaista
A grand welcome to you! It's great to know that you share my passion for this subject. I look forward to your valuable comments and views.
You are right. All the thoughts and bright ideas that come during the early morning shower, etc., get dissolved in the daily rut once you reach the office.
Bala and Ricky, thanks for your participation.
Why do we forget these ideas that seem to be the panacea to our problems at work? Just like the Eureka moment of Archimedes who jumped out of the tub and ran on the streets - of course, we can't even step out of the bathroom like that.
The fact of the matter is when we are having a bath, shaving, or traveling on a bus, train, or driving a car, the ideas pop into your mind like a flash for a few seconds and then go away.
The ideas come as the right brain dominates your mind, which is associated with Lateral Thinking.
The right brain looks at the whole picture and quickly seeks to determine the spatial relationships of all the parts as they relate to the whole. This component of the brain is not concerned with things falling into patterns because of prescribed rules.
It's time to get on with the theory.
What is Creativity?
An Ability: A simple definition is that creativity is the ability to imagine or invent something new. As we will see below, creativity is not the ability to create out of nothing (only God can do that), but the ability to generate new ideas by combining, changing, or reapplying existing ideas. Some creative ideas are astonishing and brilliant, while others are just simple, good, practical ideas that no one seems to have thought of yet.
Believe it or not, everyone has substantial creative ability. Just look at how creative children are. In adults, creativity has too often been suppressed through education, but it is still there and can be reawakened. Often, all that's needed to be creative is to make a commitment to creativity and to take the time for it.
An Attitude: Creativity is also an attitude - the ability to accept change and newness, a willingness to play with ideas and possibilities, a flexibility of outlook, the habit of enjoying the good while looking for ways to improve it. We are socialized into accepting only a small number of permitted or normal things, like chocolate-covered strawberries, for example. The creative person realizes that there are other possibilities, like peanut butter and banana sandwiches, or chocolate-covered prunes.
A Process: Creative people work hard and continually to improve ideas and solutions by making gradual alterations and refinements to their works. Contrary to the mythology surrounding creativity, very, very few works of creative excellence are produced with a single stroke of brilliance or in a frenzy of rapid activity. Much closer to the real truth are the stories of companies who had to take the invention away from the inventor to market it because the inventor would have kept on tweaking it and fiddling with it, always trying to make it a little better.
The creative person knows that there is always room for improvement.
Cheers and have a nice day!
Rajat
From India, Pune
Hello Saista, Good to see your experience taking wings. Nice to have you on this platform. It generates new ideas and thoughts on every day on new thread.
From India, Delhi
From India, Delhi
Dream Big Dreams
By Andrew Wood
When Walt Disney sought financial backing to open a theme park in Orange County, California, no one was interested in lending him money. They thought he was crazy. "Mickey Mouse!" Are you kidding?
You can bet that IBM didn't feel threatened when Steve Jobs of Apple Computer began to compete with them, working in his garage.
Ross Perot started a billion-dollar company with $1,000.
Richard Branson developed Virgin Airways and a global media empire in just ten years, starting with under $10,000.
Ray Kroc was a paper cup salesman when he decided, aged 54, to buy a hamburger stand owned by the MacDonald brothers.
Everybody laughed at Fred Smith when he founded a company called Federal Express that would deliver letters and packages overnight.
The moral for any leader, salesman, manager, executive, or entrepreneur is clear. It's not the money, it's not the age, and it's certainly not what others think can happen. The foundation for leadership success, be it in sports, business, or life in general, is dreaming big dreams and turning those dreams into a vision.
As Walt Disney said, "If you can dream it, you can do it."
When a business starts without big dreams and a vision to go with them, it has no direction, no vitality, and none of the driving force needed to achieve success in the marketplace. Just as when a business achieves success and then fails to dream bigger dreams, it soon becomes bogged down in mediocrity. Legendary leaders are, by nature, big dreamers, goal-setters, planners, and action-oriented.
They take their dream, find their message, and boil it down to its essence so it's easy to repeat, comprehend, and get others to buy into. Because of this, they act with a sense of destiny that helps build some of the other factors necessary for legendary success, including confidence and decisiveness. This, in turn, contributes to their communication skills, charisma, and trust.
Cheers,
Rajat
From India, Pune
By Andrew Wood
When Walt Disney sought financial backing to open a theme park in Orange County, California, no one was interested in lending him money. They thought he was crazy. "Mickey Mouse!" Are you kidding?
You can bet that IBM didn't feel threatened when Steve Jobs of Apple Computer began to compete with them, working in his garage.
Ross Perot started a billion-dollar company with $1,000.
Richard Branson developed Virgin Airways and a global media empire in just ten years, starting with under $10,000.
Ray Kroc was a paper cup salesman when he decided, aged 54, to buy a hamburger stand owned by the MacDonald brothers.
Everybody laughed at Fred Smith when he founded a company called Federal Express that would deliver letters and packages overnight.
The moral for any leader, salesman, manager, executive, or entrepreneur is clear. It's not the money, it's not the age, and it's certainly not what others think can happen. The foundation for leadership success, be it in sports, business, or life in general, is dreaming big dreams and turning those dreams into a vision.
As Walt Disney said, "If you can dream it, you can do it."
When a business starts without big dreams and a vision to go with them, it has no direction, no vitality, and none of the driving force needed to achieve success in the marketplace. Just as when a business achieves success and then fails to dream bigger dreams, it soon becomes bogged down in mediocrity. Legendary leaders are, by nature, big dreamers, goal-setters, planners, and action-oriented.
They take their dream, find their message, and boil it down to its essence so it's easy to repeat, comprehend, and get others to buy into. Because of this, they act with a sense of destiny that helps build some of the other factors necessary for legendary success, including confidence and decisiveness. This, in turn, contributes to their communication skills, charisma, and trust.
Cheers,
Rajat
From India, Pune
Hi Folks,
The next issue is...
How do I know if I am, or could be, creative?
Every living, breathing human being has the potential to be creative. Each of us is a unique individual capable of creating... it comes with the human territory. We are, simply, quite a creative species.
All people can be creative, but those who are recognized as being creative have an awareness that others don't. Creative people seem to be able to tune in more to their thought patterns and glean great ideas. People who do not use their creative potential don't know how to do this or aren't even aware it is possible. Creative people can start thinking about something, then forget it.
Meanwhile, their brains are still thinking about it. Later on, the person will start thinking about whatever it was again, and their brain will say, "Excuse me, I've been thinking about this while you were off doing other things and I have a few ideas. Care to hear them?" Non-creative people don't know that their brains are working for them off-shift -- they don't know what they don't know!
There are many components that influence the creativity of individuals. This is not to say that people tremendously fluctuate in their creativity day to day and hour to hour; the opposite is often believed - that some individuals are generally more creative most of the time than others. The reasons why some people are more creative, however, are many.
a) Without the abilities needed to do the creative act, it is highly unlikely the individual will do the act. Just because a person has the ability to do something, however, does not necessarily mean that the person will do it. This is why researchers examine people's motives.
b) Without the motivation to do so, it is unlikely that a person would complete an act, regardless of the person's abilities.
c) Lastly, opportunities in the environment can affect the creativeness of individuals and groups of individuals.
d) If you've ever generated a novel response to a problem or challenge, then congratulate yourself as being creative. If you do this on a regular basis, say every day, then put the "creative person" badge on yourself. With practice, your ability to generate novel and useful responses to problems and challenges will greatly improve.
One aspect of a creative personality is the fluency with which he/she generates a number of new ideas. Not only does the creative person think of good ideas, but he/she can think of many ideas, explore them, and record them. If you feel a need to quantify your creative ability, go to a local psychologist and ask about taking a test to measure your creative ability. If you live near a college or university, approach their psychology department with this request. But recognize that creative ability can be learned, improved upon, and increased over time.
Cheers,
Rajat
From India, Pune
The next issue is...
How do I know if I am, or could be, creative?
Every living, breathing human being has the potential to be creative. Each of us is a unique individual capable of creating... it comes with the human territory. We are, simply, quite a creative species.
All people can be creative, but those who are recognized as being creative have an awareness that others don't. Creative people seem to be able to tune in more to their thought patterns and glean great ideas. People who do not use their creative potential don't know how to do this or aren't even aware it is possible. Creative people can start thinking about something, then forget it.
Meanwhile, their brains are still thinking about it. Later on, the person will start thinking about whatever it was again, and their brain will say, "Excuse me, I've been thinking about this while you were off doing other things and I have a few ideas. Care to hear them?" Non-creative people don't know that their brains are working for them off-shift -- they don't know what they don't know!
There are many components that influence the creativity of individuals. This is not to say that people tremendously fluctuate in their creativity day to day and hour to hour; the opposite is often believed - that some individuals are generally more creative most of the time than others. The reasons why some people are more creative, however, are many.
a) Without the abilities needed to do the creative act, it is highly unlikely the individual will do the act. Just because a person has the ability to do something, however, does not necessarily mean that the person will do it. This is why researchers examine people's motives.
b) Without the motivation to do so, it is unlikely that a person would complete an act, regardless of the person's abilities.
c) Lastly, opportunities in the environment can affect the creativeness of individuals and groups of individuals.
d) If you've ever generated a novel response to a problem or challenge, then congratulate yourself as being creative. If you do this on a regular basis, say every day, then put the "creative person" badge on yourself. With practice, your ability to generate novel and useful responses to problems and challenges will greatly improve.
One aspect of a creative personality is the fluency with which he/she generates a number of new ideas. Not only does the creative person think of good ideas, but he/she can think of many ideas, explore them, and record them. If you feel a need to quantify your creative ability, go to a local psychologist and ask about taking a test to measure your creative ability. If you live near a college or university, approach their psychology department with this request. But recognize that creative ability can be learned, improved upon, and increased over time.
Cheers,
Rajat
From India, Pune
Hi Ricky,
How are you?..infact am starting the series now on creative methods..hope you find it useful...
Have a great day..
Cheers,
Rajat
Who Are You?
This method explores problems at a �deeper� almost subconscious level. Problems that frequently give a vague sense of disquiet, a sense of things not going in quite the direction you had planned however, you have no clear thoughts of what the �right� direction might be.
The techniques below help to explore these deeper levels angled more towards the personal perspective (�what do you or your team want to do or be?�) rather than the external perspective (�what business area might offer the most prospects for success?�)
Exploring the question directly
Working Solo, Write �who am I?� (or �who are we?� if it is for a team) at the top of a sheet of paper, followed by as many answers as you can generate. After the first few quick, straightforward answers, stay with it and try to pursue more deeply thought out answers. Continue making notes on your thought and try to push the boundaries of your normal thinking.
Working with a Partner, the above method actually works better with a partner. Sitting opposite each other for an agreed amount of time (say 5 � 10 minutes), several rounds of question and answers sessions take place. In the first round person A asks the question while person B comes up with the answers. In round 2 the roles are reversed, you can continue for as many rounds as you feel beneficial.
The questioner asks the set question (�Who are you?�, �What is the team?�), if necessary it may be repeated, if prompting is required. The questioner should not comment, nod, smile, frown etc.; but just listen attentively, not evaluating.
Life Review
This exercise follows an idea suggested by St Ignatius Loyola (some 500 years ago). He suggests using your imagination to look back at decisions from your deathbed as a basis for trying to make a current decision.
Begin by relaxing in a calm, quiet environment then:
Imagine your infancy, in your imagination think back to when you were a small, helpless, dependant, infant born into a particular environment
Imagine being 5, imagine you are now 5, how did it feel to be 5? Can you picture images and memories from that time
Imagine being 12, 25, 40, 65, after a few minutes, project your imagination to what you were like when you were 12, did you worry?
What was important to you? What was your world like? Using the same method of thinking ask yourself the same questions for age 25 and 40 and 65.
Imagine being very, very old; imagine looking in the mirror when you are very old. What do you see? How you feel about yourself? Who are you?
Take a retrospective look over your whole life � what really mattered?
What would you have like to have done differently? Are you ready to die?
Imagine your death, what are your thoughts as you imagine yourself dying? Imagine your closest friends and relatives, what would they be thinking about you?
Imagine being reborn, after a few, or when you feel ready, imagine you are going to be reborn. You can be reborn, anywhere at anytime as anything you desire. What would your choices be?
Return, When you feel ready to open your eyes, gradually look around you as if seeing everything for the first time.
Have a great day!!
Cheers,
Rajat
From India, Pune
How are you?..infact am starting the series now on creative methods..hope you find it useful...
Have a great day..
Cheers,
Rajat
Who Are You?
This method explores problems at a �deeper� almost subconscious level. Problems that frequently give a vague sense of disquiet, a sense of things not going in quite the direction you had planned however, you have no clear thoughts of what the �right� direction might be.
The techniques below help to explore these deeper levels angled more towards the personal perspective (�what do you or your team want to do or be?�) rather than the external perspective (�what business area might offer the most prospects for success?�)
Exploring the question directly
Working Solo, Write �who am I?� (or �who are we?� if it is for a team) at the top of a sheet of paper, followed by as many answers as you can generate. After the first few quick, straightforward answers, stay with it and try to pursue more deeply thought out answers. Continue making notes on your thought and try to push the boundaries of your normal thinking.
Working with a Partner, the above method actually works better with a partner. Sitting opposite each other for an agreed amount of time (say 5 � 10 minutes), several rounds of question and answers sessions take place. In the first round person A asks the question while person B comes up with the answers. In round 2 the roles are reversed, you can continue for as many rounds as you feel beneficial.
The questioner asks the set question (�Who are you?�, �What is the team?�), if necessary it may be repeated, if prompting is required. The questioner should not comment, nod, smile, frown etc.; but just listen attentively, not evaluating.
Life Review
This exercise follows an idea suggested by St Ignatius Loyola (some 500 years ago). He suggests using your imagination to look back at decisions from your deathbed as a basis for trying to make a current decision.
Begin by relaxing in a calm, quiet environment then:
Imagine your infancy, in your imagination think back to when you were a small, helpless, dependant, infant born into a particular environment
Imagine being 5, imagine you are now 5, how did it feel to be 5? Can you picture images and memories from that time
Imagine being 12, 25, 40, 65, after a few minutes, project your imagination to what you were like when you were 12, did you worry?
What was important to you? What was your world like? Using the same method of thinking ask yourself the same questions for age 25 and 40 and 65.
Imagine being very, very old; imagine looking in the mirror when you are very old. What do you see? How you feel about yourself? Who are you?
Take a retrospective look over your whole life � what really mattered?
What would you have like to have done differently? Are you ready to die?
Imagine your death, what are your thoughts as you imagine yourself dying? Imagine your closest friends and relatives, what would they be thinking about you?
Imagine being reborn, after a few, or when you feel ready, imagine you are going to be reborn. You can be reborn, anywhere at anytime as anything you desire. What would your choices be?
Return, When you feel ready to open your eyes, gradually look around you as if seeing everything for the first time.
Have a great day!!
Cheers,
Rajat
From India, Pune
Organizations large and small, in their quest for productivity, effectiveness and bottom-line results, are killing innovation, and in so doing, killing their chance for effectiveness and success in the long-term.
Larger bureaucracies, both public and private sector, are crying out in pain at the lack of budgets, and pleading for more money to deliver basic services. Yet, whatever they receive is never enough. These organizations have become risk-averse, and have built bureaucracies and death by policy manuals. There is no tolerance for risk, no tolerance for failure, and thus no tolerance for true innovation.
Ironically, many smaller organizations, while free of bureaucracies, enforce similar restrictions. One of the common characteristics of an entrepreneur is that (s)he likes to keep his/her hands in every part of the business � it�s their passion for the business that establishes their initial success. However, as they grow, they need to learn to let go and allow members of their team to own pieces of their �baby�. That means that some solutions and innovations may not be what the entrepreneur would have done, and that can be too much for him/her. The restrictions they lock down can be as stifling as any bureaucracy or policy manual.
At its core, the common thread for both types of organizations is holding on to what�s familiar. Many people call this the �comfort zone�, but it�s not always comfortable, so we call it the �familiar zone�. It�s what we know, and one of the greatest barriers to innovation is the need to hold on to what�s familiar � we want to keep doing things the way they�ve always been done.
We hear of all the difficulties health care institutions and schools are having delivering their services. Generally, these bureaucratic monoliths seek money to continue working the way they have always delivered them. The problem is, most of the processes that they are trying to perpetuate are riddled with inefficiencies and outdated policies trying to deal with concerns that no longer exist. Nobody has the courage to wipe the slate clean, throw out the way it�s �always been done� in order to create a way that truly works today.
Army budget being slashed by 40-60% in people and budgets, the support side of many military bases had to start bidding for their jobs against private sector firms in order to keep their jobs (with half the resources they had before). In base after base, they went back to ground zero and reinvented the way they did business to actually deliver better services than before the cuts and be cost-competitive with private-sector firms. What they had to do was let go of all of the old ways of thinking and doing business. The cuts and the threat of no jobs if they weren�t competitive provided all the motivation they needed.
Unfortunately, it can take extreme measure such as that to move these types of bureaucracies to change. Today�s way of business drives short-term, immediate results in the familiar zone. It doesn�t allow for failures or experimentation or new vistas, and so kills innovation.
This is nothing new. As I understand it, the computer mouse and today�s all-too-familiar windows-type computer interface were developed by Xerox�s R&D teams. However, the organization didn�t see or support their potential, so they were cast out and adopted by Apple, and organization that lived and breathed innovation.
Outside of challenging the familiar zone, there are three huge barriers to innovation created by traditional organizations: no tolerance for failure; no tolerance for dreaming; and no tolerance for incubating ideas.
fail and succeed
The only thing that you are guaranteed if you innovate more is more failures. If you�re not failing, then you�re simply not trying anything new � you�re living solidly in the familiar zone. Not every innovation succeeds. In fact, it is only through the preceding failures that the ultimate innovation is born.
Edison failed 10,000 times before he invented the first incandescent light bulb, but to him, those weren�t failures. Each one taught him something new that led him to the next experiment, and the next and the next, until he succeeded. It�s not failure � it�s feedback. Those who don�t have the courage to fail never succeed.
be silly
Modern society seems to have no patience for impracticality, silliness, or flights of fancy. Everything has to be practical and workable and able to deliver results � now. Unfortunately, if you use ideas that make sense and that are practical right away, all you�re doing is more and more of the same old, same old familiar zone. Nothing will produce significantly greater results.
To truly innovate, you need to step away from the practical and get into the impractical and impossible and even the silly. I�ve never been a part of any real innovation that was born out of practicality. And the fact is, if you don�t somebody else will. Change isn�t a choice any more � your only choice is whether you create the changes that wreak havoc with your competitors, or they will do it to you. That�s your only choice.
Look at all of the latest breakthroughs in technology and service. Not long ago, most of those would have seemed impossible or ridiculous, and now they�re everyday (remember Bill Gates infamous comment that nobody would need more than 64k?).
Simply put, we get practical too fast. In my experience, investing a short amount of time (and it never takes long) to get totally impractical and silly always generates returns far beyond what you would have gained by staying practical. The second article in this series will present some tools for this type of divergent thinking.
to innovate � take a break
One of the keys to effective innovation is incubation � leaving an idea or problem be for a short time and focusing on something else � either some other work or relaxation. Yet what happens when we see someone just sitting back daydreaming? They�re goofing off and inefficient.
Our unconscious minds need time on their own to work through problems and find solutions we wouldn�t have discovered logically or linearly. A simple example of this is when we can�t think of someone�s name. We can drive ourselves silly with no results, and then we get on with our lives. Then we wake up at 3 in the morning with that person�s name. That�s our unconscious working for us � it just needs to be left alone while it does so! The Stress Buster! in this issue deals with a similar approach for beating stress � one used by Winston Churchill himself.
Bottom line: To succeed and move forward in life today, we need to innovate. If we hadn�t as a species, we�d still be running around with stone knives and bearskins. It�s part of our nature. It�s who we are. We�re seeing the results of not innovating all around us � organizations, large and small, that have been around for years and years are disappearing off the map. The asteroid has landed, and the dinosaurs are passing on.
The good news? We can all learn to innovate. First step: Invest the time to get impractical and try out new things that may seem silly. Then get practical and make it workable.
Cheers,
Rajat
From India, Pune
Larger bureaucracies, both public and private sector, are crying out in pain at the lack of budgets, and pleading for more money to deliver basic services. Yet, whatever they receive is never enough. These organizations have become risk-averse, and have built bureaucracies and death by policy manuals. There is no tolerance for risk, no tolerance for failure, and thus no tolerance for true innovation.
Ironically, many smaller organizations, while free of bureaucracies, enforce similar restrictions. One of the common characteristics of an entrepreneur is that (s)he likes to keep his/her hands in every part of the business � it�s their passion for the business that establishes their initial success. However, as they grow, they need to learn to let go and allow members of their team to own pieces of their �baby�. That means that some solutions and innovations may not be what the entrepreneur would have done, and that can be too much for him/her. The restrictions they lock down can be as stifling as any bureaucracy or policy manual.
At its core, the common thread for both types of organizations is holding on to what�s familiar. Many people call this the �comfort zone�, but it�s not always comfortable, so we call it the �familiar zone�. It�s what we know, and one of the greatest barriers to innovation is the need to hold on to what�s familiar � we want to keep doing things the way they�ve always been done.
We hear of all the difficulties health care institutions and schools are having delivering their services. Generally, these bureaucratic monoliths seek money to continue working the way they have always delivered them. The problem is, most of the processes that they are trying to perpetuate are riddled with inefficiencies and outdated policies trying to deal with concerns that no longer exist. Nobody has the courage to wipe the slate clean, throw out the way it�s �always been done� in order to create a way that truly works today.
Army budget being slashed by 40-60% in people and budgets, the support side of many military bases had to start bidding for their jobs against private sector firms in order to keep their jobs (with half the resources they had before). In base after base, they went back to ground zero and reinvented the way they did business to actually deliver better services than before the cuts and be cost-competitive with private-sector firms. What they had to do was let go of all of the old ways of thinking and doing business. The cuts and the threat of no jobs if they weren�t competitive provided all the motivation they needed.
Unfortunately, it can take extreme measure such as that to move these types of bureaucracies to change. Today�s way of business drives short-term, immediate results in the familiar zone. It doesn�t allow for failures or experimentation or new vistas, and so kills innovation.
This is nothing new. As I understand it, the computer mouse and today�s all-too-familiar windows-type computer interface were developed by Xerox�s R&D teams. However, the organization didn�t see or support their potential, so they were cast out and adopted by Apple, and organization that lived and breathed innovation.
Outside of challenging the familiar zone, there are three huge barriers to innovation created by traditional organizations: no tolerance for failure; no tolerance for dreaming; and no tolerance for incubating ideas.
fail and succeed
The only thing that you are guaranteed if you innovate more is more failures. If you�re not failing, then you�re simply not trying anything new � you�re living solidly in the familiar zone. Not every innovation succeeds. In fact, it is only through the preceding failures that the ultimate innovation is born.
Edison failed 10,000 times before he invented the first incandescent light bulb, but to him, those weren�t failures. Each one taught him something new that led him to the next experiment, and the next and the next, until he succeeded. It�s not failure � it�s feedback. Those who don�t have the courage to fail never succeed.
be silly
Modern society seems to have no patience for impracticality, silliness, or flights of fancy. Everything has to be practical and workable and able to deliver results � now. Unfortunately, if you use ideas that make sense and that are practical right away, all you�re doing is more and more of the same old, same old familiar zone. Nothing will produce significantly greater results.
To truly innovate, you need to step away from the practical and get into the impractical and impossible and even the silly. I�ve never been a part of any real innovation that was born out of practicality. And the fact is, if you don�t somebody else will. Change isn�t a choice any more � your only choice is whether you create the changes that wreak havoc with your competitors, or they will do it to you. That�s your only choice.
Look at all of the latest breakthroughs in technology and service. Not long ago, most of those would have seemed impossible or ridiculous, and now they�re everyday (remember Bill Gates infamous comment that nobody would need more than 64k?).
Simply put, we get practical too fast. In my experience, investing a short amount of time (and it never takes long) to get totally impractical and silly always generates returns far beyond what you would have gained by staying practical. The second article in this series will present some tools for this type of divergent thinking.
to innovate � take a break
One of the keys to effective innovation is incubation � leaving an idea or problem be for a short time and focusing on something else � either some other work or relaxation. Yet what happens when we see someone just sitting back daydreaming? They�re goofing off and inefficient.
Our unconscious minds need time on their own to work through problems and find solutions we wouldn�t have discovered logically or linearly. A simple example of this is when we can�t think of someone�s name. We can drive ourselves silly with no results, and then we get on with our lives. Then we wake up at 3 in the morning with that person�s name. That�s our unconscious working for us � it just needs to be left alone while it does so! The Stress Buster! in this issue deals with a similar approach for beating stress � one used by Winston Churchill himself.
Bottom line: To succeed and move forward in life today, we need to innovate. If we hadn�t as a species, we�d still be running around with stone knives and bearskins. It�s part of our nature. It�s who we are. We�re seeing the results of not innovating all around us � organizations, large and small, that have been around for years and years are disappearing off the map. The asteroid has landed, and the dinosaurs are passing on.
The good news? We can all learn to innovate. First step: Invest the time to get impractical and try out new things that may seem silly. Then get practical and make it workable.
Cheers,
Rajat
From India, Pune
Hi Rajat,
One of my favorite sites tells me nothing is impossible... Here are a few quotations to use when people oppose your innovative efforts:
"Computers in the future may weigh no more than 1.5 tons." - Popular Mechanics, forecasting the relentless march of science, 1949
"I think there is a world market for maybe five computers." - Thomas Watson, chairman of IBM, 1943
"I have traveled the length and breadth of this country and talked with the best people, and I can assure you that data processing is a fad that won't last out the year." - The editor in charge of business books for Prentice Hall, 1957
"But what ... is it good for?" - Engineer at the Advanced Computing Systems Division of IBM, 1968, commenting on the microchip.
"There is no reason anyone would want a computer in their home." - Ken Olson, president, chairman, and founder of Digital Equipment Corp., 1977
"This 'telephone' has too many shortcomings to be seriously considered as a
From India, Pune
One of my favorite sites tells me nothing is impossible... Here are a few quotations to use when people oppose your innovative efforts:
"Computers in the future may weigh no more than 1.5 tons." - Popular Mechanics, forecasting the relentless march of science, 1949
"I think there is a world market for maybe five computers." - Thomas Watson, chairman of IBM, 1943
"I have traveled the length and breadth of this country and talked with the best people, and I can assure you that data processing is a fad that won't last out the year." - The editor in charge of business books for Prentice Hall, 1957
"But what ... is it good for?" - Engineer at the Advanced Computing Systems Division of IBM, 1968, commenting on the microchip.
"There is no reason anyone would want a computer in their home." - Ken Olson, president, chairman, and founder of Digital Equipment Corp., 1977
"This 'telephone' has too many shortcomings to be seriously considered as a
From India, Pune
Hi, :o Forgot to give the source of the above: The "Eat Your Words" Department Innovation Network Regards, Anuradha Zingade
From India, Pune
From India, Pune
Hey Anuradha,
Thanks for sharing these lovely examples. These clearly elucidate two things:
1. What is considered impossible today may become a reality tomorrow.
2. Even if you have a great idea or dream, stick to it irrespective of what the world or people say.
Can you imagine what the Beatles felt when they were told the following comments?
It can be disastrous for one, but they stuck to their dreams and made it a reality. Many others cowed down, who are nowhere in history. One of those could-have-beens, but time has passed by. Many live a life of regrets, thinking about what they should have done, and they realize their time on this earth is up.
May we request you to share more examples of those could-have-beens with us?
Cheers,
Rajat
From India, Pune
Thanks for sharing these lovely examples. These clearly elucidate two things:
1. What is considered impossible today may become a reality tomorrow.
2. Even if you have a great idea or dream, stick to it irrespective of what the world or people say.
Can you imagine what the Beatles felt when they were told the following comments?
It can be disastrous for one, but they stuck to their dreams and made it a reality. Many others cowed down, who are nowhere in history. One of those could-have-beens, but time has passed by. Many live a life of regrets, thinking about what they should have done, and they realize their time on this earth is up.
May we request you to share more examples of those could-have-beens with us?
Cheers,
Rajat
From India, Pune
Dear all,
Subject: Focus on Problem or Solution?
The Difference between Focusing on Problems and Focusing on Solutions
Case 1
When NASA began the launch of astronauts into space, they found out that the pens wouldn't work at zero gravity (ink wouldn't flow down to the writing surface). To solve this problem, it took them one decade and $12 million. They developed a pen that worked at zero gravity, upside down, underwater, on practically any surface including crystal, and in a temperature range from below freezing to over 300 degrees C.
And what did the Russians do...??
Guess....
They used a pencil.
Case 2
One of the most memorable case studies on Japanese management was the case of the empty soapbox, which happened in one of Japan's biggest cosmetics companies. The company received a complaint that a consumer had bought a soapbox that was empty. Immediately, the authorities isolated the problem to the assembly line, which transported all the packaged boxes of soap to the delivery department. For some reason, one soapbox went through the assembly line empty. Management asked its engineers to solve the problem.
Post-haste, the engineers worked hard to devise an X-ray machine with high-resolution monitors manned by two people to watch all the soap boxes that passed through the line to make sure they were not empty. No doubt, they worked hard and they worked fast, but they spent a considerable amount to do so.
But when a rank-and-file employee in a small company was posed with the same problem, he did not get into complications of X-rays, etc., but instead came out with another solution.
He bought a strong industrial electric fan and pointed it at the assembly line. He switched the fan on, and as each soapbox passed the fan, it simply blew the empty boxes out of the line.
Moral
Always look for simple solutions. Devise the simplest possible solution that solves the problems.
Cheers,
Rajat
From India, Pune
Subject: Focus on Problem or Solution?
The Difference between Focusing on Problems and Focusing on Solutions
Case 1
When NASA began the launch of astronauts into space, they found out that the pens wouldn't work at zero gravity (ink wouldn't flow down to the writing surface). To solve this problem, it took them one decade and $12 million. They developed a pen that worked at zero gravity, upside down, underwater, on practically any surface including crystal, and in a temperature range from below freezing to over 300 degrees C.
And what did the Russians do...??
Guess....
They used a pencil.
Case 2
One of the most memorable case studies on Japanese management was the case of the empty soapbox, which happened in one of Japan's biggest cosmetics companies. The company received a complaint that a consumer had bought a soapbox that was empty. Immediately, the authorities isolated the problem to the assembly line, which transported all the packaged boxes of soap to the delivery department. For some reason, one soapbox went through the assembly line empty. Management asked its engineers to solve the problem.
Post-haste, the engineers worked hard to devise an X-ray machine with high-resolution monitors manned by two people to watch all the soap boxes that passed through the line to make sure they were not empty. No doubt, they worked hard and they worked fast, but they spent a considerable amount to do so.
But when a rank-and-file employee in a small company was posed with the same problem, he did not get into complications of X-rays, etc., but instead came out with another solution.
He bought a strong industrial electric fan and pointed it at the assembly line. He switched the fan on, and as each soapbox passed the fan, it simply blew the empty boxes out of the line.
Moral
Always look for simple solutions. Devise the simplest possible solution that solves the problems.
Cheers,
Rajat
From India, Pune
Rajat Ji,
Thanks for the post. Look for simple solutions! All innovations and strategies are breathtakingly simple like a flute. Think about how simple a flute is, and haven't you heard the beautiful music that comes out of it?
Thanks,
Bala
From India, Madras
Thanks for the post. Look for simple solutions! All innovations and strategies are breathtakingly simple like a flute. Think about how simple a flute is, and haven't you heard the beautiful music that comes out of it?
Thanks,
Bala
From India, Madras
Hi Rajat and Bala,
I have a query on lateral thinking. Rajat, can I complement it with your theory and concepts? BTW, if any of you don't know the answers, you can ask me. I know them all but will answer on an individual basis. Please make an attempt; who knows, you may get one of them in the bathtub! Just don't run out shouting "Eureka"; instead, try something original! 💡
Regards,
Anuradha
From India, Pune
I have a query on lateral thinking. Rajat, can I complement it with your theory and concepts? BTW, if any of you don't know the answers, you can ask me. I know them all but will answer on an individual basis. Please make an attempt; who knows, you may get one of them in the bathtub! Just don't run out shouting "Eureka"; instead, try something original! 💡
Regards,
Anuradha
From India, Pune
Hi Anuradha,
"I have a load on Lateral thinking... Rajat, can I complement it with your theory and concepts?"
Hey, thanks... that's very sweet of you... sure, why not!! We all would be happy to receive some inputs from you.
"BTW, if any of you don't know the answers, you can ask me... I know them all... but will answer on an individual basis. But please make an attempt, who knows, you may get one of them in the bathtub!!! Just don't run out shouting 'Eureka'... instead, try something original..."
I am trying... shall send you my answers... for sure, we won't act like Archimedes...
Cheers,
Rajat
From India, Pune
"I have a load on Lateral thinking... Rajat, can I complement it with your theory and concepts?"
Hey, thanks... that's very sweet of you... sure, why not!! We all would be happy to receive some inputs from you.
"BTW, if any of you don't know the answers, you can ask me... I know them all... but will answer on an individual basis. But please make an attempt, who knows, you may get one of them in the bathtub!!! Just don't run out shouting 'Eureka'... instead, try something original..."
I am trying... shall send you my answers... for sure, we won't act like Archimedes...
Cheers,
Rajat
From India, Pune
Hi Anuradha, Go ahead, give me your concepts and theory on the subject. It will definitely help me in learning. More than me it will help all of us to learn. Thanks
From India, Madras
From India, Madras
Hi Anu..
It's tough one..nevertheless am taking some time off - n wud attempt to solve again this weekend..it's really good one..
Look forward to your more inputs..
Accidental Inventors
Stories of creativity and problem solving for accidental inventors
As a potential inventor do you think of an invention?
Many inventors report stories of every day events that triggered them to think of some problem in a new way.
The inventor of VELCRO� reported that he thought of the invention while removing burrs from his pet's fur after walking in the woods.
You may recall Eli Whitney's story of watching a cat pull feathers through a cage -- it was how he thought of the invention now known as the cotton gin.
A less well-known story involves Catherine Ryan, who invented locking nuts to hold bolts in place. Her inspiration was how her own wedding ring kept getting stuck on her finger. She saw that if something in the nut could expand after a bolt was placed inside a nut, it would hold the two together
Other inventions come about when their inventors try to think of uses for things - vulcanized (heated) rubber for tires came about that way.
Have you heard of "yellow stickies" ( PostIt�)? They were the result of a "failed" adhesive experiment which was too weak to market, until the chemist figured out that a weak adhesive had good uses too.
Many times you can come up with a solution for a problem (or find a problem that fits your solution!) by either "turning a problem around" or selecting two or more things at random and using them to "seed" new ideas.
What does "turning a problem around" mean? It means looking at it from a different angle or thinking about it in a new way.
Example 1 - instead of thinking of shoes as protecting your feet from the ground, think of using something to protect the ground from your feet.
Example 2 - instead of thinking about how you can carry kumquats home from a store, think of how they can come to you - by delivery or growing your own - or do you need kumquats at all?
Carefully define a problem. Focus on what you are trying to do in the first place - instead of simply how to do things. If you focus on methods, " i.e . "I need a way to use a computer to count apples", you may not to count apples?
Try changing the question - start it with a different word - who, what, where, when, why, how, etc. Change your perspective on a problem - looking for something is not at all the same as finding it, and putting something away is very different from getting rid of it.
Think about something in an unexpected and way that expresses your creativity. Describe doing something in words for something entirely different - search and rescue your toys; turn your closet into a menu of clothes; or feed a thought.
Identify a more basic problem - "I need to have about 1000 apples to sell every week" and miss a better solution.
Of course many patents issue on novel uses of things so don't just throw away an idea because it doesn't fit the rules.
Cheers,
Rajat
From India, Pune
It's tough one..nevertheless am taking some time off - n wud attempt to solve again this weekend..it's really good one..
Look forward to your more inputs..
Accidental Inventors
Stories of creativity and problem solving for accidental inventors
As a potential inventor do you think of an invention?
Many inventors report stories of every day events that triggered them to think of some problem in a new way.
The inventor of VELCRO� reported that he thought of the invention while removing burrs from his pet's fur after walking in the woods.
You may recall Eli Whitney's story of watching a cat pull feathers through a cage -- it was how he thought of the invention now known as the cotton gin.
A less well-known story involves Catherine Ryan, who invented locking nuts to hold bolts in place. Her inspiration was how her own wedding ring kept getting stuck on her finger. She saw that if something in the nut could expand after a bolt was placed inside a nut, it would hold the two together
Other inventions come about when their inventors try to think of uses for things - vulcanized (heated) rubber for tires came about that way.
Have you heard of "yellow stickies" ( PostIt�)? They were the result of a "failed" adhesive experiment which was too weak to market, until the chemist figured out that a weak adhesive had good uses too.
Many times you can come up with a solution for a problem (or find a problem that fits your solution!) by either "turning a problem around" or selecting two or more things at random and using them to "seed" new ideas.
What does "turning a problem around" mean? It means looking at it from a different angle or thinking about it in a new way.
Example 1 - instead of thinking of shoes as protecting your feet from the ground, think of using something to protect the ground from your feet.
Example 2 - instead of thinking about how you can carry kumquats home from a store, think of how they can come to you - by delivery or growing your own - or do you need kumquats at all?
Carefully define a problem. Focus on what you are trying to do in the first place - instead of simply how to do things. If you focus on methods, " i.e . "I need a way to use a computer to count apples", you may not to count apples?
Try changing the question - start it with a different word - who, what, where, when, why, how, etc. Change your perspective on a problem - looking for something is not at all the same as finding it, and putting something away is very different from getting rid of it.
Think about something in an unexpected and way that expresses your creativity. Describe doing something in words for something entirely different - search and rescue your toys; turn your closet into a menu of clothes; or feed a thought.
Identify a more basic problem - "I need to have about 1000 apples to sell every week" and miss a better solution.
Of course many patents issue on novel uses of things so don't just throw away an idea because it doesn't fit the rules.
Cheers,
Rajat
From India, Pune
some of them tricky and would be dificult whose is unfamilar with structured lateral thinking practices. do n’t we need some clues please.. umalme
From India, Delhi
From India, Delhi
Hi,
Just one clue... don't think the way you normally do... as mentioned by Rajat... look at it from a different perspective.
Come on! They are easy... just don't be logical... it won't work otherwise. Take your own time. This is not a one-minute test. 😄
Anuradha
From India, Pune
Just one clue... don't think the way you normally do... as mentioned by Rajat... look at it from a different perspective.
Come on! They are easy... just don't be logical... it won't work otherwise. Take your own time. This is not a one-minute test. 😄
Anuradha
From India, Pune
Hi Folks,
Just came across a Book A whole New World by Daniel Pink.
According to him the future of work belongs to the right brained!!...all those who are passionate,creative ,avant-garde thinkers and innovators are poised to dominate the world!!..
Excerpts of the book
Lawyers. Accountants. Radiologists. Software engineers. That's what our parents encouraged us to become when we grew up. But Mom and Dad were wrong. The future belongs to a very different kind of person with a very different kind of mind. The era of "left brain" dominance, and the Information Age that it engendered, are giving way to a new world in which "right brain" qualities-inventiveness, empathy, meaning-predominate. That's the argument at the center of this provocative and original book, which uses the two sides of our brains as a metaphor for understanding the contours of our times.
In the tradition of Emotional Intelligence and Now, Discover Your Strengths, Daniel H. Pink offers a fresh look at what it takes to excel. A Whole New Mind reveals the six essential aptitudes on which professional success and personal fulfillment now depend, and includes a series of hands-on exercises culled from experts around the world to help readers sharpen the necessary abilities. This book will change not only how we see the world but how we experience it as well.
The last few decades have belonged to a certain kind of person with a certain kind of mind � computer programmers who could crank code, lawyers who could craft contracts, MBAs who could crunch numbers. But the keys to the kingdom are changing hands. The future belongs to a very different kind of person with a very different kind of mind � creators and empathizers, pattern recognizers and meaning makers. These people � artists, inventors, designers, storytellers, caregivers, consolers, big picture thinkers � will now reap society�s richest rewards and share its greatest joys.
This book describes a seismic � though as yet undetected � shift now underway in much of the advanced world. We are moving from an economy and a society built on the logical, linear, computer-like capabilities of the Information Age to an economy and a society built on the inventive, empathic, big picture capabilities of what�s rising in its place, the Conceptual Age. A Whole New Mind is for anyone who wants to survive and thrive in this emerging world � people uneasy in their careers and dissatisfied with their lives, entrepreneurs and business leaders eager to stay ahead of the next wave, parents who want to equip their children for the future, and the legions of emotionally astute and creatively adroit people whose distinctive abilities the Information Age has often overlooked and undervalued.
In this book, you will learn the six essential aptitudes � what I call �the six senses��on which professional success and personal satisfaction increasingly will depend. Design. Story. Symphony. Empathy. Play. Meaning. These are fundamentally human aptitudes that everyone can master�and helping you do that is my goal.
****
A change of such magnitude is complex. But the argument at the heart of this book is simple. For nearly a century, western society in general, and American society in particular, has been dominated by a form of thinking and an approach to life that is narrowly reductive and deeply analytical. Ours has been the age of the �knowledge worker,� the well-educated manipulator of information and deployer of expertise. But that is changing. Thanks to an array of forces�material abundance that is deepening our nonmaterial yearnings, globalization that is shipping white-collar work overseas, and powerful technologies that are eliminating certain kinds of work altogether�we are entering a new age. It is an age animated by a different form of thinking and a new approach to life�one that prizes aptitudes that I call �high concept� and �high touch.� High concept involves the capacity to detect patterns and opportunities, to create artistic and emotional beauty, to craft a satisfying narrative, and to combine seemingly unrelated ideas into something new. High touch involves the ability to empathize with others, to understand the subtleties of human interaction, to find joy in one�s self and to elicit it in others, and to stretch beyond the quotidian in pursuit of purpose and meaning.
As it happens, there�s a convenient metaphor that encapsulates the change I�m describing�and it�s right inside your head. Your brain is divided into two hemispheres. The left hemisphere is sequential, textual, and analytical. The right hemisphere is simultaneous, contextual, and synthetic. Of course, we enlist both halves of our brains for even the simplest tasks. And the respective traits of the two hemispheres have often been caricatured well beyond what the science actually reveals. But the legitimate scientific differences between the two hemispheres of the brain do yield a powerful metaphor for interpreting our present and guiding our future. Today, the defining skills of the previous era�the metaphorically �left brain� capabilities that powered the Information Age�are necessary but no longer sufficient. And the capabilities we once disdained or thought frivolous�the metaphorically �right brain� qualities of inventiveness, empathy, joyfulness, and meaning�increasingly will determine who flourishes and who flounders. For individuals, families, and organizations, professional success and personal fulfillment now require a whole new mind. �
Reviews
"Thought-provoking moments abound . . . Since Pink's last big idea (Free Agent Nation) has become a cornerstone of employee-management relations, expect just as much buzz around his latest theory."
-- Publishers Weekly
"Long on readable analysis and exercises to build [right brain] skills. For soon-to-be liberal-arts grads, it's an encouraging graduation gift."
-- Newsweek
"An audacious and powerful work."
-- Miami Herald
"Pink . . . has crafted a profound read."
-- Booklist
"Right on the money. . . If Daniel Pink is correct about the 21st-century workforce, then all those college majors that cause parents to grimace (art history? philosophy?) will gain newfound acceptance."
-- US News and World Report
"A breezy, good humored read . . . For those wishing to give their own creative muscles [a] workout, the book is full of exercises and resources."
-- Harvard Business Review
"Well-researched and delightfully well-written . . . laced with humor and profound insights . . . Pink has done a masterful job using both sides of his brain."
-- Ft. Worth Star-Telegram
"Will give you a new way to look at your work, your talent, your future."
-- Worthwhile magazine
"Guides readers with memorable anecdotes, convincing dollops of research and a slew of practical tips."
-- Globe and Mail
"This book is a miracle. On the one hand, it provides a completely original and profound analysis of the most pressing personal and economic issue of the days ahead -- how the gargantuan changes wrought by technology and globalization are going to impact the way we live and work and imagine the world. Then Dan Pink provides an equally profound and original and practical guidebook for survival -- and joy -- in this topsy-turvy environment. I was moved and disturbed and exhiliarated all at once."
-- Tom Peters, author of In Search of Excellence and Re-Imagine!
"A very important, convincingly argued, and mind-altering book."
-- Po Bronson, author of What Should I Do With My Life?
"Brilliant! Left brain, right brain, whole brain -- I love Dan Pink's brain. Read this book. Even more important, give this book to your children. They need to learn to think like Pink!"
-- Alan Webber, Founding Editor of Fast Company
"Wow! This is not a self-help book. It's way more important than that. It's one of those rare books that marks a turning point, one of those books you wish you read before everyone else did. Once again, Dan Pink nails it."
-- Seth Godin, author of Purple Cow and Free Prize Inside
Get a copy fast ...
Cheers,
Rajat
From India, Pune
Just came across a Book A whole New World by Daniel Pink.
According to him the future of work belongs to the right brained!!...all those who are passionate,creative ,avant-garde thinkers and innovators are poised to dominate the world!!..
Excerpts of the book
Lawyers. Accountants. Radiologists. Software engineers. That's what our parents encouraged us to become when we grew up. But Mom and Dad were wrong. The future belongs to a very different kind of person with a very different kind of mind. The era of "left brain" dominance, and the Information Age that it engendered, are giving way to a new world in which "right brain" qualities-inventiveness, empathy, meaning-predominate. That's the argument at the center of this provocative and original book, which uses the two sides of our brains as a metaphor for understanding the contours of our times.
In the tradition of Emotional Intelligence and Now, Discover Your Strengths, Daniel H. Pink offers a fresh look at what it takes to excel. A Whole New Mind reveals the six essential aptitudes on which professional success and personal fulfillment now depend, and includes a series of hands-on exercises culled from experts around the world to help readers sharpen the necessary abilities. This book will change not only how we see the world but how we experience it as well.
The last few decades have belonged to a certain kind of person with a certain kind of mind � computer programmers who could crank code, lawyers who could craft contracts, MBAs who could crunch numbers. But the keys to the kingdom are changing hands. The future belongs to a very different kind of person with a very different kind of mind � creators and empathizers, pattern recognizers and meaning makers. These people � artists, inventors, designers, storytellers, caregivers, consolers, big picture thinkers � will now reap society�s richest rewards and share its greatest joys.
This book describes a seismic � though as yet undetected � shift now underway in much of the advanced world. We are moving from an economy and a society built on the logical, linear, computer-like capabilities of the Information Age to an economy and a society built on the inventive, empathic, big picture capabilities of what�s rising in its place, the Conceptual Age. A Whole New Mind is for anyone who wants to survive and thrive in this emerging world � people uneasy in their careers and dissatisfied with their lives, entrepreneurs and business leaders eager to stay ahead of the next wave, parents who want to equip their children for the future, and the legions of emotionally astute and creatively adroit people whose distinctive abilities the Information Age has often overlooked and undervalued.
In this book, you will learn the six essential aptitudes � what I call �the six senses��on which professional success and personal satisfaction increasingly will depend. Design. Story. Symphony. Empathy. Play. Meaning. These are fundamentally human aptitudes that everyone can master�and helping you do that is my goal.
****
A change of such magnitude is complex. But the argument at the heart of this book is simple. For nearly a century, western society in general, and American society in particular, has been dominated by a form of thinking and an approach to life that is narrowly reductive and deeply analytical. Ours has been the age of the �knowledge worker,� the well-educated manipulator of information and deployer of expertise. But that is changing. Thanks to an array of forces�material abundance that is deepening our nonmaterial yearnings, globalization that is shipping white-collar work overseas, and powerful technologies that are eliminating certain kinds of work altogether�we are entering a new age. It is an age animated by a different form of thinking and a new approach to life�one that prizes aptitudes that I call �high concept� and �high touch.� High concept involves the capacity to detect patterns and opportunities, to create artistic and emotional beauty, to craft a satisfying narrative, and to combine seemingly unrelated ideas into something new. High touch involves the ability to empathize with others, to understand the subtleties of human interaction, to find joy in one�s self and to elicit it in others, and to stretch beyond the quotidian in pursuit of purpose and meaning.
As it happens, there�s a convenient metaphor that encapsulates the change I�m describing�and it�s right inside your head. Your brain is divided into two hemispheres. The left hemisphere is sequential, textual, and analytical. The right hemisphere is simultaneous, contextual, and synthetic. Of course, we enlist both halves of our brains for even the simplest tasks. And the respective traits of the two hemispheres have often been caricatured well beyond what the science actually reveals. But the legitimate scientific differences between the two hemispheres of the brain do yield a powerful metaphor for interpreting our present and guiding our future. Today, the defining skills of the previous era�the metaphorically �left brain� capabilities that powered the Information Age�are necessary but no longer sufficient. And the capabilities we once disdained or thought frivolous�the metaphorically �right brain� qualities of inventiveness, empathy, joyfulness, and meaning�increasingly will determine who flourishes and who flounders. For individuals, families, and organizations, professional success and personal fulfillment now require a whole new mind. �
Reviews
"Thought-provoking moments abound . . . Since Pink's last big idea (Free Agent Nation) has become a cornerstone of employee-management relations, expect just as much buzz around his latest theory."
-- Publishers Weekly
"Long on readable analysis and exercises to build [right brain] skills. For soon-to-be liberal-arts grads, it's an encouraging graduation gift."
-- Newsweek
"An audacious and powerful work."
-- Miami Herald
"Pink . . . has crafted a profound read."
-- Booklist
"Right on the money. . . If Daniel Pink is correct about the 21st-century workforce, then all those college majors that cause parents to grimace (art history? philosophy?) will gain newfound acceptance."
-- US News and World Report
"A breezy, good humored read . . . For those wishing to give their own creative muscles [a] workout, the book is full of exercises and resources."
-- Harvard Business Review
"Well-researched and delightfully well-written . . . laced with humor and profound insights . . . Pink has done a masterful job using both sides of his brain."
-- Ft. Worth Star-Telegram
"Will give you a new way to look at your work, your talent, your future."
-- Worthwhile magazine
"Guides readers with memorable anecdotes, convincing dollops of research and a slew of practical tips."
-- Globe and Mail
"This book is a miracle. On the one hand, it provides a completely original and profound analysis of the most pressing personal and economic issue of the days ahead -- how the gargantuan changes wrought by technology and globalization are going to impact the way we live and work and imagine the world. Then Dan Pink provides an equally profound and original and practical guidebook for survival -- and joy -- in this topsy-turvy environment. I was moved and disturbed and exhiliarated all at once."
-- Tom Peters, author of In Search of Excellence and Re-Imagine!
"A very important, convincingly argued, and mind-altering book."
-- Po Bronson, author of What Should I Do With My Life?
"Brilliant! Left brain, right brain, whole brain -- I love Dan Pink's brain. Read this book. Even more important, give this book to your children. They need to learn to think like Pink!"
-- Alan Webber, Founding Editor of Fast Company
"Wow! This is not a self-help book. It's way more important than that. It's one of those rare books that marks a turning point, one of those books you wish you read before everyone else did. Once again, Dan Pink nails it."
-- Seth Godin, author of Purple Cow and Free Prize Inside
Get a copy fast ...
Cheers,
Rajat
From India, Pune
Hi friends,
This article is really worth reading. Thanks, Rajat.
Please find an attachment on Lateral Thinking Presentation by Edward de Bono. I came across this PPT on the website and found it useful.
Vikrant
This article is really worth reading. Thanks, Rajat.
Please find an attachment on Lateral Thinking Presentation by Edward de Bono. I came across this PPT on the website and found it useful.
Vikrant
Brain researchers explain why old habits die hard
Habits help us through the day, eliminating the need to strategize about each tiny step involved in making a frothy latte, driving to work, and other complex routines. Bad habits, though, can have a vice grip on both mind and behavior. Notoriously hard to break, they are devilishly easy to resume, as many reformed smokers discover.
A new study in the Oct. 20 issue of Nature, led by Ann Graybiel of MIT's McGovern Institute, now shows why. Important neural activity patterns in a specific region of the brain change when habits are formed, change again when habits are broken, but quickly re-emerge when something rekindles an extinguished habit -- routines that originally took great effort to learn.
"We knew that neurons can change their firing patterns when habits are learned, but it is startling to find that these patterns reverse when the habit is lost, only to recur again as soon as something kicks off the habit again," said Graybiel, who is also the Walter A. Rosenblith Professor of Neuroscience in MIT's Department of Brain and Cognitive Sciences (BCS).
The patterns in question occur in the basal ganglia, a brain region that is critical to habits, addiction, and procedural learning. Malfunctions in the basal ganglia occur in Parkinson's disease, obsessive-compulsive disorder (OCD), and many neuropsychiatric disorders.
In the Graybiel experiments, rats learned that there was a chocolate reward at one end of a T-maze. When the rats were learning, the neurons were active throughout the maze run, as if everything might be important. As the rats learned which cues (audible tones) indicated which arm of the maze led to the chocolate, the neurons in the basal ganglia learned, too.
After the rats had thoroughly learned the cues, the neurons interested in the task fired intensely at the most salient parts of the task -- the beginning and the end. But these neurons became quiet as the rats ran through the familiar maze, as if exploiting their knowledge to focus on efficiently finding the reward. Other "disinterested" neurons became quiet during the maze run, perhaps so as not to bother the critical neural signals.
Then the researchers removed the reward, making the cues meaningless. This change in training made everything in the maze become relevant again, and the neurons reverted to chattering throughout the run. The rats eventually stopped running (gave up the habit), and the new habit pattern of the brain cells disappeared. But as soon as the researchers returned the reward, the learned neural pattern, with the beginning and ending spikes, appeared again.
First author Terra Barnes, a BCS graduate student, and BCS research scientist Dan Hu led the animal training. Dezhe Jin, an MIT affiliate and an assistant professor of physics at Pennsylvania State University, led the data analysis along with Graybiel and Yasuo Kubota, a research scientist in Graybiel's lab.
"We tried to simulate the learning and forgetting of a habit," Kubota said. "If a learned pattern remains in the brain after the behavior is extinguished, maybe that's why it's so difficult to change a habit."
"It is as though somehow, the brain retains a memory of the habit context, and this pattern can be triggered if the right habit cues come back," Graybiel said. "This situation is familiar to anyone who is trying to lose weight or to control a well-engrained habit. Just the sight of a piece of chocolate cake can reset all those good intentions."
Graybiel speculates the beginning and ending spike patterns reflect the nature of a routine behavior: Once we start, we run on autopilot -- until we stop. Certain disorders hint at the potential importance of those spikes. Parkinson's patients, for instance, have difficulty starting to walk, and obsessive-compulsive people have trouble stopping an incessant activity.
"We are hopeful that this may be a key to understanding how to treat bad habits like addiction, and also how to encourage good habits that benefit health and happiness," Graybiel said. "We think that these patterns will also help researchers to understand the fundamental problems in disorders such as Parkinson's disease, OCD, and Tourette syndrome."
The National Institutes of Health and the Office of Naval Research supported this research.
Thanks
umalme
From India, Delhi
Habits help us through the day, eliminating the need to strategize about each tiny step involved in making a frothy latte, driving to work, and other complex routines. Bad habits, though, can have a vice grip on both mind and behavior. Notoriously hard to break, they are devilishly easy to resume, as many reformed smokers discover.
A new study in the Oct. 20 issue of Nature, led by Ann Graybiel of MIT's McGovern Institute, now shows why. Important neural activity patterns in a specific region of the brain change when habits are formed, change again when habits are broken, but quickly re-emerge when something rekindles an extinguished habit -- routines that originally took great effort to learn.
"We knew that neurons can change their firing patterns when habits are learned, but it is startling to find that these patterns reverse when the habit is lost, only to recur again as soon as something kicks off the habit again," said Graybiel, who is also the Walter A. Rosenblith Professor of Neuroscience in MIT's Department of Brain and Cognitive Sciences (BCS).
The patterns in question occur in the basal ganglia, a brain region that is critical to habits, addiction, and procedural learning. Malfunctions in the basal ganglia occur in Parkinson's disease, obsessive-compulsive disorder (OCD), and many neuropsychiatric disorders.
In the Graybiel experiments, rats learned that there was a chocolate reward at one end of a T-maze. When the rats were learning, the neurons were active throughout the maze run, as if everything might be important. As the rats learned which cues (audible tones) indicated which arm of the maze led to the chocolate, the neurons in the basal ganglia learned, too.
After the rats had thoroughly learned the cues, the neurons interested in the task fired intensely at the most salient parts of the task -- the beginning and the end. But these neurons became quiet as the rats ran through the familiar maze, as if exploiting their knowledge to focus on efficiently finding the reward. Other "disinterested" neurons became quiet during the maze run, perhaps so as not to bother the critical neural signals.
Then the researchers removed the reward, making the cues meaningless. This change in training made everything in the maze become relevant again, and the neurons reverted to chattering throughout the run. The rats eventually stopped running (gave up the habit), and the new habit pattern of the brain cells disappeared. But as soon as the researchers returned the reward, the learned neural pattern, with the beginning and ending spikes, appeared again.
First author Terra Barnes, a BCS graduate student, and BCS research scientist Dan Hu led the animal training. Dezhe Jin, an MIT affiliate and an assistant professor of physics at Pennsylvania State University, led the data analysis along with Graybiel and Yasuo Kubota, a research scientist in Graybiel's lab.
"We tried to simulate the learning and forgetting of a habit," Kubota said. "If a learned pattern remains in the brain after the behavior is extinguished, maybe that's why it's so difficult to change a habit."
"It is as though somehow, the brain retains a memory of the habit context, and this pattern can be triggered if the right habit cues come back," Graybiel said. "This situation is familiar to anyone who is trying to lose weight or to control a well-engrained habit. Just the sight of a piece of chocolate cake can reset all those good intentions."
Graybiel speculates the beginning and ending spike patterns reflect the nature of a routine behavior: Once we start, we run on autopilot -- until we stop. Certain disorders hint at the potential importance of those spikes. Parkinson's patients, for instance, have difficulty starting to walk, and obsessive-compulsive people have trouble stopping an incessant activity.
"We are hopeful that this may be a key to understanding how to treat bad habits like addiction, and also how to encourage good habits that benefit health and happiness," Graybiel said. "We think that these patterns will also help researchers to understand the fundamental problems in disorders such as Parkinson's disease, OCD, and Tourette syndrome."
The National Institutes of Health and the Office of Naval Research supported this research.
Thanks
umalme
From India, Delhi
Hi Vikrant,
I am glad that you liked the article. We appreciate your contribution on Edward De Bono's presentation on creativity. Look forward to more such contributions from all.
Hi Umalme,
Thank you for sharing the article on "Brain researchers explain why old habits die hard." It first disheartened me, though I am optimistic that habits change notwithstanding the validity of the tests conducted on rats. Doesn't this contradict Pavlov's test on dogs? I have seen my friends, chain smokers, quitting smoking as well.
Furthermore, once individuals realize the importance of certain principles, they do imbibe them for their own growth and personal development.
Thanks,
Rajat
The other day, I was discussing innovation with a lawyer, and he gave an interesting example of how law places itself in innovation. Who is an innovator in Law? According to him, the person "Who violates the law and gets the certificate of 'not guilty' is an innovator."
Cheers,
Rajat
From India, Pune
I am glad that you liked the article. We appreciate your contribution on Edward De Bono's presentation on creativity. Look forward to more such contributions from all.
Hi Umalme,
Thank you for sharing the article on "Brain researchers explain why old habits die hard." It first disheartened me, though I am optimistic that habits change notwithstanding the validity of the tests conducted on rats. Doesn't this contradict Pavlov's test on dogs? I have seen my friends, chain smokers, quitting smoking as well.
Furthermore, once individuals realize the importance of certain principles, they do imbibe them for their own growth and personal development.
Thanks,
Rajat
The other day, I was discussing innovation with a lawyer, and he gave an interesting example of how law places itself in innovation. Who is an innovator in Law? According to him, the person "Who violates the law and gets the certificate of 'not guilty' is an innovator."
Cheers,
Rajat
From India, Pune
Dear Rajat,
That was a nice one. 😊 Thanks for your encouragement. Please find the attachment for Six Thinking Hats from Edward De Bono. Please put your views on each hat. I found it worth for individual and organizational development.
Regards,
Vikrant
93230887631
That was a nice one. 😊 Thanks for your encouragement. Please find the attachment for Six Thinking Hats from Edward De Bono. Please put your views on each hat. I found it worth for individual and organizational development.
Regards,
Vikrant
93230887631
Hi Vikrant,
Please find the attachment for Six Thinking Hats from Edward De Bono. Please put your views on each HAT. I found it worth for Individual and Organizational development. Regards
Yes, you are right, Six Thinking Hats is one of the most powerful tools for thinking! Edward De Bono ought to be awarded the Nobel Prize.
For your information, he is considered one of the 200 people who have made a substantial contribution to mankind. Also, he has a planet named after him as well.
It's akin to utilizing the brainpower of the individuals present in the meeting to arrive at decisions.
In fact, I used this method in my company last week, and the managers were floored with ideas. The MD got so many ideas in a short span of time, which you normally don't get in regular meetings.
In the normal course of meetings, I am sure you all have attended the same. What was your role or rather your contribution to decision-making?
Normally, what happens is that we tend to take a one-sided approach towards the problem and stick to our beliefs. Meetings sometimes end up in ego clashes as well.
Before I share the ideas on this, we invite the members on this forum to share their experiences about attending meetings.
Cheers,
Rajat
From India, Pune
Please find the attachment for Six Thinking Hats from Edward De Bono. Please put your views on each HAT. I found it worth for Individual and Organizational development. Regards
Yes, you are right, Six Thinking Hats is one of the most powerful tools for thinking! Edward De Bono ought to be awarded the Nobel Prize.
For your information, he is considered one of the 200 people who have made a substantial contribution to mankind. Also, he has a planet named after him as well.
It's akin to utilizing the brainpower of the individuals present in the meeting to arrive at decisions.
In fact, I used this method in my company last week, and the managers were floored with ideas. The MD got so many ideas in a short span of time, which you normally don't get in regular meetings.
In the normal course of meetings, I am sure you all have attended the same. What was your role or rather your contribution to decision-making?
Normally, what happens is that we tend to take a one-sided approach towards the problem and stick to our beliefs. Meetings sometimes end up in ego clashes as well.
Before I share the ideas on this, we invite the members on this forum to share their experiences about attending meetings.
Cheers,
Rajat
From India, Pune
Hey Folks,
Got a private message that how it is relevant to Indian context?..is it that am talking keeping in mind the Western concepts?...
Before we get carried away, the key question here isn't one of trying to copy American practices into Indian circumstances. Nor it is a move to suggest that innovative ideas in India, must look like those in the United States.
The question is a much deeper one. Without resorting to large-scale changes that need huge political capital, how can we start institutionalising innovation in India?
What are the small steps that reachable people like Non-Resident Indians, Indian industrialists and some open-minded politicians can take on?
Where can we best focus our attention to get measurable forms of success in the short term, while relentlessly moving us forward towards the long term?
But first, we must understand what India is doing today towards institutionalising innovation.
Rural and Indigenous Innovations
One style of innovation that really works in a country as large and diverse as ours, is grassroots innovation: this includes inventions for a milieu that is quintessentially Indian.
These inventions are probably difficult to migrate from our culture, traditions and environment to that of other countries, but they are critical to how Indian ingenuity can be directly used to transform our circumstances, in ways that elite corporate research laboratories never can.
These rural and indigenous innovations come from two sources: first, farmers, semi-literates, illiterates, slum-dwellers who have managed to change things by marrying their own innate genius to their inherent understanding of ground conditions; and, second, innovations taken from more traditional sources such as universities and independent engineers that are then adapted back to suit Indian traditions and conditions.
Some key examples from the BBC and rediff.com include:
� Balubhai Vasoya, from Ahmedabad in Gujarat has developed a stove that uses both kerosene and electricity. A six-volt electric coil heats the kerosene, converting it into gas which burns with a blue flame. It saves 70 per cent on fuel compared with conventional stoves running on LPG. 'One litre of kerosene lasts for eight hours; and in 20 hours, the stove uses one unit of electrical power. So running it for an hour costs one-and-a-half rupees in total. No smell, no smoke and it burns like LPG.'
� Anna Saheb Udgave, a 70-year-old farmer from the Sadalga village in Karnataka's Belgaum district, developed a low-cost drip irrigation system to fight water crisis in his village. He improved upon his innovation and turned it into a mega sprinkler, and called it Chandraprabhu Rain Gun. Other impressed farmers of the same village slowly started using Anna Saheb's rain gun in their farms. Now, the farmers of Tamil Nadu, Kerala and Karnataka are also using it successfully.
� Deepasakhti Pooja Oil, a blend of five different oils in a ratio prescribed in the Indian shastras does not produce any soot but gives a bright flame. It lasts longer and the fumes produced repel disease-causing bacteria. It is now being commercially manufactured by KP Castor Oil Works in Coimbatore.
� A banana stem injector developed by Manoharan, a lathe owner of Batlagundu in Tamil Nadu, is similar to a syringe which can be used to inject pesticides into the psuedo-stem of the banana that is diseased. 'It helps manage indiscriminate pesticide application in banana cultivation, leading to a 20 percent cost saving in farming operations'
� A manual milking device -- J S Milker -- is another innovation that has found acceptance in the rural areas. J S Milker is manufactured and marketed by J Support Industries headed by Joy John of Pothanicad, Kerala. J S Milker is a simple vacuum driven portable machine, which can be used to milk cows effortlessly. J S Milker is so successful in South India that RIN (see below) is planning to market it in Gujarat, where there are several milk co-operatives.
� A solar water harvester conceived by Deepak Rao of Chennai has received a grant of Rs 190,000 from the Techno entrepreneur Promotion Programme of the Department of Science and Technology, Government of India. It uses solar energy to convert non-potable water into potable water. The product is still going on, and we are yet to commercialize it. From a 1 square metre model, we can have 5 litres of pure water per day. We are looking at it from a domestic point of view, especially in Chennai, where water scarcity is a big problem.
But, who is making sure that these innovations see the light of the day and help these innovators shed their cloak of obscurity?
Two key organisations are doing yeoman work in this direction:
� The National Innovation Foundation, set up initially under Dr Mashelkar, is 'building a national register of grassroots innovation and traditional knowledge; it has set up a micro-venture innovation fund for individuals who have no bank account and who cannot produce any balance sheet and yet have innovations that warrant investment of risk capital.' NIF has set up a national innovation competition, for which the winners have included an eighth standard dropout, who developed a complex robot, the farmer who developed a unique cardamom variety and 'an illiterate individual, who had developed a disease resistant pigeon pea variety.'
� RIN, Rural Innovation Network, is the brainchild of Paul Basil from Moovattupuzha in Kerala. The organisation focuses on promoting rural innovation-based enterprises and is a business incubator that turns grassroots innovations into commercial enterprises. 'RIN uses multiple points like Chennai's engineering colleges, agricultural universities, research institutions, patent offices, local fairs, exhibitions and banks to identify innovations. Once identified, RIN does a market research of the product to find out whether the idea is commercially viable. Then, they refine the products by making the innovations market-friendly, which means a lot of engineering work and overhauling.' In most cases, the innovator passes on the technology to an entrepreneur or a company for a royalty. So what is the role of RIN in this? 'We are just enablers,' says Basil. "We basically provide consulting inputs to, both, innovators and entrepreneurs. Our job is to tie the loose ends. There are several private entrepreneurs out there who want new products. We also help the entrepreneurs develop markets.' RIN now has 11 innovations that it is working on and wants to increase the number to 20 in the next one of two years.
The most successful product marketed by RIN till date is the rain gun, created by Anna Saheb. When RIN found the marketability of the product, they brought in the Chennai-based Servals Automation Pvt Ltd and the company signed a technology transfer agreement with Anna Saheb. Anna Saheb got a fixed royalty for his innovation, and RIN filed for a design registration (and marketing rights) of the rain gun.
Mumbai-based Aavishkaar India Micro Venture Capital Fund made an investment of Rs 800,000 to pick up a 49 percent stake in Servals Automation. According to RIN, this is the first such micro venture investment of its kind in India, if not the world over. So far, 60 rain guns worth Rs 200,000 have been sold.
Request you all to share your inputs/ideas..please..
Cheers,
Rajat
From India, Pune
Got a private message that how it is relevant to Indian context?..is it that am talking keeping in mind the Western concepts?...
Before we get carried away, the key question here isn't one of trying to copy American practices into Indian circumstances. Nor it is a move to suggest that innovative ideas in India, must look like those in the United States.
The question is a much deeper one. Without resorting to large-scale changes that need huge political capital, how can we start institutionalising innovation in India?
What are the small steps that reachable people like Non-Resident Indians, Indian industrialists and some open-minded politicians can take on?
Where can we best focus our attention to get measurable forms of success in the short term, while relentlessly moving us forward towards the long term?
But first, we must understand what India is doing today towards institutionalising innovation.
Rural and Indigenous Innovations
One style of innovation that really works in a country as large and diverse as ours, is grassroots innovation: this includes inventions for a milieu that is quintessentially Indian.
These inventions are probably difficult to migrate from our culture, traditions and environment to that of other countries, but they are critical to how Indian ingenuity can be directly used to transform our circumstances, in ways that elite corporate research laboratories never can.
These rural and indigenous innovations come from two sources: first, farmers, semi-literates, illiterates, slum-dwellers who have managed to change things by marrying their own innate genius to their inherent understanding of ground conditions; and, second, innovations taken from more traditional sources such as universities and independent engineers that are then adapted back to suit Indian traditions and conditions.
Some key examples from the BBC and rediff.com include:
� Balubhai Vasoya, from Ahmedabad in Gujarat has developed a stove that uses both kerosene and electricity. A six-volt electric coil heats the kerosene, converting it into gas which burns with a blue flame. It saves 70 per cent on fuel compared with conventional stoves running on LPG. 'One litre of kerosene lasts for eight hours; and in 20 hours, the stove uses one unit of electrical power. So running it for an hour costs one-and-a-half rupees in total. No smell, no smoke and it burns like LPG.'
� Anna Saheb Udgave, a 70-year-old farmer from the Sadalga village in Karnataka's Belgaum district, developed a low-cost drip irrigation system to fight water crisis in his village. He improved upon his innovation and turned it into a mega sprinkler, and called it Chandraprabhu Rain Gun. Other impressed farmers of the same village slowly started using Anna Saheb's rain gun in their farms. Now, the farmers of Tamil Nadu, Kerala and Karnataka are also using it successfully.
� Deepasakhti Pooja Oil, a blend of five different oils in a ratio prescribed in the Indian shastras does not produce any soot but gives a bright flame. It lasts longer and the fumes produced repel disease-causing bacteria. It is now being commercially manufactured by KP Castor Oil Works in Coimbatore.
� A banana stem injector developed by Manoharan, a lathe owner of Batlagundu in Tamil Nadu, is similar to a syringe which can be used to inject pesticides into the psuedo-stem of the banana that is diseased. 'It helps manage indiscriminate pesticide application in banana cultivation, leading to a 20 percent cost saving in farming operations'
� A manual milking device -- J S Milker -- is another innovation that has found acceptance in the rural areas. J S Milker is manufactured and marketed by J Support Industries headed by Joy John of Pothanicad, Kerala. J S Milker is a simple vacuum driven portable machine, which can be used to milk cows effortlessly. J S Milker is so successful in South India that RIN (see below) is planning to market it in Gujarat, where there are several milk co-operatives.
� A solar water harvester conceived by Deepak Rao of Chennai has received a grant of Rs 190,000 from the Techno entrepreneur Promotion Programme of the Department of Science and Technology, Government of India. It uses solar energy to convert non-potable water into potable water. The product is still going on, and we are yet to commercialize it. From a 1 square metre model, we can have 5 litres of pure water per day. We are looking at it from a domestic point of view, especially in Chennai, where water scarcity is a big problem.
But, who is making sure that these innovations see the light of the day and help these innovators shed their cloak of obscurity?
Two key organisations are doing yeoman work in this direction:
� The National Innovation Foundation, set up initially under Dr Mashelkar, is 'building a national register of grassroots innovation and traditional knowledge; it has set up a micro-venture innovation fund for individuals who have no bank account and who cannot produce any balance sheet and yet have innovations that warrant investment of risk capital.' NIF has set up a national innovation competition, for which the winners have included an eighth standard dropout, who developed a complex robot, the farmer who developed a unique cardamom variety and 'an illiterate individual, who had developed a disease resistant pigeon pea variety.'
� RIN, Rural Innovation Network, is the brainchild of Paul Basil from Moovattupuzha in Kerala. The organisation focuses on promoting rural innovation-based enterprises and is a business incubator that turns grassroots innovations into commercial enterprises. 'RIN uses multiple points like Chennai's engineering colleges, agricultural universities, research institutions, patent offices, local fairs, exhibitions and banks to identify innovations. Once identified, RIN does a market research of the product to find out whether the idea is commercially viable. Then, they refine the products by making the innovations market-friendly, which means a lot of engineering work and overhauling.' In most cases, the innovator passes on the technology to an entrepreneur or a company for a royalty. So what is the role of RIN in this? 'We are just enablers,' says Basil. "We basically provide consulting inputs to, both, innovators and entrepreneurs. Our job is to tie the loose ends. There are several private entrepreneurs out there who want new products. We also help the entrepreneurs develop markets.' RIN now has 11 innovations that it is working on and wants to increase the number to 20 in the next one of two years.
The most successful product marketed by RIN till date is the rain gun, created by Anna Saheb. When RIN found the marketability of the product, they brought in the Chennai-based Servals Automation Pvt Ltd and the company signed a technology transfer agreement with Anna Saheb. Anna Saheb got a fixed royalty for his innovation, and RIN filed for a design registration (and marketing rights) of the rain gun.
Mumbai-based Aavishkaar India Micro Venture Capital Fund made an investment of Rs 800,000 to pick up a 49 percent stake in Servals Automation. According to RIN, this is the first such micro venture investment of its kind in India, if not the world over. So far, 60 rain guns worth Rs 200,000 have been sold.
Request you all to share your inputs/ideas..please..
Cheers,
Rajat
From India, Pune
Nice post.
When we see these indigenous innovations, they do enlighten us. However, all the marketing factors apply as for any electronic gadget. Nonetheless, it does make sense and fits into regional cultures.
The ultimate goal for any invention or innovation is to meet the needs and enhance the comfort of our community.
Any statistical data may reflect trends and provide us with a better path to adopt or which direction to take. Here, project management skills come into the picture in heterogeneous environment management.
For example, an electro-oil stove makes sense where electrification is due and is still in its infancy stage. The resources, demand, and supply factors are always major considerations and play an important role in the skilled management of all.
In our country, which has a Vedic culture, some people completely neglect and oppose Western culture. However, isolation can lead to alienation from both sides, resulting in negative outcomes.
Collaboration on humanitarian grounds, leading to the upliftment of society as a whole, should be mutual goals for upcoming civilizations in the past, future, and present.
It's a hard job to manage within 24 hours a day, especially when survival is also a pressing question.
From India, Delhi
When we see these indigenous innovations, they do enlighten us. However, all the marketing factors apply as for any electronic gadget. Nonetheless, it does make sense and fits into regional cultures.
The ultimate goal for any invention or innovation is to meet the needs and enhance the comfort of our community.
Any statistical data may reflect trends and provide us with a better path to adopt or which direction to take. Here, project management skills come into the picture in heterogeneous environment management.
For example, an electro-oil stove makes sense where electrification is due and is still in its infancy stage. The resources, demand, and supply factors are always major considerations and play an important role in the skilled management of all.
In our country, which has a Vedic culture, some people completely neglect and oppose Western culture. However, isolation can lead to alienation from both sides, resulting in negative outcomes.
Collaboration on humanitarian grounds, leading to the upliftment of society as a whole, should be mutual goals for upcoming civilizations in the past, future, and present.
It's a hard job to manage within 24 hours a day, especially when survival is also a pressing question.
From India, Delhi
Dear all,
We all have fears and phobias as part of our persona ..some of them we admit some of them we dont ..but they do exist and sometimes at the back of the mind they bother us ..please read the following article ..Itsays ...FEAR IS GOOD......
Courage and Creating
By Douglas Eby
Doing anything creative often brings up fears, anxieties, insecurities. Courage may be defined as going ahead in spite of fear. But many creators not only live with their fears, they welcome them.
Fear is perhaps the most basic emotion we have. As Leonardo da Vinci reportedly said, "Fear arises sooner than anything else." Writer Julia Cameron has commented that artists are often terrified. Being creative is venturing into the unknown, and it sets off emotional alarms.
Fear can show up, in various forms, at any stage of a creative project, and regardless of our level of talent or experience.
When she was told that Scholastic Press was paying a huge advance to publish her first Harry Potter book, J.K. Rowling said, "Most of me was just frozen in terror."
Actor Nicole Kidman admits she has tried to get out of almost every film she has done "because of sheer terror. I can always come up with a list of actresses who would do better."
Meryl Streep said she identified with "Adaptation" screenwriter Charlie Kaufman's insecurities. "You realize that everyone is just eaten up by that feeling," she said.
Many writers and coaches talk about the destructive and limiting effects of fear, and what to do about it.
Dr. Judith Orloff, author of the book Positive Energy, says we are addicted to fear. and cautions it is "the biggest energy thief there is." She counsels acknowledging any voice of fear in our head � "Thanks for sharing" � then moving awareness back to our heart.
Sandra Ford Walston, author of the book Courage: The Heart and Spirit of Every Woman, points out the cowardly lion of "The Wizard of Oz" actually had tremendous courage but was unable to perceive that quality in himself. She notes that people often do not recognize their everyday actions as courageous, especially women.
But is it always in our best interest as creators to "fight" fear?
Director Steven Spielberg has said, "I still have pretty much the same fears I had as a kid. I'm not sure I'd want to give them up; a lot of these insecurities fuel the movies I make."
Many actors and other artists say they are drawn to projects that make them feel scared. Meryl Streep said of insecurity, "Maybe it's a good thing. I hope it's some sort of breaking down of whatever is familiar to you. Whatever is complacent, whatever is easy."
American Buddhist nun Pema Chodron writes in her book The Places That Scare You: "To the extent that we stop struggling against uncertainty and ambiguity, to that extent we dissolve our fear."
Psychologist Robert Maurer has worked with many successful writers and other creative people, and thinks fear may be an indispensable part of the creative process.
"Fear is good," he says. "As children, fear is a natural part of our lives, but as adults we view fear as a disease. It's not a disease." He points out that a creative achievement, such as publishing your first novel, does not make fear go away.
He adds, "Your skill at being able to nourish yourself and give yourself permission to make mistakes and learn from them is your single greatest attribute as an artist and as a human being." Philosopher Mary Daly notes we "learn courage by couraging."
Doing what scares us can enable us to do more and be more. �
Have a great day..
Rajat
From India, Pune
We all have fears and phobias as part of our persona ..some of them we admit some of them we dont ..but they do exist and sometimes at the back of the mind they bother us ..please read the following article ..Itsays ...FEAR IS GOOD......
Courage and Creating
By Douglas Eby
Doing anything creative often brings up fears, anxieties, insecurities. Courage may be defined as going ahead in spite of fear. But many creators not only live with their fears, they welcome them.
Fear is perhaps the most basic emotion we have. As Leonardo da Vinci reportedly said, "Fear arises sooner than anything else." Writer Julia Cameron has commented that artists are often terrified. Being creative is venturing into the unknown, and it sets off emotional alarms.
Fear can show up, in various forms, at any stage of a creative project, and regardless of our level of talent or experience.
When she was told that Scholastic Press was paying a huge advance to publish her first Harry Potter book, J.K. Rowling said, "Most of me was just frozen in terror."
Actor Nicole Kidman admits she has tried to get out of almost every film she has done "because of sheer terror. I can always come up with a list of actresses who would do better."
Meryl Streep said she identified with "Adaptation" screenwriter Charlie Kaufman's insecurities. "You realize that everyone is just eaten up by that feeling," she said.
Many writers and coaches talk about the destructive and limiting effects of fear, and what to do about it.
Dr. Judith Orloff, author of the book Positive Energy, says we are addicted to fear. and cautions it is "the biggest energy thief there is." She counsels acknowledging any voice of fear in our head � "Thanks for sharing" � then moving awareness back to our heart.
Sandra Ford Walston, author of the book Courage: The Heart and Spirit of Every Woman, points out the cowardly lion of "The Wizard of Oz" actually had tremendous courage but was unable to perceive that quality in himself. She notes that people often do not recognize their everyday actions as courageous, especially women.
But is it always in our best interest as creators to "fight" fear?
Director Steven Spielberg has said, "I still have pretty much the same fears I had as a kid. I'm not sure I'd want to give them up; a lot of these insecurities fuel the movies I make."
Many actors and other artists say they are drawn to projects that make them feel scared. Meryl Streep said of insecurity, "Maybe it's a good thing. I hope it's some sort of breaking down of whatever is familiar to you. Whatever is complacent, whatever is easy."
American Buddhist nun Pema Chodron writes in her book The Places That Scare You: "To the extent that we stop struggling against uncertainty and ambiguity, to that extent we dissolve our fear."
Psychologist Robert Maurer has worked with many successful writers and other creative people, and thinks fear may be an indispensable part of the creative process.
"Fear is good," he says. "As children, fear is a natural part of our lives, but as adults we view fear as a disease. It's not a disease." He points out that a creative achievement, such as publishing your first novel, does not make fear go away.
He adds, "Your skill at being able to nourish yourself and give yourself permission to make mistakes and learn from them is your single greatest attribute as an artist and as a human being." Philosopher Mary Daly notes we "learn courage by couraging."
Doing what scares us can enable us to do more and be more. �
Have a great day..
Rajat
From India, Pune
Dear all,
Here is the full text of the Fourth Madhavrao Scindia Memorial Lecture deliverd by Richard Branson, the founder of Virgin Records and Virgin Atlantic, for the benefit of the group. Among other things he speaks about his people management skills and how he started the company..n his struggles..it's worth a look to understand how an entreprenuer innovates & makes a successful business of it..
Happy Reading!!..
Rajat
Losing My Virginity: Sir Richard Branson
18 November 2005
Thank you so much Mrs Scindia for the wonderful introduction, I am truly honoured and humbled to have been invited to participate in the Madhavrao Scindia Memorial Lecture.
I sincerely wish I had had the opportunity to have known Madhavrao Scindia, the distinguished man whose memory we are honouring today. It is clear to me that he was a charismatic visionary whose powerful legacy will continue to inspire Indian people. His dedicated approach to life and commitment to liberty remains an inspiration to all of us.
My early memories of India start with my first visit around 30 years ago. I remember India as a mystical and spiritual place with strongly ingrained traditions. There was little indulgence and people worked hard so that their children could aspire to great things.
Today as soon as you enter India you cannot help but be overwhelmed by the optimism.
India has transformed into an agile powerful democracy whose people have a strong sense of pride and purpose. People in India know what they want and what it is worth to them. Indian people today are confident, articulate and grounded. They know that the world is watching and that when India speaks -the world listens!
High quality education, a good work ethic and strong service sector have given Indian people choices and social mobility. Middle class families are eating out, going on family holidays and enjoying the consumer market. India is an astoundingly youthful market with over 50 per cent of the population under 24 and an emerging middle class market at least twice as big as the UK, and growing fast.
This government has begun unshackling the economy with regulatory reform in transport and communications, with all the noticeable benefits that this brings, and ambitious plans to deliver a high quality infrastructure that can serve the world's largest democracy.
The road ahead is challenging with high execution risk and further deregulation is required to welcome foreign investors, giving Indian consumers the benefit of their experience as well as their established brands! I am confident that time is fast approaching �
Mother India will soon make way for her wise, modern and beautiful daughter and Virgin is a willing suitor! So I've confessed Virgin's undying love for India but will this love remain unrequited? I'll leave that for you to decide - the wooing's already begun.
The film you watched by way of introduction to the world of Virgin - always sits slightly uneasily with me - 36 years of my life crammed in to three-and-a-half minutes � it makes it all look easy. Doesn't it?
Now, I've been told that this evening I'm here to talk about "my vast knowledge" on leadership, building brands and successful marketing on a global scale. I'm here to tell you how 36 years ago, Virgin drew up a strategy for global penetration by the year 2010 and the fact that we always knew how to make Virgin a household name.
Sounds great doesn't it - aren't we clever! If only it were true! The best example of how far from the truth this is - is the now famous Virgin logo. When one night over a drink, sitting around on cushions in a basement, we came up with the name 'Virgin' instead of 'Slipped Disc' Records for our record company in the winter of 1969, I had some vague idea of the name being catchy and suitable to lots of other products for young people. But that was about the size of it.
A little known fact is that we weren't even allowed to register the brand name with the patent office for three years as they felt it was too "rude". I had to write long letters explaining that Virgin was the complete opposite of 'rude', before I finally got it accepted. Not the most auspicious start for a brand, but a start that I am, bizarrely some might say, proud of.
Virgin was abou hving fun
When Virgin Records became successful, we followed our instincts and only signed long-term artists who, in the music-speak of the late 1970s, would have been termed progressive. Initially the music reflected the "hippy" era and our logo of a naked lady back-to-back reflected it too. Then when punk came along we felt we needed a crisper image.
I was talking to our graphic designer one day, explaining what we wanted, when he threw the piece of paper he was scribbling on, on the floor and got himself ready for the serious business of designing a cutting-edge logo. Little did he realise that the piece of paper he thought was rubbish - which I fortunately picked up on the way to the loo - contained the scribble that was just about to become the, now famous, Virgin signature.
If I'm perfectly honest (which of course I always am!) the early days of Virgin were very much about having fun. I loved what we were doing in our record mail-order business, I loved our cool, laid-back record stores, I loved the people who worked for Virgin - we truly lived and breathed the brand as a family. And to be frank, being a teenager, I loved the girls!
It's amazing how many first dates the introduction: "Hi, I'm Richard Branson - entrepreneur" gets you! Unfortunately, the fish and chips, wrapped in that day's newspaper, I bought them for dinner and the fact that they had to eat them in the very smelly, grotty, squat, which served as Virgin's HQ in those days, meant that the dates very rarely had a successful outcome. The 'entrepreneur' line only worked until they were faced with the reality of the fledgling Virgin Empire in the early 1970s.
In truth, in the early days I didn't really look at myself as an entrepreneur � I never thought about what we were doing in those terms. I was brought up by my parents to try new things - never be disheartened if a madcap venture failed - to just get on to the next one and enjoy every minute of what life threw at you. We wanted to create things we were proud of, we were young, it was the '70's and the world was our oyster. We were genuinely not aware that the way we approached business was setting a new example in how businesses could be run.
The flight from Puerto Rico
In 1976, when Joan, my fianc�e, and I were on holiday in the British Virgin Islands, we were trying to catch a flight to Puerto Rico but the local Puerto Rican scheduled flight was cancelled. The airport terminal was full of stranded passengers. I made a few calls to charter companies and agreed to charter a plane for $2,000 to Puerto Rico.
Cheekily leaving out Joan's and my name, I divided the price by the number of remaining passengers, borrowed a blackboard and wrote: Virgin Airways $39 single flight to Puerto Rico. I walked around the airport terminal and soon filled every seat on the charter plane. As we landed at Puerto Rico, a passenger turned to me and said: "Virgin Airways isn't too bad - smarten up the services a little and you could be in business." "I might just do that," I laughed, having just made my first profit on my first flight.
It got me thinking. Airlines didn't think twice about bumping people. They didn't think twice about quality. They didn't care about their staff. The staff therefore didn't smile. The food was dreadful. The entertainment non-existent. I told myself 'Don't be tempted. Don't even think about it!'
But I was tempted. The idea grabbed me. It was exciting. And it certainly would be fun.
I called Boeing on my return. I asked how much it would cost to rent a second hand jumbo jet for a year. "What did you say your business was again?" they asked. "It's called Virgin. We sign great artists like the Sex Pistols, the Rolling Stones and Phil Collins." Believe it or not they didn't put the phone down on me. They listened to my enthusiasm and decided to take a risk on me. Their only hope was that with a brand name like that �.. we'd go the whole way! I was ready to give it a go. I met my partners in my record company to discuss it.
The discussion basically consisted of me saying: 'Starting an airline is not too big a risk. If people don't like it, we can always hand the plane back at the end of the first year. And it'll be fun.' Whenever I say the fun word they always groan - and I can assure you they groaned. They then pulled themselves together, shook their heads and said "Guess we'd better pick up the telephones and start selling some tickets then!"
I decided to call the airline Virgin Atlantic.
Warned about BA's 'dirty tricks'
I asked Sir Freddie Laker to lunch to talk about our new project. He was a great help. He had years of experience. Most of all, he knew the problems in starting a new airline. His airline had done well until the big airlines undercut him. They had the money to keep going. They could afford to make losses while they drove his new airline to the wall.
Over lunch, he told me how an airline worked. We discussed what I should look out for.
Freddie said, "Look out for dirty tricks from British Airways. BA's dirty tricks ruined me. Don't let them ruin you. Complain as loudly as you can. My mistake was that I didn't complain."
I don't like to complain. I don't cry over spilled milk. I just get on with things. But I made a mental note. "Watch out for dirty tricks. Complain loudly."
It wasn't long before BA unleashed their dirty tricks team against us. They tried to destroy us by ruining my name, illegally tapping in to our computer information and poaching our passengers. Sir Freddie said, "Sue the bastards!" and I took BA to court - and won a historic victory. When Virgin Atlantic launched in 1984, not one person thought it would survive for more than a year. The bosses of these 13 big American airline companies, that we competed with, said we'd fail. Now 21 years later all 13 of them are out of business - proving the number 13 is unlucky for some.
The fights that we have found ourselves in over the years have (strangely) done wonders to promote the Virgin brand. They have proved that we refuse to be walked over. They have proved that we truly believe in our brand, a brand that we are asking our staff and our consumers to place their belief in.
They have proved that, without exception, we are prepared to fight for that brand, no matter what the cost. That's how to build a brand - you've got to believe in it more than you believe in anything else. You've got to believe that your reputation is more important than the cold, hard reality of the bottom line.
Freddie also advised, "Don't make Virgin Atlantic a cheap, no-frills service. Make sure it's the best Airline flying in the world. The big airlines can undercut you, like they did to me. Instead, offer a better service than they do, at a good price. People want comfort on long flights. And don't forget the fun. People like to have fun. Good luck. Be ready for a great deal of stress."
People, not logos, make the brand
He was right, the beginning saw a lot of stressful times - times I felt that the big corporate sharks would achieve their aim in destroying us. Through it all, it was the people who worked for Virgin Atlantic (and our growing list of diverse companies) who kept me going.
I was determined not to let them down, determined that the sense of fun, the belief that nothing was impossible and importantly that it was my responsibility to stay true to their belief, that Virgin genuinely stood for something different. That we would never become the same as all the rest. We saw off these hard times - together. Without good people a business is worth nothing.
A very wise man once said: "A customer is the most important visitor on our premises. He is not dependent on us. We are dependent on him. He is not an interruption of our work. He is the purpose of it. He is not an outsider to our business. He is part of it. We are not doing him a favour by serving him. He is doing us a favour by giving us the opportunity to do so."
Now I'm not one to argue with the father of modern India, Mahatma Gandhi. But, at Virgin we've always done things slightly differently!
We've always had a policy of trying to put our staff first. In our opinion the staff should come first, the customers second and your shareholders third, and if you take that approach then you'll find that everyone wins in the end. Happy staff result in happy customers - lots of happy customers result in happy shareholders! It's not a logo that makes a brand it's the people who represent that brand every day, day in - day out. They are the people who really define your business.
The humane face of business
To me this is what truly makes a brand. The brand is something that the whole team have got to believe in, something they are proud to talk about. Herb Kelleher of SouthWest Airlines in America was a pioneer of this approach - he believed that working for SouthWest Airlines was not a job, it was a crusade.
Under his guidance the "higher-calling" that drove SouthWest employees was "how can we protect the people who fly our airline? How can we protect small businesses? Are we doing what's best for the senior citizens who count on us for low fares?" This is why the people of SouthWest Airlines have become politically active over the years. They believe that politics is the business of protecting peoples' freedom and when you look at their success its important to understand that SouthWest employees have, not only bought into the company in terms of stock, but also bought into the principles for which the airline stands.
So this is a more humane way of running a business.
It's an ethical way of running a business and it's a sensible way of running a business and building a truly great brand. It's giving your employees motivation to deliver a wonderful service to the community and its doing something that everybody can be proud of. The alternative approach is to try to run your business through monopolising or driving out your competitors through sheer dominance of your market.
Here's a quote from a chief executive of another airline which Virgin have had a few run-ins with over the years. The chief executive once said, "I've never come across a businessman who did not pursue monopoly. What you pursue in business, in my experience, is monopoly for yourself and maximum competition among your suppliers and therefore there is nothing wrong in any chairman or any company eliminating competitors. Competition is about eliminating competitors; it's not about competing. That's what business is about. It's about the elimination of competitors."
Subsequent to that chief executives' speech, that particular company did drive a number of competitors out of business but they also ended up ruining their reputation, damaging it for many years by behaving in, what many people believed to be, an inhumane and unethically responsible way.
Capitalism works
The public genuinely care about how the companies - in which they choose to invest their trust, their loyalty and their money - behave in the market place; for many companies out there it's worth remembering this! And if they don't remember this, governments must come down hard on them, however hard it may be for a politician, to take on a big corporation. For real competition is what makes people strive to deliver a better product.
If monitored properly, capitalism works. Every other system has been tried and has failed. But capitalism still brings with it extreme wealth to a few individuals and companies. To become top of your profession as a businessman is no more difficult than going to the top of your profession as a nurse, doctor, journalist or politician. But the difference is that reaching the top of your profession in business brings excessive wealth with it. And, therefore, with wealth, comes responsibility.
Therefore, those who do command huge wealth have an equally huge responsibility to use that wealth constructively, to look closely at how they can possibly redistribute that wealth for the collective good.
For example, if somebody sells a company, they must not leave that money wasting away in a bank account. They should use that wealth creatively to change society, to start new companies, expand their existing businesses in new regions of the world, therefore employing more people and bringing opportunity to areas which may previously have been exploitative and monopolistic.
Wealth should be used to challenge the established way of doing things and try and make a difference.
If one's running a company, there's not only an ethical responsibility but importantly there are human responsibilities. I fear that the majority of major companies forget this fact or hold it very low on their list of priorities. I've always believed that there's no point in going into business unless you're going to make an enormous difference.
People who work for a company have got to feel passionately about their jobs and feel as though they're involved in what the company's trying to achieve.
They must be proud of working for their company, look forward to going to work everyday, feel part of the brand, feel part of the mission.
Loose change ushers in a big change
Years ago I found that every time I came home from a flight I would put my loose foreign change in my top right hand drawer and completely forget about it. It was only after the drawer was beginning to sag that I thought of all the other bedside cabinets across the country, which must be suffering the same fate. Why shouldn't we try to collect that foreign change off people on our planes - our staff loved the idea, they really felt they were making a difference.
We are now collecting millions of pounds every year for charities across the world. But the most rewarding thing was the fact that other airlines followed suit and now hundreds of millions of pounds a year is being collected for worthwhile causes. Once again the benefits of competition and of getting your people motivated by facilitating their desire to help others less fortunate.
Mates Condoms is perhaps another example of how using business acumen, and listening to the concern and everyday fears of your staff, can be hugely successful when used for the benefit of others. Some years ago when it looked like AIDS could become a problem, we set up a not-for-profit condoms company to try to encourage people to use condoms.
Also we wanted to encourage Durex, who had 98 per cent of the market, to spend more on promoting condoms and through awareness attempt to curb the spread of this disease. We even got the BBC to run an advertising campaign for the first time in their history - a very proud and historic moment for everyone who worked at Virgin.
Moves like this meant that people working for Virgin companies felt even prouder of the company they worked for. So although these things may cost us money, in an indirect way through staff morale, they were also good for business - good for the brand.
Running a condom company also brings some interesting complaint letters. I once received a letter of complaint from a young lady to whom I wrote back a grovelling apology. Only to receive - almost nine months later - a beautiful picture of mother and daughter asking me to be Godfather! So through founding Mates I also managed to find myself another Goddaughter - if only all complaints had such adorable results!
Ambassador for the social side of the brand
When the world of setting up new businesses for Virgin - a world that I love! - starts to occupy all of my waking thoughts, I try to remember the words of President Roosevelt, a hundred years ago, when he rebuked men of vast wealth who "do not fully realise that great responsibility must always go hand in hand with great privilege", in the same way that he believed "that great countries have great responsibilities".
Trying to keep these sentiments at the forefront of my mind, today not only is my role to travel to many new and exciting territories (including India!) expanding the Virgin businesses but I also see my role as being the ambassador for the social side of the brand. Born through the desire of our thousands of staff across the world, Virgin Unite has brought me closer to my desire of using the Virgin brand to make a real difference to the world.
Never a brand to choose the well-trodden road of those who have come before, Virgin Unite is there to tackle the tougher social challenges by leveraging all our global resources, especially our people. One of the challenges we felt we needed to take on was what we call 'the BIG 3 � malaria, TB and HIV / AIDS. Over 16,000 people die every single day from these preventable and treatable diseases in Africa alone. We will never make poverty history and build healthy economies until we stop the BIG 3 from decimating entire generations.
The 0% Challenge
The worst of the BIG 3 is AIDS, which is winning the battle in many countries - around the world AIDS is winning the war. This does not have to happen in India. India truly is a great country and it too has great responsibilities.
India is changing in positive ways but we have to keep the momentum going in this great sub-continent. India stands at a critical point in its epidemic - HIV is poised to explode. As the second most populous nation in the world, even a small increase in India's HIV / AIDS prevalence rate will represent a significant component of the world's HIV / AIDS burden. Last year alone, there were more than 600,000 young people who were newly infected with HIV here in India.
So those are the horrific statistics linked to HIV / AIDS in India - but what I want to talk about is a new statistic, the '0% Challenge'. Getting all of us to work together towards ensuring that our employees and their families have:
� 0% new HIV infections
� 0% mother to baby HIV transmission
� 0% deaths from AIDS
We have the tools to make this happen with proven prevention education, condoms, antiretroviral drugs and other drugs to stop mother to baby transmission. We can no longer sit with these tools in our hands and watch thousands and thousands of mainly young people die needlessly.
A couple weeks ago, we visited a wonderful clinic in South Africa where these tools were in place � were being used � and they have proven that no one needs to die from AIDS. I call it the 'living' clinic. This was such a sharp contrast to my previous visit to the 'death' clinic, where people came to die and where we saw rows and rows and rows of dying people. As human beings we cannot allow anyone to die unnecessarily. As businesses (and individuals) we have a wonderful opportunity to stop the HIV / AIDS crisis from continuing to grow in India.
The starting point for businesses is taking care of our own staff and their communities with the '0% Challenge, but we can go well beyond that and use the innovation inherent in entrepreneurialism to change the way we approach social issues.
We at Virgin pledge not to let one of our staff die of AIDS, in India or anywhere else in the world. We ask every other company to join us in this pledge.
Yes, it is a war but a war that I truly believe can be won - if we all overcome territorial, religious, cultural and social barriers and work together. Every single business needs to look at their core resources and see how each of us can play a role in ensuring that HIV / AIDS does not win the war in India and the rest of the world.
It is our responsibility not to turn a blind eye to what is going on but to reach out our hands, lift them from their knees and stand together shoulder to shoulder to defeat this scourge.
So, before I answer questions, let me end on a slightly more uplifting thought � Where next for the Virgin brand (apart from India, of course)?
Over the next few years I hope to see Virgin bring our unique brand of fair, innovative and quality consumerism, to all countries across the world. With this feat in mind, a feat I believe we'll achieve, I started to ponder what happens then. You all know where this is going, don't you? � mmm � Sod it, I thought, let's look in to going to space!
Virgin Galactic was born �
From India, Pune
Here is the full text of the Fourth Madhavrao Scindia Memorial Lecture deliverd by Richard Branson, the founder of Virgin Records and Virgin Atlantic, for the benefit of the group. Among other things he speaks about his people management skills and how he started the company..n his struggles..it's worth a look to understand how an entreprenuer innovates & makes a successful business of it..
Happy Reading!!..
Rajat
Losing My Virginity: Sir Richard Branson
18 November 2005
Thank you so much Mrs Scindia for the wonderful introduction, I am truly honoured and humbled to have been invited to participate in the Madhavrao Scindia Memorial Lecture.
I sincerely wish I had had the opportunity to have known Madhavrao Scindia, the distinguished man whose memory we are honouring today. It is clear to me that he was a charismatic visionary whose powerful legacy will continue to inspire Indian people. His dedicated approach to life and commitment to liberty remains an inspiration to all of us.
My early memories of India start with my first visit around 30 years ago. I remember India as a mystical and spiritual place with strongly ingrained traditions. There was little indulgence and people worked hard so that their children could aspire to great things.
Today as soon as you enter India you cannot help but be overwhelmed by the optimism.
India has transformed into an agile powerful democracy whose people have a strong sense of pride and purpose. People in India know what they want and what it is worth to them. Indian people today are confident, articulate and grounded. They know that the world is watching and that when India speaks -the world listens!
High quality education, a good work ethic and strong service sector have given Indian people choices and social mobility. Middle class families are eating out, going on family holidays and enjoying the consumer market. India is an astoundingly youthful market with over 50 per cent of the population under 24 and an emerging middle class market at least twice as big as the UK, and growing fast.
This government has begun unshackling the economy with regulatory reform in transport and communications, with all the noticeable benefits that this brings, and ambitious plans to deliver a high quality infrastructure that can serve the world's largest democracy.
The road ahead is challenging with high execution risk and further deregulation is required to welcome foreign investors, giving Indian consumers the benefit of their experience as well as their established brands! I am confident that time is fast approaching �
Mother India will soon make way for her wise, modern and beautiful daughter and Virgin is a willing suitor! So I've confessed Virgin's undying love for India but will this love remain unrequited? I'll leave that for you to decide - the wooing's already begun.
The film you watched by way of introduction to the world of Virgin - always sits slightly uneasily with me - 36 years of my life crammed in to three-and-a-half minutes � it makes it all look easy. Doesn't it?
Now, I've been told that this evening I'm here to talk about "my vast knowledge" on leadership, building brands and successful marketing on a global scale. I'm here to tell you how 36 years ago, Virgin drew up a strategy for global penetration by the year 2010 and the fact that we always knew how to make Virgin a household name.
Sounds great doesn't it - aren't we clever! If only it were true! The best example of how far from the truth this is - is the now famous Virgin logo. When one night over a drink, sitting around on cushions in a basement, we came up with the name 'Virgin' instead of 'Slipped Disc' Records for our record company in the winter of 1969, I had some vague idea of the name being catchy and suitable to lots of other products for young people. But that was about the size of it.
A little known fact is that we weren't even allowed to register the brand name with the patent office for three years as they felt it was too "rude". I had to write long letters explaining that Virgin was the complete opposite of 'rude', before I finally got it accepted. Not the most auspicious start for a brand, but a start that I am, bizarrely some might say, proud of.
Virgin was abou hving fun
When Virgin Records became successful, we followed our instincts and only signed long-term artists who, in the music-speak of the late 1970s, would have been termed progressive. Initially the music reflected the "hippy" era and our logo of a naked lady back-to-back reflected it too. Then when punk came along we felt we needed a crisper image.
I was talking to our graphic designer one day, explaining what we wanted, when he threw the piece of paper he was scribbling on, on the floor and got himself ready for the serious business of designing a cutting-edge logo. Little did he realise that the piece of paper he thought was rubbish - which I fortunately picked up on the way to the loo - contained the scribble that was just about to become the, now famous, Virgin signature.
If I'm perfectly honest (which of course I always am!) the early days of Virgin were very much about having fun. I loved what we were doing in our record mail-order business, I loved our cool, laid-back record stores, I loved the people who worked for Virgin - we truly lived and breathed the brand as a family. And to be frank, being a teenager, I loved the girls!
It's amazing how many first dates the introduction: "Hi, I'm Richard Branson - entrepreneur" gets you! Unfortunately, the fish and chips, wrapped in that day's newspaper, I bought them for dinner and the fact that they had to eat them in the very smelly, grotty, squat, which served as Virgin's HQ in those days, meant that the dates very rarely had a successful outcome. The 'entrepreneur' line only worked until they were faced with the reality of the fledgling Virgin Empire in the early 1970s.
In truth, in the early days I didn't really look at myself as an entrepreneur � I never thought about what we were doing in those terms. I was brought up by my parents to try new things - never be disheartened if a madcap venture failed - to just get on to the next one and enjoy every minute of what life threw at you. We wanted to create things we were proud of, we were young, it was the '70's and the world was our oyster. We were genuinely not aware that the way we approached business was setting a new example in how businesses could be run.
The flight from Puerto Rico
In 1976, when Joan, my fianc�e, and I were on holiday in the British Virgin Islands, we were trying to catch a flight to Puerto Rico but the local Puerto Rican scheduled flight was cancelled. The airport terminal was full of stranded passengers. I made a few calls to charter companies and agreed to charter a plane for $2,000 to Puerto Rico.
Cheekily leaving out Joan's and my name, I divided the price by the number of remaining passengers, borrowed a blackboard and wrote: Virgin Airways $39 single flight to Puerto Rico. I walked around the airport terminal and soon filled every seat on the charter plane. As we landed at Puerto Rico, a passenger turned to me and said: "Virgin Airways isn't too bad - smarten up the services a little and you could be in business." "I might just do that," I laughed, having just made my first profit on my first flight.
It got me thinking. Airlines didn't think twice about bumping people. They didn't think twice about quality. They didn't care about their staff. The staff therefore didn't smile. The food was dreadful. The entertainment non-existent. I told myself 'Don't be tempted. Don't even think about it!'
But I was tempted. The idea grabbed me. It was exciting. And it certainly would be fun.
I called Boeing on my return. I asked how much it would cost to rent a second hand jumbo jet for a year. "What did you say your business was again?" they asked. "It's called Virgin. We sign great artists like the Sex Pistols, the Rolling Stones and Phil Collins." Believe it or not they didn't put the phone down on me. They listened to my enthusiasm and decided to take a risk on me. Their only hope was that with a brand name like that �.. we'd go the whole way! I was ready to give it a go. I met my partners in my record company to discuss it.
The discussion basically consisted of me saying: 'Starting an airline is not too big a risk. If people don't like it, we can always hand the plane back at the end of the first year. And it'll be fun.' Whenever I say the fun word they always groan - and I can assure you they groaned. They then pulled themselves together, shook their heads and said "Guess we'd better pick up the telephones and start selling some tickets then!"
I decided to call the airline Virgin Atlantic.
Warned about BA's 'dirty tricks'
I asked Sir Freddie Laker to lunch to talk about our new project. He was a great help. He had years of experience. Most of all, he knew the problems in starting a new airline. His airline had done well until the big airlines undercut him. They had the money to keep going. They could afford to make losses while they drove his new airline to the wall.
Over lunch, he told me how an airline worked. We discussed what I should look out for.
Freddie said, "Look out for dirty tricks from British Airways. BA's dirty tricks ruined me. Don't let them ruin you. Complain as loudly as you can. My mistake was that I didn't complain."
I don't like to complain. I don't cry over spilled milk. I just get on with things. But I made a mental note. "Watch out for dirty tricks. Complain loudly."
It wasn't long before BA unleashed their dirty tricks team against us. They tried to destroy us by ruining my name, illegally tapping in to our computer information and poaching our passengers. Sir Freddie said, "Sue the bastards!" and I took BA to court - and won a historic victory. When Virgin Atlantic launched in 1984, not one person thought it would survive for more than a year. The bosses of these 13 big American airline companies, that we competed with, said we'd fail. Now 21 years later all 13 of them are out of business - proving the number 13 is unlucky for some.
The fights that we have found ourselves in over the years have (strangely) done wonders to promote the Virgin brand. They have proved that we refuse to be walked over. They have proved that we truly believe in our brand, a brand that we are asking our staff and our consumers to place their belief in.
They have proved that, without exception, we are prepared to fight for that brand, no matter what the cost. That's how to build a brand - you've got to believe in it more than you believe in anything else. You've got to believe that your reputation is more important than the cold, hard reality of the bottom line.
Freddie also advised, "Don't make Virgin Atlantic a cheap, no-frills service. Make sure it's the best Airline flying in the world. The big airlines can undercut you, like they did to me. Instead, offer a better service than they do, at a good price. People want comfort on long flights. And don't forget the fun. People like to have fun. Good luck. Be ready for a great deal of stress."
People, not logos, make the brand
He was right, the beginning saw a lot of stressful times - times I felt that the big corporate sharks would achieve their aim in destroying us. Through it all, it was the people who worked for Virgin Atlantic (and our growing list of diverse companies) who kept me going.
I was determined not to let them down, determined that the sense of fun, the belief that nothing was impossible and importantly that it was my responsibility to stay true to their belief, that Virgin genuinely stood for something different. That we would never become the same as all the rest. We saw off these hard times - together. Without good people a business is worth nothing.
A very wise man once said: "A customer is the most important visitor on our premises. He is not dependent on us. We are dependent on him. He is not an interruption of our work. He is the purpose of it. He is not an outsider to our business. He is part of it. We are not doing him a favour by serving him. He is doing us a favour by giving us the opportunity to do so."
Now I'm not one to argue with the father of modern India, Mahatma Gandhi. But, at Virgin we've always done things slightly differently!
We've always had a policy of trying to put our staff first. In our opinion the staff should come first, the customers second and your shareholders third, and if you take that approach then you'll find that everyone wins in the end. Happy staff result in happy customers - lots of happy customers result in happy shareholders! It's not a logo that makes a brand it's the people who represent that brand every day, day in - day out. They are the people who really define your business.
The humane face of business
To me this is what truly makes a brand. The brand is something that the whole team have got to believe in, something they are proud to talk about. Herb Kelleher of SouthWest Airlines in America was a pioneer of this approach - he believed that working for SouthWest Airlines was not a job, it was a crusade.
Under his guidance the "higher-calling" that drove SouthWest employees was "how can we protect the people who fly our airline? How can we protect small businesses? Are we doing what's best for the senior citizens who count on us for low fares?" This is why the people of SouthWest Airlines have become politically active over the years. They believe that politics is the business of protecting peoples' freedom and when you look at their success its important to understand that SouthWest employees have, not only bought into the company in terms of stock, but also bought into the principles for which the airline stands.
So this is a more humane way of running a business.
It's an ethical way of running a business and it's a sensible way of running a business and building a truly great brand. It's giving your employees motivation to deliver a wonderful service to the community and its doing something that everybody can be proud of. The alternative approach is to try to run your business through monopolising or driving out your competitors through sheer dominance of your market.
Here's a quote from a chief executive of another airline which Virgin have had a few run-ins with over the years. The chief executive once said, "I've never come across a businessman who did not pursue monopoly. What you pursue in business, in my experience, is monopoly for yourself and maximum competition among your suppliers and therefore there is nothing wrong in any chairman or any company eliminating competitors. Competition is about eliminating competitors; it's not about competing. That's what business is about. It's about the elimination of competitors."
Subsequent to that chief executives' speech, that particular company did drive a number of competitors out of business but they also ended up ruining their reputation, damaging it for many years by behaving in, what many people believed to be, an inhumane and unethically responsible way.
Capitalism works
The public genuinely care about how the companies - in which they choose to invest their trust, their loyalty and their money - behave in the market place; for many companies out there it's worth remembering this! And if they don't remember this, governments must come down hard on them, however hard it may be for a politician, to take on a big corporation. For real competition is what makes people strive to deliver a better product.
If monitored properly, capitalism works. Every other system has been tried and has failed. But capitalism still brings with it extreme wealth to a few individuals and companies. To become top of your profession as a businessman is no more difficult than going to the top of your profession as a nurse, doctor, journalist or politician. But the difference is that reaching the top of your profession in business brings excessive wealth with it. And, therefore, with wealth, comes responsibility.
Therefore, those who do command huge wealth have an equally huge responsibility to use that wealth constructively, to look closely at how they can possibly redistribute that wealth for the collective good.
For example, if somebody sells a company, they must not leave that money wasting away in a bank account. They should use that wealth creatively to change society, to start new companies, expand their existing businesses in new regions of the world, therefore employing more people and bringing opportunity to areas which may previously have been exploitative and monopolistic.
Wealth should be used to challenge the established way of doing things and try and make a difference.
If one's running a company, there's not only an ethical responsibility but importantly there are human responsibilities. I fear that the majority of major companies forget this fact or hold it very low on their list of priorities. I've always believed that there's no point in going into business unless you're going to make an enormous difference.
People who work for a company have got to feel passionately about their jobs and feel as though they're involved in what the company's trying to achieve.
They must be proud of working for their company, look forward to going to work everyday, feel part of the brand, feel part of the mission.
Loose change ushers in a big change
Years ago I found that every time I came home from a flight I would put my loose foreign change in my top right hand drawer and completely forget about it. It was only after the drawer was beginning to sag that I thought of all the other bedside cabinets across the country, which must be suffering the same fate. Why shouldn't we try to collect that foreign change off people on our planes - our staff loved the idea, they really felt they were making a difference.
We are now collecting millions of pounds every year for charities across the world. But the most rewarding thing was the fact that other airlines followed suit and now hundreds of millions of pounds a year is being collected for worthwhile causes. Once again the benefits of competition and of getting your people motivated by facilitating their desire to help others less fortunate.
Mates Condoms is perhaps another example of how using business acumen, and listening to the concern and everyday fears of your staff, can be hugely successful when used for the benefit of others. Some years ago when it looked like AIDS could become a problem, we set up a not-for-profit condoms company to try to encourage people to use condoms.
Also we wanted to encourage Durex, who had 98 per cent of the market, to spend more on promoting condoms and through awareness attempt to curb the spread of this disease. We even got the BBC to run an advertising campaign for the first time in their history - a very proud and historic moment for everyone who worked at Virgin.
Moves like this meant that people working for Virgin companies felt even prouder of the company they worked for. So although these things may cost us money, in an indirect way through staff morale, they were also good for business - good for the brand.
Running a condom company also brings some interesting complaint letters. I once received a letter of complaint from a young lady to whom I wrote back a grovelling apology. Only to receive - almost nine months later - a beautiful picture of mother and daughter asking me to be Godfather! So through founding Mates I also managed to find myself another Goddaughter - if only all complaints had such adorable results!
Ambassador for the social side of the brand
When the world of setting up new businesses for Virgin - a world that I love! - starts to occupy all of my waking thoughts, I try to remember the words of President Roosevelt, a hundred years ago, when he rebuked men of vast wealth who "do not fully realise that great responsibility must always go hand in hand with great privilege", in the same way that he believed "that great countries have great responsibilities".
Trying to keep these sentiments at the forefront of my mind, today not only is my role to travel to many new and exciting territories (including India!) expanding the Virgin businesses but I also see my role as being the ambassador for the social side of the brand. Born through the desire of our thousands of staff across the world, Virgin Unite has brought me closer to my desire of using the Virgin brand to make a real difference to the world.
Never a brand to choose the well-trodden road of those who have come before, Virgin Unite is there to tackle the tougher social challenges by leveraging all our global resources, especially our people. One of the challenges we felt we needed to take on was what we call 'the BIG 3 � malaria, TB and HIV / AIDS. Over 16,000 people die every single day from these preventable and treatable diseases in Africa alone. We will never make poverty history and build healthy economies until we stop the BIG 3 from decimating entire generations.
The 0% Challenge
The worst of the BIG 3 is AIDS, which is winning the battle in many countries - around the world AIDS is winning the war. This does not have to happen in India. India truly is a great country and it too has great responsibilities.
India is changing in positive ways but we have to keep the momentum going in this great sub-continent. India stands at a critical point in its epidemic - HIV is poised to explode. As the second most populous nation in the world, even a small increase in India's HIV / AIDS prevalence rate will represent a significant component of the world's HIV / AIDS burden. Last year alone, there were more than 600,000 young people who were newly infected with HIV here in India.
So those are the horrific statistics linked to HIV / AIDS in India - but what I want to talk about is a new statistic, the '0% Challenge'. Getting all of us to work together towards ensuring that our employees and their families have:
� 0% new HIV infections
� 0% mother to baby HIV transmission
� 0% deaths from AIDS
We have the tools to make this happen with proven prevention education, condoms, antiretroviral drugs and other drugs to stop mother to baby transmission. We can no longer sit with these tools in our hands and watch thousands and thousands of mainly young people die needlessly.
A couple weeks ago, we visited a wonderful clinic in South Africa where these tools were in place � were being used � and they have proven that no one needs to die from AIDS. I call it the 'living' clinic. This was such a sharp contrast to my previous visit to the 'death' clinic, where people came to die and where we saw rows and rows and rows of dying people. As human beings we cannot allow anyone to die unnecessarily. As businesses (and individuals) we have a wonderful opportunity to stop the HIV / AIDS crisis from continuing to grow in India.
The starting point for businesses is taking care of our own staff and their communities with the '0% Challenge, but we can go well beyond that and use the innovation inherent in entrepreneurialism to change the way we approach social issues.
We at Virgin pledge not to let one of our staff die of AIDS, in India or anywhere else in the world. We ask every other company to join us in this pledge.
Yes, it is a war but a war that I truly believe can be won - if we all overcome territorial, religious, cultural and social barriers and work together. Every single business needs to look at their core resources and see how each of us can play a role in ensuring that HIV / AIDS does not win the war in India and the rest of the world.
It is our responsibility not to turn a blind eye to what is going on but to reach out our hands, lift them from their knees and stand together shoulder to shoulder to defeat this scourge.
So, before I answer questions, let me end on a slightly more uplifting thought � Where next for the Virgin brand (apart from India, of course)?
Over the next few years I hope to see Virgin bring our unique brand of fair, innovative and quality consumerism, to all countries across the world. With this feat in mind, a feat I believe we'll achieve, I started to ponder what happens then. You all know where this is going, don't you? � mmm � Sod it, I thought, let's look in to going to space!
Virgin Galactic was born �
From India, Pune
Dear all,
I would like to share with you an interesting and energy-saving modern technique that has come to use in our country for about a year now (although it started 20 years ago in Europe).
I came across this in an email, and the sender's details are mentioned below:
An excellent example of innovation in place!! An instant gas-fired water heater that provides 6 liters/minute of hot water. This can be installed in bathrooms or kitchens.
The LPG cylinder used for cooking can be placed outside the kitchen or on the balcony, from which gas piping, i.e., PE-AL-PE (Polyethylene-aluminium-polyethylene), a composite pipe (highly protected and pressure tested), is to be taken through wall chasing or exposed to connect the cooking stove in the kitchen and the geyser in the bathroom. That's all; the work is done.
Total installation charges, including all safety valves, piping (12 to 15m length), and water heater, amount to Rs. 7500/-. (Note: The gas-fired water heater is imported from Korea, which is ISO certified with a 1-year warranty).
Comparison for 100 liters of hot water/day at a temperature rise of 25°C (i.e., 25°C to 70°C):
Gas-fired water heater:
Gas consumed is only 0.235 kg, i.e., 235g.
Expenses = 0.235 x 20.70 (price of LPG gas/kg) = Rs. 4.85, say Rs. 5/-
Total expenses for 2.5 months (for winter climate) = 75 days x 5 = Rs. 375/- only.
Electric water heater:
Electric energy consumed = 6 to 8 units (i.e., 8KW/hr).
Expenses = 8 x 3.75 (price of electricity/unit) = Rs. 30/-
Total expenses for 2.5 months (for winter climate) = 75 days x 30 = Rs. 2250/-
Overall saving is about 75 to 80%.
Since winter has already started, you can consider it. It can also be used in government/welfare hostels. I have installed it in my home, and it is producing very good results.
Best regards,
V. Srinivasan
New Delhi
Email: india_vision_2020-owner@yahoogroups.com
Mobile: 09312077912
From India, Pune
I would like to share with you an interesting and energy-saving modern technique that has come to use in our country for about a year now (although it started 20 years ago in Europe).
I came across this in an email, and the sender's details are mentioned below:
An excellent example of innovation in place!! An instant gas-fired water heater that provides 6 liters/minute of hot water. This can be installed in bathrooms or kitchens.
The LPG cylinder used for cooking can be placed outside the kitchen or on the balcony, from which gas piping, i.e., PE-AL-PE (Polyethylene-aluminium-polyethylene), a composite pipe (highly protected and pressure tested), is to be taken through wall chasing or exposed to connect the cooking stove in the kitchen and the geyser in the bathroom. That's all; the work is done.
Total installation charges, including all safety valves, piping (12 to 15m length), and water heater, amount to Rs. 7500/-. (Note: The gas-fired water heater is imported from Korea, which is ISO certified with a 1-year warranty).
Comparison for 100 liters of hot water/day at a temperature rise of 25°C (i.e., 25°C to 70°C):
Gas-fired water heater:
Gas consumed is only 0.235 kg, i.e., 235g.
Expenses = 0.235 x 20.70 (price of LPG gas/kg) = Rs. 4.85, say Rs. 5/-
Total expenses for 2.5 months (for winter climate) = 75 days x 5 = Rs. 375/- only.
Electric water heater:
Electric energy consumed = 6 to 8 units (i.e., 8KW/hr).
Expenses = 8 x 3.75 (price of electricity/unit) = Rs. 30/-
Total expenses for 2.5 months (for winter climate) = 75 days x 30 = Rs. 2250/-
Overall saving is about 75 to 80%.
Since winter has already started, you can consider it. It can also be used in government/welfare hostels. I have installed it in my home, and it is producing very good results.
Best regards,
V. Srinivasan
New Delhi
Email: india_vision_2020-owner@yahoogroups.com
Mobile: 09312077912
From India, Pune
Think different!
--------------------------------------------------------------------------------
Innovation is nothing but changing for the good. At the workplace, innovation is doing your job in a better way, which is usually a different way. After all, one cannot reach a different destination by walking the same route everyday.
For companies, innovation allows them to stay a step ahead of competition. Anil Chopra, National Marketing head of Anchor Daewoo Industries feels, companies that introduce customer friendly products regularly carry that feel good factor about them.
Says he, "Any innovation, even a small way is profitable. The consumer realises that the brand is continuously doing something for the consumer, which shows that the company cares for them."
On an individual level too, being innovative in your assignments, portrays your involvement. Now, which employer would have a problem with that?
Companies appreciate employees who think out of the box. In technology-driven sectors like Telecom and IT, companies regularly reward winning ideas that help them better their products.
Dishing out bonuses on performance, rather than tenure, is again a company's way of motivating employees to improve themselves continuously.
Says, T Sriramkrishna Mohan, Manager HR, Tata Teleservices, "Companies are always taking a closer look at employees who have delivered an exceptional performance, well aware that any exceptional performance happens only when an employee thinks differently".
Today, companies have begun recognising an individual on the basis of new ideas he comes up with. Innovation need not be limited to any field or level.
A shop floor worker in a manufacturing unit has just as much scope to innovate as a software programmer. If a shop floor worker finds a method whereby, he can skip even one step in what would otherwise be a five-step process, it would be an innovation.
It is easier to come up with bright ideas without the pressures of having to do so. This way, any innovation would be a value addition to the current job. A few tips:
� Develop the idea. Most products and processes that we take for granted today were thought of while their inventors were actually working at something else. They became success stories because their inventors worked on developing these ideas.
� Innovative always. Novel ideas generally come about only when individuals are placed in problematic circumstances. For instance Hutch came up with the idea of mobile service stations, as it was not economical to set up full-fledged service stations in far-flung areas. But this need not be so. Try to think towards improvement even without problems.
� Train yourself to think differently by constantly looking at alternative methods for doing things. Start with smaller assignments like a departmental presentation.
� Learn from others and improvise. Being involved with the team is how the top management usually comes up with the one winning idea. Even if it is not the Vice President's idea, he is involved with the teams that are working at it.
� Learn to live the situation. This would give you, a fair idea of what process or product could actually make life easier. Then all you need to do is apply the logic on a larger scale.
For instance, It was when Sony Corporation's founder, Akio Morito missed listening to his favourite music while playing golf, that the need for portable music was felt. And Sony introduced the walkman
Cheers,
Have a great day!!
Rajat
From India, Pune
--------------------------------------------------------------------------------
Innovation is nothing but changing for the good. At the workplace, innovation is doing your job in a better way, which is usually a different way. After all, one cannot reach a different destination by walking the same route everyday.
For companies, innovation allows them to stay a step ahead of competition. Anil Chopra, National Marketing head of Anchor Daewoo Industries feels, companies that introduce customer friendly products regularly carry that feel good factor about them.
Says he, "Any innovation, even a small way is profitable. The consumer realises that the brand is continuously doing something for the consumer, which shows that the company cares for them."
On an individual level too, being innovative in your assignments, portrays your involvement. Now, which employer would have a problem with that?
Companies appreciate employees who think out of the box. In technology-driven sectors like Telecom and IT, companies regularly reward winning ideas that help them better their products.
Dishing out bonuses on performance, rather than tenure, is again a company's way of motivating employees to improve themselves continuously.
Says, T Sriramkrishna Mohan, Manager HR, Tata Teleservices, "Companies are always taking a closer look at employees who have delivered an exceptional performance, well aware that any exceptional performance happens only when an employee thinks differently".
Today, companies have begun recognising an individual on the basis of new ideas he comes up with. Innovation need not be limited to any field or level.
A shop floor worker in a manufacturing unit has just as much scope to innovate as a software programmer. If a shop floor worker finds a method whereby, he can skip even one step in what would otherwise be a five-step process, it would be an innovation.
It is easier to come up with bright ideas without the pressures of having to do so. This way, any innovation would be a value addition to the current job. A few tips:
� Develop the idea. Most products and processes that we take for granted today were thought of while their inventors were actually working at something else. They became success stories because their inventors worked on developing these ideas.
� Innovative always. Novel ideas generally come about only when individuals are placed in problematic circumstances. For instance Hutch came up with the idea of mobile service stations, as it was not economical to set up full-fledged service stations in far-flung areas. But this need not be so. Try to think towards improvement even without problems.
� Train yourself to think differently by constantly looking at alternative methods for doing things. Start with smaller assignments like a departmental presentation.
� Learn from others and improvise. Being involved with the team is how the top management usually comes up with the one winning idea. Even if it is not the Vice President's idea, he is involved with the teams that are working at it.
� Learn to live the situation. This would give you, a fair idea of what process or product could actually make life easier. Then all you need to do is apply the logic on a larger scale.
For instance, It was when Sony Corporation's founder, Akio Morito missed listening to his favourite music while playing golf, that the need for portable music was felt. And Sony introduced the walkman
Cheers,
Have a great day!!
Rajat
From India, Pune
Inspiring Creativity in Your Employees
Don't think of your employees as very creative? Here's why it's important to encourage them to think outside the box.
April 04, 2005
By David G. Javitch
So you say you're not creative? And your employees aren't either? Then "physician, heal thyself." You may be the source of the problem!
Everyone can be creative--it has nothing to do with smarts. In fact, having smarts is no guarantee that you can or will be creative. But just what is creativity? Dr. Theresa Amabile of Harvard Business School defines it as the process of doing something differently that works. That's it. Real easy.
But why should you and your employees work creatively? It's simple: Creative people tend to be more motivated because they've achieved something. They've discovered a better way of doing things or they've solved a problem by thinking outside the box. By successfully finding solutions, they're more motivated to work. And the more motivated they are, the more productive they are. And the more productive they are, the more satisfied and motivated they are. The cycle endlessly recreates itself.
But before you can increase creativity in your employees, you need to figure out why they're not creative now. Once you know where to look, the answers are usually obvious.
Let's first look at your employees. You need to determine whether or not they have the necessary knowledge, skills, resources, and abilities to successfully get their jobs done. Are they hard-pressed to find the correct and/or best materials to complete their jobs? Do they have the right experiences and ability level to allow them to be effective? As I said, being intelligent doesn't guarantee that they're creative. On the other hand, not being intelligent or educated most certainly does not lead to creativity!
If you decide your employees don't have the best knowledge, skills, abilities, and resources, then you need to decide how to get them further education and training, hire better people, or provide more challenging experiences.
Next, look at your attitude toward doing things differently. How often do you or your employees ever say "We can't do it that way because...," "It costs too much money," "We've always done it this way," "They won't let me do it that way," or "It's too hard." These and similar expressions are direct killers of creativity.
What can you do? When you hear yourself or your employees using one of these excuses, stop! Turn those negative statements into positive ones such as these:
"It may be hard to do it, but here are some ideas how we can do it."
"It's expensive, but let's see how we can still come in under budget."
"Let's see how we can increase the budget."
Once you convince your employees to think positively, an entire new world of possibilities emerges.
Actually, thinking positively also involves an aspect of risk-taking. Do you allow or even encourage your employees to take risks? What kind? To what extent? To what dollar amount? I've known many employees who've had creative circuits running through their brains but were afraid the boss would penalize or criticize them if they spoke up. Sometimes when the money crunch puts the squeeze on departments and employees are afraid of losing their jobs, they hold back and resist the temptation to be creative.
As the boss, when you witness these occurrences, you have a marvelous opportunity to chime in and encourage "appropriate" levels of risk-taking. For example, when you hear a manager reject an idea because it sounds too absurd, simply ask, "What's the worst thing that could happen if that person acted on his or her idea?" As the boss, you need to encourage more risk-taking and more creative thinking on the part of your employees.
So once you've assessed your employees' knowledge, skills, abilities, and resources and have started to encourage risk-taking and positive thinking, you can move on to noting individual and group motivational levels. Find out why people are motivated--or not. For those who aren't motivated--or aren't motivated enough--don't hesitate to find out the reasons and obstacles that prevent them from being highly productive, highly effective employees. Remember, high levels of motivation, energy, and enthusiasm are related to increased levels of creativity.
Next, I suggest you move past your employees to focus on the work environment. Have you or others created unnecessary and possibly restrictive levels of rules, regulations, and procedures? If so, you've just identified more obstacles to thinking and behaving creatively. An atmosphere like this can stifle people by decreasing their risk-taking behavior.
You also need to determine if your employees fear stepping out of line to come up with new ideas? Do they fear questioning you or other managers? Do they fear working in small groups and not by themselves? Do they fear losing their jobs or receiving negative comments or evaluations from their supervisors? If so, you've discovered yet another threat to creativity--the fear of recrimination.
Finally, ask yourself just how often you or your managers seek opportunities to recognize and praise your employees. Most people praise their pets much more than they praise others in the workplace. Simple statements such as "Nice job," "Well done," "Nice try," "Great improvement," or "I'm glad you're trying" are extremely powerful inducers of a positive working environment and a more creative and satisfied workforce.
So take a moment to ask yourself just what you can do to increase your own levels of creativity and those of your employees. Enjoy the adventure.
David G. Javitch, Ph.D., is Entrepreneur.com's "Employee Management" columnist and an organizational psychologist and president of Javitch Associates, an organizational consulting firm in Newton, Massachusetts. With more than 20 years of experience working with executives in various industries, he's an internationally recognized author, keynote speaker, and consultant on key management and leadership issues.
From India, Pune
Don't think of your employees as very creative? Here's why it's important to encourage them to think outside the box.
April 04, 2005
By David G. Javitch
So you say you're not creative? And your employees aren't either? Then "physician, heal thyself." You may be the source of the problem!
Everyone can be creative--it has nothing to do with smarts. In fact, having smarts is no guarantee that you can or will be creative. But just what is creativity? Dr. Theresa Amabile of Harvard Business School defines it as the process of doing something differently that works. That's it. Real easy.
But why should you and your employees work creatively? It's simple: Creative people tend to be more motivated because they've achieved something. They've discovered a better way of doing things or they've solved a problem by thinking outside the box. By successfully finding solutions, they're more motivated to work. And the more motivated they are, the more productive they are. And the more productive they are, the more satisfied and motivated they are. The cycle endlessly recreates itself.
But before you can increase creativity in your employees, you need to figure out why they're not creative now. Once you know where to look, the answers are usually obvious.
Let's first look at your employees. You need to determine whether or not they have the necessary knowledge, skills, resources, and abilities to successfully get their jobs done. Are they hard-pressed to find the correct and/or best materials to complete their jobs? Do they have the right experiences and ability level to allow them to be effective? As I said, being intelligent doesn't guarantee that they're creative. On the other hand, not being intelligent or educated most certainly does not lead to creativity!
If you decide your employees don't have the best knowledge, skills, abilities, and resources, then you need to decide how to get them further education and training, hire better people, or provide more challenging experiences.
Next, look at your attitude toward doing things differently. How often do you or your employees ever say "We can't do it that way because...," "It costs too much money," "We've always done it this way," "They won't let me do it that way," or "It's too hard." These and similar expressions are direct killers of creativity.
What can you do? When you hear yourself or your employees using one of these excuses, stop! Turn those negative statements into positive ones such as these:
"It may be hard to do it, but here are some ideas how we can do it."
"It's expensive, but let's see how we can still come in under budget."
"Let's see how we can increase the budget."
Once you convince your employees to think positively, an entire new world of possibilities emerges.
Actually, thinking positively also involves an aspect of risk-taking. Do you allow or even encourage your employees to take risks? What kind? To what extent? To what dollar amount? I've known many employees who've had creative circuits running through their brains but were afraid the boss would penalize or criticize them if they spoke up. Sometimes when the money crunch puts the squeeze on departments and employees are afraid of losing their jobs, they hold back and resist the temptation to be creative.
As the boss, when you witness these occurrences, you have a marvelous opportunity to chime in and encourage "appropriate" levels of risk-taking. For example, when you hear a manager reject an idea because it sounds too absurd, simply ask, "What's the worst thing that could happen if that person acted on his or her idea?" As the boss, you need to encourage more risk-taking and more creative thinking on the part of your employees.
So once you've assessed your employees' knowledge, skills, abilities, and resources and have started to encourage risk-taking and positive thinking, you can move on to noting individual and group motivational levels. Find out why people are motivated--or not. For those who aren't motivated--or aren't motivated enough--don't hesitate to find out the reasons and obstacles that prevent them from being highly productive, highly effective employees. Remember, high levels of motivation, energy, and enthusiasm are related to increased levels of creativity.
Next, I suggest you move past your employees to focus on the work environment. Have you or others created unnecessary and possibly restrictive levels of rules, regulations, and procedures? If so, you've just identified more obstacles to thinking and behaving creatively. An atmosphere like this can stifle people by decreasing their risk-taking behavior.
You also need to determine if your employees fear stepping out of line to come up with new ideas? Do they fear questioning you or other managers? Do they fear working in small groups and not by themselves? Do they fear losing their jobs or receiving negative comments or evaluations from their supervisors? If so, you've discovered yet another threat to creativity--the fear of recrimination.
Finally, ask yourself just how often you or your managers seek opportunities to recognize and praise your employees. Most people praise their pets much more than they praise others in the workplace. Simple statements such as "Nice job," "Well done," "Nice try," "Great improvement," or "I'm glad you're trying" are extremely powerful inducers of a positive working environment and a more creative and satisfied workforce.
So take a moment to ask yourself just what you can do to increase your own levels of creativity and those of your employees. Enjoy the adventure.
David G. Javitch, Ph.D., is Entrepreneur.com's "Employee Management" columnist and an organizational psychologist and president of Javitch Associates, an organizational consulting firm in Newton, Massachusetts. With more than 20 years of experience working with executives in various industries, he's an internationally recognized author, keynote speaker, and consultant on key management and leadership issues.
From India, Pune
Dear members,
I would request everyone to not copy complete texts from other websites and post them on CiteHR. This is a violation of the Copyright Act. Instead, what you should do is copy a paragraph and provide a link to the original article - this is called fair use. As per the notification posted at the footer of the website - "All trademarks and copyrights held by respective owners. Member comments are owned by the poster." CiteHR is not legally responsible for such violations, and this may create unnecessary hassle for the violating member. So please do not copy-paste entire articles unless you have written consent from the writer.
Warm regards,
CHR
From India, Gurgaon
I would request everyone to not copy complete texts from other websites and post them on CiteHR. This is a violation of the Copyright Act. Instead, what you should do is copy a paragraph and provide a link to the original article - this is called fair use. As per the notification posted at the footer of the website - "All trademarks and copyrights held by respective owners. Member comments are owned by the poster." CiteHR is not legally responsible for such violations, and this may create unnecessary hassle for the violating member. So please do not copy-paste entire articles unless you have written consent from the writer.
Warm regards,
CHR
From India, Gurgaon
Dear CHR, Thanks for informing us about the same..and regret for the inconvenience caused.. Shall take note of this in future postings. Regards, Rajat
From India, Pune
From India, Pune
Dear all,
Remember that time when you were sitting in traffic, stuck in a local train, or traveling, and suddenly had an idea that came out of nowhere? What did you do? You probably made a mental note to follow through when you got home. So, what happened? Well, probably nothing, as you had forgotten it by the time you arrived there. What you didn't know was that this idea could have made you a fortune if only you had the opportunity to develop it further. This may seem far-fetched to you, but it happens. You just don't realize it.
So, next time an idea comes to you wherever you are, write it down.
Action Point:
How will you ensure that you have a pen and paper available to you at all times? This surprisingly simple concept can dramatically increase your 'luck'! Why? By writing down your ideas, you will automatically set your mind in motion to come up with ways to make it work.
Cheers,
Rajat
From India, Pune
Remember that time when you were sitting in traffic, stuck in a local train, or traveling, and suddenly had an idea that came out of nowhere? What did you do? You probably made a mental note to follow through when you got home. So, what happened? Well, probably nothing, as you had forgotten it by the time you arrived there. What you didn't know was that this idea could have made you a fortune if only you had the opportunity to develop it further. This may seem far-fetched to you, but it happens. You just don't realize it.
So, next time an idea comes to you wherever you are, write it down.
Action Point:
How will you ensure that you have a pen and paper available to you at all times? This surprisingly simple concept can dramatically increase your 'luck'! Why? By writing down your ideas, you will automatically set your mind in motion to come up with ways to make it work.
Cheers,
Rajat
From India, Pune
Dear all,
Lateral thinking as you all understand by now has to got to do your thinking..how you manage your sphere of mind.
Lot of times people miss out the things or not able to think beyond the boundary as a lot things goes in the brain..like monkeys jumping from one branch to another...
More than that its pertinent to note that most of the people who are creative esp at the senior levels of CEOs, Managing Director, VP manage their minds well..in order to sustain the pressure of delievering the results and lead the company to higher growth..
Let me share this story as how words affect one's personality,thinking & perhaps is one of the keys to successful career & happiness..
Toxic Thinking!!!!
I remember my dad teaching me the power of language at a very young age. Not only did my dad understand that specific words affect our mental pictures, but he understood words are a powerful programming factor in lifelong success.
One particularly interesting event occurred when I was eight. As a kid, I was always climbing trees, poles, and literally hanging around upside down from the rafters of our lake house. So, it came to no surprise for my dad to find me at the top of a 30-foot tree swinging back and forth. My little eight-year-old brain didn't realize the tree could break or I could get hurt. I just thought it was fun to be up so high.
My older cousin, Tammy, was also in the same tree. She was hanging on the first big limb, about ten feet below me. Tammy's mother also noticed us at the exact same time my dad did. About that time a huge gust of wind came over the tree. I could hear the leaves start to rattle and the tree begin to sway. I remember my dad's voice over the wind yell, "Bart, Hold on tightly." So I did. The next thing I know, I heard Tammy screaming at the top of her lungs, laying flat on the ground. She had fallen out of the tree.
I scampered down the tree to safety. My dad later told me why she fell and I did not. Apparently, Tammy's mother was not as an astute student of language as my father. When Tammy's mother felt the gust of wind, she yelled out, "Tammy, don't fall!" And Tammy did... fall.
My dad then explained to me that the mind has a very difficult time processing a negative image. In fact, people who rely on internal pictures cannot see a negative at all. In order for Tammy to process the command of not falling, her nine-year- old brain had to first imagine falling, then try to tell the brain not to do what it just imagined. Whereas, my eight-year-old brain instantly had an internal image of me hanging on tightly.
This is why people who try to stop smoking struggle with the act of stopping smoking. They are running pictures all day of themselves smoking. Smokers are rarely taught to see themselves breathing fresh air and feeling great. The language itself becomes one barrier to success.
This concept is especially useful when you are attempting to break a habit or set a goal. You can't visualize not doing something. The only way to properly visualize not doing something is to actually find a word for what you want to do and visualize that. For example, when I was thirteen years old, I played for my junior high school football team. I tried so hard to be good, but I just couldn't get it together at that age. I remember hearing the words run through my head as I was running out for a pass, "Don't drop it!" Naturally, I dropped the ball.
My coaches were not skilled enough to teach us proper "self-talk." They just thought some kids could catch and others couldn't. I'll never make it pro, but I'm now a pretty good Sunday afternoon football player, because all my internal dialogue is positive and encourages me to win. I wish my dad had coached me playing football instead of just climbing trees. I might have had a longer football career.
Here is a very easy demonstration to teach your kids and your friends the power of a toxic vocabulary. Ask them to hold a pen or pencil. Hand it to them. Now, follow my instructions carefully. Say to them, "Okay, try to drop the pencil." Observe what they do.
Most people release their hands and watch the pencil hit the floor. You respond, "You weren't paying attention. I said TRY to drop the pencil. Now please do it again." Most people then pick up the pencil and pretend to be in excruciating pain while their hand tries but fails to drop the pencil.
The point is made.
If you tell your brain you will "give it a try," you are actually telling your brain to fail. I have a "no try" rule in my house and with everyone I interact with. Either people will do it or they won't. Either they will be at the party or they won't. I'm brutal when people attempt to lie to me by using the word try. Do they think I don't know they are really telegraphing to the world they have no intention of doing it but they want me to give them brownie points for pretended effort? You will never hear the words "I'll try" come out of my mouth unless I'm teaching this concept in a seminar.
If you "try" and do something, your unconscious mind has permission not to succeed. If I truly can't make a decision I will tell the truth. "Sorry John. I'm not sure if I will be at your party or not. I've got an outstanding commitment. If that falls through, I will be here. Otherwise, I will not. Thanks for the invite."
People respect honesty. So remove the word "try" from your vocabulary.
My dad also told me that psychologists claim it takes seventeen positive statements to offset one negative statement. I have no idea if it is true, but the logic holds true. It might take up to seventeen compliments to offset the emotional damage of one harsh criticism.
These are concepts that are especially useful when raising children.
Ask yourself how many compliments you give yourself daily versus how many criticisms. Heck, I know you are talking to yourself all day long. We all have internal voices that give us direction.
So, are you giving yourself the 17:1 ratio or are you shortchanging yourself with toxic self-talk like, "I suck. I'm fat. Nobody will like me. I'll try this diet. I'm not good enough. I'm so stupid. I'm broke, etc. etc."
If our parents can set a lifetime of programming with one wrong statement, imagine the kind of programming you are doing on a daily basis with your own internal dialogue. Here is a list of Toxic Vocabulary words.
Notice when you or other people use them.
� But
� Try
� If
� Might
� Would Have
� Should Have
� Could Have
� Can't
� Don't
But: negates any words that are stated before it.
If: presupposes that you may not.
Would have: Past tense that draws attention to things that didn't actually happen.
Should have: Past tense that draws attention to things that didn't actually happen (and implies guilt.)
Could have: Past tense that draws attention to things that didn't actually happen but the person tries to take credit as if it did happen.
Try: Presupposes failure.
Might: It does nothing definite. It leaves options for your listener.
Can't / Don't: These words force the listener to focus on exactly the opposite of what you want. This is a classic mistake that parents and coaches make without knowing the damage of this linguistic error.
Examples:
Toxic phrase: "Don't drop the ball!"
Likely result: Drops the ball
Better language: "Catch the ball!"
Toxic phrase: "You shouldn't watch so much television."
Likely result: Watches more television.
Better language: "I read too much television makes people stupid. You might find yourself turning that TV off and picking up one of those books more often!"
Exercise: Take a moment to write down all the phrases you use on a daily basis or any Toxic self-talk that you have noticed yourself using. Write these phrases down so you will begin to catch yourself as they occur and change them.
Wishing you all a very happy new year 2006.
Cheers,
Rajat
From India, Pune
Lateral thinking as you all understand by now has to got to do your thinking..how you manage your sphere of mind.
Lot of times people miss out the things or not able to think beyond the boundary as a lot things goes in the brain..like monkeys jumping from one branch to another...
More than that its pertinent to note that most of the people who are creative esp at the senior levels of CEOs, Managing Director, VP manage their minds well..in order to sustain the pressure of delievering the results and lead the company to higher growth..
Let me share this story as how words affect one's personality,thinking & perhaps is one of the keys to successful career & happiness..
Toxic Thinking!!!!
I remember my dad teaching me the power of language at a very young age. Not only did my dad understand that specific words affect our mental pictures, but he understood words are a powerful programming factor in lifelong success.
One particularly interesting event occurred when I was eight. As a kid, I was always climbing trees, poles, and literally hanging around upside down from the rafters of our lake house. So, it came to no surprise for my dad to find me at the top of a 30-foot tree swinging back and forth. My little eight-year-old brain didn't realize the tree could break or I could get hurt. I just thought it was fun to be up so high.
My older cousin, Tammy, was also in the same tree. She was hanging on the first big limb, about ten feet below me. Tammy's mother also noticed us at the exact same time my dad did. About that time a huge gust of wind came over the tree. I could hear the leaves start to rattle and the tree begin to sway. I remember my dad's voice over the wind yell, "Bart, Hold on tightly." So I did. The next thing I know, I heard Tammy screaming at the top of her lungs, laying flat on the ground. She had fallen out of the tree.
I scampered down the tree to safety. My dad later told me why she fell and I did not. Apparently, Tammy's mother was not as an astute student of language as my father. When Tammy's mother felt the gust of wind, she yelled out, "Tammy, don't fall!" And Tammy did... fall.
My dad then explained to me that the mind has a very difficult time processing a negative image. In fact, people who rely on internal pictures cannot see a negative at all. In order for Tammy to process the command of not falling, her nine-year- old brain had to first imagine falling, then try to tell the brain not to do what it just imagined. Whereas, my eight-year-old brain instantly had an internal image of me hanging on tightly.
This is why people who try to stop smoking struggle with the act of stopping smoking. They are running pictures all day of themselves smoking. Smokers are rarely taught to see themselves breathing fresh air and feeling great. The language itself becomes one barrier to success.
This concept is especially useful when you are attempting to break a habit or set a goal. You can't visualize not doing something. The only way to properly visualize not doing something is to actually find a word for what you want to do and visualize that. For example, when I was thirteen years old, I played for my junior high school football team. I tried so hard to be good, but I just couldn't get it together at that age. I remember hearing the words run through my head as I was running out for a pass, "Don't drop it!" Naturally, I dropped the ball.
My coaches were not skilled enough to teach us proper "self-talk." They just thought some kids could catch and others couldn't. I'll never make it pro, but I'm now a pretty good Sunday afternoon football player, because all my internal dialogue is positive and encourages me to win. I wish my dad had coached me playing football instead of just climbing trees. I might have had a longer football career.
Here is a very easy demonstration to teach your kids and your friends the power of a toxic vocabulary. Ask them to hold a pen or pencil. Hand it to them. Now, follow my instructions carefully. Say to them, "Okay, try to drop the pencil." Observe what they do.
Most people release their hands and watch the pencil hit the floor. You respond, "You weren't paying attention. I said TRY to drop the pencil. Now please do it again." Most people then pick up the pencil and pretend to be in excruciating pain while their hand tries but fails to drop the pencil.
The point is made.
If you tell your brain you will "give it a try," you are actually telling your brain to fail. I have a "no try" rule in my house and with everyone I interact with. Either people will do it or they won't. Either they will be at the party or they won't. I'm brutal when people attempt to lie to me by using the word try. Do they think I don't know they are really telegraphing to the world they have no intention of doing it but they want me to give them brownie points for pretended effort? You will never hear the words "I'll try" come out of my mouth unless I'm teaching this concept in a seminar.
If you "try" and do something, your unconscious mind has permission not to succeed. If I truly can't make a decision I will tell the truth. "Sorry John. I'm not sure if I will be at your party or not. I've got an outstanding commitment. If that falls through, I will be here. Otherwise, I will not. Thanks for the invite."
People respect honesty. So remove the word "try" from your vocabulary.
My dad also told me that psychologists claim it takes seventeen positive statements to offset one negative statement. I have no idea if it is true, but the logic holds true. It might take up to seventeen compliments to offset the emotional damage of one harsh criticism.
These are concepts that are especially useful when raising children.
Ask yourself how many compliments you give yourself daily versus how many criticisms. Heck, I know you are talking to yourself all day long. We all have internal voices that give us direction.
So, are you giving yourself the 17:1 ratio or are you shortchanging yourself with toxic self-talk like, "I suck. I'm fat. Nobody will like me. I'll try this diet. I'm not good enough. I'm so stupid. I'm broke, etc. etc."
If our parents can set a lifetime of programming with one wrong statement, imagine the kind of programming you are doing on a daily basis with your own internal dialogue. Here is a list of Toxic Vocabulary words.
Notice when you or other people use them.
� But
� Try
� If
� Might
� Would Have
� Should Have
� Could Have
� Can't
� Don't
But: negates any words that are stated before it.
If: presupposes that you may not.
Would have: Past tense that draws attention to things that didn't actually happen.
Should have: Past tense that draws attention to things that didn't actually happen (and implies guilt.)
Could have: Past tense that draws attention to things that didn't actually happen but the person tries to take credit as if it did happen.
Try: Presupposes failure.
Might: It does nothing definite. It leaves options for your listener.
Can't / Don't: These words force the listener to focus on exactly the opposite of what you want. This is a classic mistake that parents and coaches make without knowing the damage of this linguistic error.
Examples:
Toxic phrase: "Don't drop the ball!"
Likely result: Drops the ball
Better language: "Catch the ball!"
Toxic phrase: "You shouldn't watch so much television."
Likely result: Watches more television.
Better language: "I read too much television makes people stupid. You might find yourself turning that TV off and picking up one of those books more often!"
Exercise: Take a moment to write down all the phrases you use on a daily basis or any Toxic self-talk that you have noticed yourself using. Write these phrases down so you will begin to catch yourself as they occur and change them.
Wishing you all a very happy new year 2006.
Cheers,
Rajat
From India, Pune
Hi Hemaa,
"This is a very useful read... Thanks for sharing such valuable insights! It is a delight to read your articles :)"
Thanks, I'm glad you liked it! :D
Creativity is A Balancing Act
As the pace of life becomes faster, markets become more segmented, tools become more sophisticated, and individuals become more interconnected, the need for creativity is greater than ever before.
Creativity has two distinct processes, and each one is vital.
First is the process of integration and synthesis of a new idea. Everything new that is created—great buildings, works of art, businesses, complex machines, books, films—must first exist in the mind. New ideas come largely from the integration of existing concepts—combining and intermingling them in ways that have never been expressed before. This part of the creative process requires exposure to a diverse set of experiences and a broad spectrum of thinking.
Just as vital to creativity is the action necessary to bring ideas to reality. The creation of great architecture demands engineering and construction skills. The creation of great literature demands grammatical skills and the ability to operate a printing press. Discipline and focus are necessary to manifest any creation.
It's a bit of a paradox. In order to be fully creative, we must be very open-minded while remaining disciplined and focused at the same time. A delicate balance, indeed. And balance is the key. In all great creations, the idealistic coexists with the pragmatic in an elegant proportion. A great idea is worthless unless it is manifest. And a great skill is useless unless it has direction.
Think balance. Learn to be a dreamer while also being a doer. Harness the power of your thoughts and actions together in the same direction, and your life will be a truly creative force.
My recent experience in understanding creativity: Last week during the return flight to Mumbai from Delhi, I met the famous and upcoming singer who composed the music of the movie "Hum Tum." As I am curious about what makes them so creative, I asked him how he created the lovely composition. He said, "Rajat, my profession has a lot of pressures and deadlines, which are pretty stressful and actually detrimental to creativity to some extent. So, I spend a lot of time with my kids, play with them, and act their age. This gives me the insight in composing the numbers." Not only that, I spend time quietly in the midst of the rush hour in the local train from Borivali to Churchgate, looking at people all around with a pad and pen, studying their body language, facial expressions, and understanding or rather imagining their personal stories, struggles, hopes..."
Wow, some food for thought... How's that?
Cheers,
Rajat
From India, Pune
"This is a very useful read... Thanks for sharing such valuable insights! It is a delight to read your articles :)"
Thanks, I'm glad you liked it! :D
Creativity is A Balancing Act
As the pace of life becomes faster, markets become more segmented, tools become more sophisticated, and individuals become more interconnected, the need for creativity is greater than ever before.
Creativity has two distinct processes, and each one is vital.
First is the process of integration and synthesis of a new idea. Everything new that is created—great buildings, works of art, businesses, complex machines, books, films—must first exist in the mind. New ideas come largely from the integration of existing concepts—combining and intermingling them in ways that have never been expressed before. This part of the creative process requires exposure to a diverse set of experiences and a broad spectrum of thinking.
Just as vital to creativity is the action necessary to bring ideas to reality. The creation of great architecture demands engineering and construction skills. The creation of great literature demands grammatical skills and the ability to operate a printing press. Discipline and focus are necessary to manifest any creation.
It's a bit of a paradox. In order to be fully creative, we must be very open-minded while remaining disciplined and focused at the same time. A delicate balance, indeed. And balance is the key. In all great creations, the idealistic coexists with the pragmatic in an elegant proportion. A great idea is worthless unless it is manifest. And a great skill is useless unless it has direction.
Think balance. Learn to be a dreamer while also being a doer. Harness the power of your thoughts and actions together in the same direction, and your life will be a truly creative force.
My recent experience in understanding creativity: Last week during the return flight to Mumbai from Delhi, I met the famous and upcoming singer who composed the music of the movie "Hum Tum." As I am curious about what makes them so creative, I asked him how he created the lovely composition. He said, "Rajat, my profession has a lot of pressures and deadlines, which are pretty stressful and actually detrimental to creativity to some extent. So, I spend a lot of time with my kids, play with them, and act their age. This gives me the insight in composing the numbers." Not only that, I spend time quietly in the midst of the rush hour in the local train from Borivali to Churchgate, looking at people all around with a pad and pen, studying their body language, facial expressions, and understanding or rather imagining their personal stories, struggles, hopes..."
Wow, some food for thought... How's that?
Cheers,
Rajat
From India, Pune
Hi Ratna,
"Thanks Rajat, very good article. It is very informative, and I request you to keep posting these kinds of thought-provoking articles."
Thanks, I'm glad you liked it.
Dear all,
Here is the story of Google: how creative and innovative thinking can bring a revolution:
A Phenomenal Success
Larry Page and Sergey Brin founded Google in 1998. A few years ago, Forbes estimated Larry's net worth at $550 million. However, since taking Google public in 2004, the combined net worth of the founders is estimated to be nearly $14 billion.
Google's annual sales exceeded $4.5 billion in 2004, and it has reached a net market capitalization of $85 billion in the current year. Google uses more than 10,000 networked computers to comb through almost 3 billion web pages and powers over 75% of the Web searches in the US.
Relevance
AltaVista and Inktomi, the two popular search engines of the mid-nineties, were based on the technique of storing the text of every web page in a fast searchable index. However, this did not deliver the results in the order of relevance. Also, this led to commercial spammers who flooded their web pages with hidden keywords multiple times over. In keyword-based searches, they would then appear first in a search listing.
Larry and Sergey devised a method to rank a page based on how frequently it was referenced by other pages. This algorithm, along with larger storage capacity and processing power, enabled them to deliver fast and reliable search results.
Gaining Ground
The founders started out with a little over $1 million in seed capital from friends and family, and in 1999 received another $25 million from Sequoia Capital and Kleiner Perkins. They trademarked their search algorithm under the name PageRank. In 2001, they hired Eric Schmidt as the CEO. The same year they were named as the number one US search engine by MediaMetrix.
Google kept ahead of the competition by introducing new features regularly. Over time, they added image search, groups, directory services, and news features to their portfolio of offerings.
Going Dutch with Public
In late 2004, the IPO markets were again opening up. The investors who had been shying away from the market in the wake of the dot-com bust of 2000 were returning to it. The founders decided to take Google public. They bypassed the traditional IPO process and chose a modified Dutch auction model. The Dutch auction would set the price of the shares at the lowest successful bid. This enticed investors to bid the maximum price they were willing to pay, hoping that they would only have to pay the clearing price.
The Way Ahead
Google has established a strong user base and network of affiliates. However, they need to reconsider whether they wish to remain a provider of directory services and search solutions or they want to evolve into a portal. There is increased competition from MSN and Yahoo. These fierce competitors would retaliate with new products that can give Google a run for its money. The founders have to put on their thinking caps again to develop new defensible avenues of growth.
Success Indicators
Market Capitalization: $85 billion
Annual Sales (2004): $4.5 billion
Net Income (2004): $1 billion
Number of Employees: 4000
Trends Encountered
Need for relevance
Explosive growth of Internet use
Opportunities Harnessed
PageRank Algorithm
Fast and reliable search results
Monetization of traffic
Key Decision Makers
Larry Page and Sergey Brin, while studying at Stanford, built a unique algorithm to search for information within documents. They founded Google in 1998, which soon overtook other search engines in popularity and within eighteen months was named number one.
Useful Products
Google Search
AdWords
Contextualized Ads
Image Search
Gmail
Current Challenges
Increased competition from Microsoft and Yahoo
Explore new avenues for growth
Evolve into a portal or preserve the search engine model
Cheers,
Rajat Joshi
From India, Pune
"Thanks Rajat, very good article. It is very informative, and I request you to keep posting these kinds of thought-provoking articles."
Thanks, I'm glad you liked it.
Dear all,
Here is the story of Google: how creative and innovative thinking can bring a revolution:
A Phenomenal Success
Larry Page and Sergey Brin founded Google in 1998. A few years ago, Forbes estimated Larry's net worth at $550 million. However, since taking Google public in 2004, the combined net worth of the founders is estimated to be nearly $14 billion.
Google's annual sales exceeded $4.5 billion in 2004, and it has reached a net market capitalization of $85 billion in the current year. Google uses more than 10,000 networked computers to comb through almost 3 billion web pages and powers over 75% of the Web searches in the US.
Relevance
AltaVista and Inktomi, the two popular search engines of the mid-nineties, were based on the technique of storing the text of every web page in a fast searchable index. However, this did not deliver the results in the order of relevance. Also, this led to commercial spammers who flooded their web pages with hidden keywords multiple times over. In keyword-based searches, they would then appear first in a search listing.
Larry and Sergey devised a method to rank a page based on how frequently it was referenced by other pages. This algorithm, along with larger storage capacity and processing power, enabled them to deliver fast and reliable search results.
Gaining Ground
The founders started out with a little over $1 million in seed capital from friends and family, and in 1999 received another $25 million from Sequoia Capital and Kleiner Perkins. They trademarked their search algorithm under the name PageRank. In 2001, they hired Eric Schmidt as the CEO. The same year they were named as the number one US search engine by MediaMetrix.
Google kept ahead of the competition by introducing new features regularly. Over time, they added image search, groups, directory services, and news features to their portfolio of offerings.
Going Dutch with Public
In late 2004, the IPO markets were again opening up. The investors who had been shying away from the market in the wake of the dot-com bust of 2000 were returning to it. The founders decided to take Google public. They bypassed the traditional IPO process and chose a modified Dutch auction model. The Dutch auction would set the price of the shares at the lowest successful bid. This enticed investors to bid the maximum price they were willing to pay, hoping that they would only have to pay the clearing price.
The Way Ahead
Google has established a strong user base and network of affiliates. However, they need to reconsider whether they wish to remain a provider of directory services and search solutions or they want to evolve into a portal. There is increased competition from MSN and Yahoo. These fierce competitors would retaliate with new products that can give Google a run for its money. The founders have to put on their thinking caps again to develop new defensible avenues of growth.
Success Indicators
Market Capitalization: $85 billion
Annual Sales (2004): $4.5 billion
Net Income (2004): $1 billion
Number of Employees: 4000
Trends Encountered
Need for relevance
Explosive growth of Internet use
Opportunities Harnessed
PageRank Algorithm
Fast and reliable search results
Monetization of traffic
Key Decision Makers
Larry Page and Sergey Brin, while studying at Stanford, built a unique algorithm to search for information within documents. They founded Google in 1998, which soon overtook other search engines in popularity and within eighteen months was named number one.
Useful Products
Google Search
AdWords
Contextualized Ads
Image Search
Gmail
Current Challenges
Increased competition from Microsoft and Yahoo
Explore new avenues for growth
Evolve into a portal or preserve the search engine model
Cheers,
Rajat Joshi
From India, Pune
Hi Folks,
Sorry for visiting the forum irregularly.. as much i would love to be active but on account of hectic schedule at my end doesn't permit the same...
One of my colleague sent this mail regarding enhancing group creativity, which we can think over.
Hope you all will like it.
Wish you a great week ahead..
Cheers,
Rajat
The scene is repeated in meeting rooms around the world every day. A problem has been identified and a group has gathered to solve the problem. When ideas are needed, the group decides to brainstorm. And all too often this exercise leads to a short list of not-that-creative ideas.
We know that if we generate more ideas we have a better chance of finding better ideas. This leads us to the logical conclusion that if we can find techniques to create more ideas, we will find better ones. No one technique however will guarantee the perfect solution. Instead your goals should be to have a variety of approaches to help stimulate idea creation in your repertoire. By doing this you will improve the overall quality of ideas by virtue of having more to choose from.
Whether you are unhappy with the current creativity of your group or are having good success with brainstorming sessions, but would like them to be even better, any of the eight suggestions below can help.
Look at problems in different ways. Get the group to change their perspective on the problem. Once people �lock into� one way of looking at things the idea flow will slow to a tickle. Have people take a new persona. Ask them to look at the issue from the perspective of another group � accounting, HR, or sales for example. Ask them to think about how their Grandmother or an 8 year old would solve the problem. These are simple ways to force people into a new perspective and the new perspectives will generate more ideas.
Make novel combinations. The ideas that land on the flipchart or whiteboard in a brainstorming session are typically considered individually. Have the group look at the initial list and look for ways to combine the ideas into new ones.
Force relationships. Once a group is finished with their initial list, provide them with words, pictures or objects. The objects can be random items, the words can come from a randomly generated list and we�ll send you such a list), or from pictures in magazines or newspapers. When people have their random word, picture or item, have them create connections between the problem and their item. Use questions like, �How could this item solve our problem?� What attributes of this item could help us solve our problem?�
Make their thoughts visible. Have people draw! Too often the brainstorming session has everyone sitting except the person capturing the ideas. Let people doodle and draw and you never know what ideas may be spurred.
Think in opposites. Rather than asking your direct problem question, ask the opposite. �How could we ensure no one bought this new product?� could be one example. Capturing the ideas on �the opposite,� will illuminate ideas for solving the actual problem.
Think metaphorically. This approach is similar to forcing relationships (and is another way to use your words, pictures or items). Pick a random idea/item and ask the group, �How is this item like our problem?� Metaphors can be a very powerful way to create new ideas where none existed before.
Prepare. Too often people are asked to brainstorm a problem with no previous thinking time. If people have time to think about a topic, and let their brains work on it for awhile, they will create more and better ideas. Allow people to be better prepared mentally by sharing the challenges you will be brainstorming some time before the meeting whenever possible.
Set a Goal. Research shows and my experience definitely confirms that the simple act of giving people a quantity goal before starting the brainstorming session will lead to a longer list of ideas to consider. Set your goal at least a little higher than you think you can get � and higher than this group typically achieves. Set the goal and watch the group reach it!
While these suggestions have all been written from the perspective of a group generating ideas, they all work very well for individuals too. The next time you need to solve a problem by yourself, use these techniques and you will be astounded by the quantity of ideas you will generate!
From India, Pune
Sorry for visiting the forum irregularly.. as much i would love to be active but on account of hectic schedule at my end doesn't permit the same...
One of my colleague sent this mail regarding enhancing group creativity, which we can think over.
Hope you all will like it.
Wish you a great week ahead..
Cheers,
Rajat
The scene is repeated in meeting rooms around the world every day. A problem has been identified and a group has gathered to solve the problem. When ideas are needed, the group decides to brainstorm. And all too often this exercise leads to a short list of not-that-creative ideas.
We know that if we generate more ideas we have a better chance of finding better ideas. This leads us to the logical conclusion that if we can find techniques to create more ideas, we will find better ones. No one technique however will guarantee the perfect solution. Instead your goals should be to have a variety of approaches to help stimulate idea creation in your repertoire. By doing this you will improve the overall quality of ideas by virtue of having more to choose from.
Whether you are unhappy with the current creativity of your group or are having good success with brainstorming sessions, but would like them to be even better, any of the eight suggestions below can help.
Look at problems in different ways. Get the group to change their perspective on the problem. Once people �lock into� one way of looking at things the idea flow will slow to a tickle. Have people take a new persona. Ask them to look at the issue from the perspective of another group � accounting, HR, or sales for example. Ask them to think about how their Grandmother or an 8 year old would solve the problem. These are simple ways to force people into a new perspective and the new perspectives will generate more ideas.
Make novel combinations. The ideas that land on the flipchart or whiteboard in a brainstorming session are typically considered individually. Have the group look at the initial list and look for ways to combine the ideas into new ones.
Force relationships. Once a group is finished with their initial list, provide them with words, pictures or objects. The objects can be random items, the words can come from a randomly generated list and we�ll send you such a list), or from pictures in magazines or newspapers. When people have their random word, picture or item, have them create connections between the problem and their item. Use questions like, �How could this item solve our problem?� What attributes of this item could help us solve our problem?�
Make their thoughts visible. Have people draw! Too often the brainstorming session has everyone sitting except the person capturing the ideas. Let people doodle and draw and you never know what ideas may be spurred.
Think in opposites. Rather than asking your direct problem question, ask the opposite. �How could we ensure no one bought this new product?� could be one example. Capturing the ideas on �the opposite,� will illuminate ideas for solving the actual problem.
Think metaphorically. This approach is similar to forcing relationships (and is another way to use your words, pictures or items). Pick a random idea/item and ask the group, �How is this item like our problem?� Metaphors can be a very powerful way to create new ideas where none existed before.
Prepare. Too often people are asked to brainstorm a problem with no previous thinking time. If people have time to think about a topic, and let their brains work on it for awhile, they will create more and better ideas. Allow people to be better prepared mentally by sharing the challenges you will be brainstorming some time before the meeting whenever possible.
Set a Goal. Research shows and my experience definitely confirms that the simple act of giving people a quantity goal before starting the brainstorming session will lead to a longer list of ideas to consider. Set your goal at least a little higher than you think you can get � and higher than this group typically achieves. Set the goal and watch the group reach it!
While these suggestions have all been written from the perspective of a group generating ideas, they all work very well for individuals too. The next time you need to solve a problem by yourself, use these techniques and you will be astounded by the quantity of ideas you will generate!
From India, Pune
Dear Rajat I’d like to thank u so much for all your posts under this Lateral thinking head. i am very much delighted. Once again thanks a lot , plz keep do posting. raj
From India, Coimbatore
From India, Coimbatore
Hi Rajat,
Creativity is a topic that is very close to my heart, and your views and articles have indeed touched my heart :)
Here is what Mr. Azim Premji, Wipro Chief, has to say about Creativity and Innovation. The article appeared on rediff.com sometime back.
Cheers,
Saurabh
Premji on innovation, creativity
Manu A B in Mumbai | February 16, 2006
Innovation is a source of great excitement for Indian IT giant Wipro's chairman Azim Premji. In Mumbai at the Nasscom's India Leadership Forum on Thursday, the software czar spelled out where big ideas come from and why innovation and creativity are imperative for growth.
The Wipro Centre of Excellence, with over 500 dedicated professionals, works on lean technology for software development, new ways of delivering business, and is striving towards creating intellectual properties in the wireless and mobile telephony segment, says Premji.
Wipro bagged nine major deals in the last quarter, a result of innovation.
With the debate on blending creativity with engineering skills raging across the world, Premji cites the Chinese example where students are encouraged to go abroad to pursue courses in liberal arts.
One needs to think differently to survive in the globalized world. A good blend of creative people and engineers is essential to push growth, according to Premji.
Wipro has become the first company to develop an outsourcing model for remote infrastructure and remote business process outsourcing services. This robust growth will continue, says Premji.
Profits and innovation go hand in hand. He highlights that while the PBIT is 20 percent for Indian companies, it is about 14 percent for global IT biggies like Accenture and IBM. The IT world will be driven by people resources. The profit per person realization is higher for Indian companies, giving them an added advantage, he adds.
"We need to build more IT incubation hubs in India to drive innovation at a national level. The Wipro Centre of Excellence is constantly striving to add more value to existing services," he says.
So where do big ideas come from?
Premji says that big ideas often come from customers. Big ideas can emerge from constant interaction, and several unsaid things can be elicited and developed, making way for big innovations. Meaningful dialogues with customers will go a long way in delivering excellent products. Services and product companies should take this seriously, advocates Premji.
"We also need to have the courage to hire people from different work cultures and ensure they grow in the organization and are not pushed out in the long run."
However, he warns that complacency kills creativity. Complacency should be rooted out of all levels of management.
How different is innovation from creativity?
While innovation is 'doing' things differently, creativity is all about 'thinking' differently, says the Wipro boss. "Innovation is essentially the application of high creativity. It need not be restricted to just products; it applies to services, employee attitudes, and across all levels. Innovation is a fundamental mindset pursued seriously by an organization. It is imperative to imbibe the culture of innovation."
"There is a need to include more people with a creative bend. India is known for its great art and literature. The same spirit must be incorporated in business and economics," he adds.
"Innovation is a spirit that evolves the mind, body, and spirit. In other words, one has to do things that no one else has done before to create a better tomorrow," sums up Premji.
From India, New Delhi
Creativity is a topic that is very close to my heart, and your views and articles have indeed touched my heart :)
Here is what Mr. Azim Premji, Wipro Chief, has to say about Creativity and Innovation. The article appeared on rediff.com sometime back.
Cheers,
Saurabh
Premji on innovation, creativity
Manu A B in Mumbai | February 16, 2006
Innovation is a source of great excitement for Indian IT giant Wipro's chairman Azim Premji. In Mumbai at the Nasscom's India Leadership Forum on Thursday, the software czar spelled out where big ideas come from and why innovation and creativity are imperative for growth.
The Wipro Centre of Excellence, with over 500 dedicated professionals, works on lean technology for software development, new ways of delivering business, and is striving towards creating intellectual properties in the wireless and mobile telephony segment, says Premji.
Wipro bagged nine major deals in the last quarter, a result of innovation.
With the debate on blending creativity with engineering skills raging across the world, Premji cites the Chinese example where students are encouraged to go abroad to pursue courses in liberal arts.
One needs to think differently to survive in the globalized world. A good blend of creative people and engineers is essential to push growth, according to Premji.
Wipro has become the first company to develop an outsourcing model for remote infrastructure and remote business process outsourcing services. This robust growth will continue, says Premji.
Profits and innovation go hand in hand. He highlights that while the PBIT is 20 percent for Indian companies, it is about 14 percent for global IT biggies like Accenture and IBM. The IT world will be driven by people resources. The profit per person realization is higher for Indian companies, giving them an added advantage, he adds.
"We need to build more IT incubation hubs in India to drive innovation at a national level. The Wipro Centre of Excellence is constantly striving to add more value to existing services," he says.
So where do big ideas come from?
Premji says that big ideas often come from customers. Big ideas can emerge from constant interaction, and several unsaid things can be elicited and developed, making way for big innovations. Meaningful dialogues with customers will go a long way in delivering excellent products. Services and product companies should take this seriously, advocates Premji.
"We also need to have the courage to hire people from different work cultures and ensure they grow in the organization and are not pushed out in the long run."
However, he warns that complacency kills creativity. Complacency should be rooted out of all levels of management.
How different is innovation from creativity?
While innovation is 'doing' things differently, creativity is all about 'thinking' differently, says the Wipro boss. "Innovation is essentially the application of high creativity. It need not be restricted to just products; it applies to services, employee attitudes, and across all levels. Innovation is a fundamental mindset pursued seriously by an organization. It is imperative to imbibe the culture of innovation."
"There is a need to include more people with a creative bend. India is known for its great art and literature. The same spirit must be incorporated in business and economics," he adds.
"Innovation is a spirit that evolves the mind, body, and spirit. In other words, one has to do things that no one else has done before to create a better tomorrow," sums up Premji.
From India, New Delhi
Hi Saurabh,
Am happy to know that :D :D , also thanks for the article on Creativity & Innovation by Azim Premji..
Just yesterday i conducted an hour long workshop with the Functional Heads of my organization on KBT..it stands for Kaleidoscope Brainstorming Technique ...it's a brilliant technique and all the participants thoroughly enjoyed this..this was refered to me by "Shooonya" a member of this forum..
Happy Reading..
Cheers,
Rajat
Kaleidoscope Brainstorming Technique
Have you attended any brain storming sessions in your life? The sessions are normally run by a facilitator, who introduces the purpose of the session to the participants, explains the ground rules and coordinates the process. A note taker or scribe may be used to document all the ideas generated in the session. Generally, the session is open to any ideas. Important guideline is that no idea is too simple, stupid or wild.
Kaleidoscope advanced brainstorming techniques is applicable to any subject or situation, and any type of forum where people can work as a group, including internet-based conferencing and communications. This is a new approach to the brainstorming process, including different variations as to its use.
'Kaleidoscope Brainstorming' (KBS) or Multiple Mind Conferencing (MMC) is regarded as a "...Romantic interplay between silence and interaction.... a heavenly marriage of thesis and antithesis."
The process makes efficient use of silence and communication, which are interleaved in the brainstorming session. The various degrees and modes of silence and communication effectively use as 'tools' in the Kaleidoscope brainstorming approach. Notably the power of silence is used to supplement the communications-oriented parts of the session.
The technique may seem 'anti-thematic' at the first glance. However, the intention is to make the brainstorming process more 'holistic', by exploiting the different modes and degrees of silence, absence of communication and a variety of communication and interaction.
The kaleidoscope Brainstorming Process
1 - Initial ideas generation brainstorming session
The session should start with a facilitator detailing the process steps used for the particular session. The session is conducted in a normal fashion with the participants speaking out their ideas in a round robin or random fashion for an agreed period. The facilitator can use any normal brainstorming format for this session. It is a good idea to use a format that is comfortable for the facilitator and the participants.
2 - silent brainstorming session
The silent brainstorming session stage requires all team members or participants to stop talking, and to think of ideas, but not speak out. The facilitator can ring a bell or use another method to indicate the start and end of this part of the exercise. Ideas are to written down by each brainstorming participant. In addition, the participants must guess the ideas that others may be thinking and writing down. Ideally participants should guess the ideas of the other participants for each person, one after the other. For example, if the participants are A, B, C, D, E, F and G, then A would not only write his or her ideas, but also afterwards guess what B, C, D, E, F, and G may have as their ideas. Participants should do this using deep thinking, and base their guesses on the manner that other participants answered during the first speaking part of the session.
Participants should be encouraged to think how each of the other participants' minds are working - to empathise, to 'put themselves in the other person's shoes' - as a method of guessing as intuitively and accurately as possible. 'Think how the other person will be thinking' is the sort of guidance that the facilitator can give.
At this stage what's happening is that each participant is coming up with ideas from their own perspective of how each of the other participants is thinking. All participants work on this stage of the session at the same time. You can imagine the multiplicity of ideas and perspectives that this stage produces.
Each participant should logically end up with a list of ideas alongside, or below, the names of each participant, including themselves.
After a reasonable period, when it is clear that participants have completed their lists, the facilitator can ring the bell again, indicating the end of the silent brainstorming stage.
3 - Presentation of brainstorming ideas session
In this session, each of the delegates reads out or shows their own ideas and also their best guesses of the ideas for others. The presentation made by A would look like the following:
1. Ideas generated by A
2. Guess of ideas of B
3. Guess of ideas of C
4. Guess of ideas of D
5. Guess of ideas of E
6. Guess of ideas of F
7. Guess of ideas of G
During A's presentation, others simply listen. In turn each delegate gives a similar presentation. It is best if there is no discussion during the presentations. The facilitator should encourage delegates to make notes which people can raise later.
4 - discussion of brainstorming ideas session
The presentations are followed by a detailed discussion session. In this session, the participants may discuss why and how they guessed about others. Each participant can also comment on the guesses of the other participants, and validate or clarify. The highlights and conclusions resulting from discussion should be noted by the facilitator or an appointed 'scribe'. The individual participants can be encouraged also make their own notes, which might for example contain their mental models and appropriate revisions of the creative thinking process of others. In this sense the activity helps open hidden areas of awareness (self and others), which in turn promotes better understanding, relationships, communications, team-building and co-operation.
5 - further silent and speaking sessions - the kaleidoscope effect
Further sessions can repeat and extend the silent session so that participants increase the depth and complexity of their thinking still more. Specifically participants should now think about and guess how other delegates are thinking about the ideas of others. This again is done silently, together. Each delegate will be thinking in deeper levels about each of the other participant's thinking. These complexities of thinking result, for example:
� A is thinking and noting down of any of his/her own new ideas
� A is also (as in stage 4) thinking afresh about and noting down any thoughts as to what B, C, D, E, F and G are thinking
� and, A is now additionally thinking of what B is thinking of A, C, D, E, F and G, plus what C is thinking of A, B, D, E, F and G, and so on.
Obviously the exercise at this stage has expanded massively. From a simple individual brainstorming activity involving say seven people and seven sets of personal ideas (seven perspectives), the session has expanded to entail seven people each considering six other people's thoughts about the ideas of six other people's ideas (that's 242 perspectives!). Clearly it is not reasonable to expect delegates to formulate 242 lists, so it is useful to place certain limits on people's activities, which can include for example:
� allowing delegates to leave blanks against certain delegates names
� limiting the number of ideas required to be guessed for each delegate
� stating a maximum number of perspectives
� allocating responsibility to each delegate to think about certain named delegates
� and in any event giving a time limit for each stage of the activity
As with any team building or team working activity, the facilitator needs to be able to assess progress and to adapt, adjust and give clarifying or steadying guidelines during the activity to maintain the group's focus and effectiveness.
At the fifth stage, all participants will in their own way be thinking in a highly complex fashion. The participant�s minds are acting as mirrors creating multiple reflections of each other, rather like the few small objects inside a kaleidoscope creating wonderful arrays and patterns. Hence the 'Kaleidoscope Brainstorming' description.
It is easy to imagine how using this process the number of ideas generated are many times more than when using normal brainstorming techniques.
Typically after a number of Kaleidoscope Brainstorming sessions a group experiences an 'asymptotic approximation of their thinking process'. (Asymptotic refers to the 'asymptotic' effect whereby two or more things increasingly converge as if to become joined and together, but never actually join or become one). He says this is enabled by successive convergence and cross-fertilization among a group or team of each members thinking process, thoughts and ideas. He adds interestingly that groups ultimately do not need to be talking to each other for their minds to be conferencing with each other. In fact, they can be as far geographically apart as they need to be for their routine life, but still efficiently conferencing and in tune with each other.
The most important aspect is the discipline developed by the silent brainstorming paradigm. Regular teams or 'virtual' teams can be brought together to practice this technique. It is a good idea for the team members to branch out and form new groups with new members to extend the practice. It is also a good idea to have new members or visitors to the Kaleidoscope Brainstorming team inducted routinely.
Diversity of backgrounds is the key to freshness of ideas. True diversity in gender, age, ethnic background, educational levels, race, and personality types will ensure Brainstorming teams and activities are kept as fertile as possible. It is like any ecological system. Stability of a Kaleidoscope Brainstorming team ecology is good, but as well, aberrations and perturbations can guarantee long-term growth.
From India, Pune
Am happy to know that :D :D , also thanks for the article on Creativity & Innovation by Azim Premji..
Just yesterday i conducted an hour long workshop with the Functional Heads of my organization on KBT..it stands for Kaleidoscope Brainstorming Technique ...it's a brilliant technique and all the participants thoroughly enjoyed this..this was refered to me by "Shooonya" a member of this forum..
Happy Reading..
Cheers,
Rajat
Kaleidoscope Brainstorming Technique
Have you attended any brain storming sessions in your life? The sessions are normally run by a facilitator, who introduces the purpose of the session to the participants, explains the ground rules and coordinates the process. A note taker or scribe may be used to document all the ideas generated in the session. Generally, the session is open to any ideas. Important guideline is that no idea is too simple, stupid or wild.
Kaleidoscope advanced brainstorming techniques is applicable to any subject or situation, and any type of forum where people can work as a group, including internet-based conferencing and communications. This is a new approach to the brainstorming process, including different variations as to its use.
'Kaleidoscope Brainstorming' (KBS) or Multiple Mind Conferencing (MMC) is regarded as a "...Romantic interplay between silence and interaction.... a heavenly marriage of thesis and antithesis."
The process makes efficient use of silence and communication, which are interleaved in the brainstorming session. The various degrees and modes of silence and communication effectively use as 'tools' in the Kaleidoscope brainstorming approach. Notably the power of silence is used to supplement the communications-oriented parts of the session.
The technique may seem 'anti-thematic' at the first glance. However, the intention is to make the brainstorming process more 'holistic', by exploiting the different modes and degrees of silence, absence of communication and a variety of communication and interaction.
The kaleidoscope Brainstorming Process
1 - Initial ideas generation brainstorming session
The session should start with a facilitator detailing the process steps used for the particular session. The session is conducted in a normal fashion with the participants speaking out their ideas in a round robin or random fashion for an agreed period. The facilitator can use any normal brainstorming format for this session. It is a good idea to use a format that is comfortable for the facilitator and the participants.
2 - silent brainstorming session
The silent brainstorming session stage requires all team members or participants to stop talking, and to think of ideas, but not speak out. The facilitator can ring a bell or use another method to indicate the start and end of this part of the exercise. Ideas are to written down by each brainstorming participant. In addition, the participants must guess the ideas that others may be thinking and writing down. Ideally participants should guess the ideas of the other participants for each person, one after the other. For example, if the participants are A, B, C, D, E, F and G, then A would not only write his or her ideas, but also afterwards guess what B, C, D, E, F, and G may have as their ideas. Participants should do this using deep thinking, and base their guesses on the manner that other participants answered during the first speaking part of the session.
Participants should be encouraged to think how each of the other participants' minds are working - to empathise, to 'put themselves in the other person's shoes' - as a method of guessing as intuitively and accurately as possible. 'Think how the other person will be thinking' is the sort of guidance that the facilitator can give.
At this stage what's happening is that each participant is coming up with ideas from their own perspective of how each of the other participants is thinking. All participants work on this stage of the session at the same time. You can imagine the multiplicity of ideas and perspectives that this stage produces.
Each participant should logically end up with a list of ideas alongside, or below, the names of each participant, including themselves.
After a reasonable period, when it is clear that participants have completed their lists, the facilitator can ring the bell again, indicating the end of the silent brainstorming stage.
3 - Presentation of brainstorming ideas session
In this session, each of the delegates reads out or shows their own ideas and also their best guesses of the ideas for others. The presentation made by A would look like the following:
1. Ideas generated by A
2. Guess of ideas of B
3. Guess of ideas of C
4. Guess of ideas of D
5. Guess of ideas of E
6. Guess of ideas of F
7. Guess of ideas of G
During A's presentation, others simply listen. In turn each delegate gives a similar presentation. It is best if there is no discussion during the presentations. The facilitator should encourage delegates to make notes which people can raise later.
4 - discussion of brainstorming ideas session
The presentations are followed by a detailed discussion session. In this session, the participants may discuss why and how they guessed about others. Each participant can also comment on the guesses of the other participants, and validate or clarify. The highlights and conclusions resulting from discussion should be noted by the facilitator or an appointed 'scribe'. The individual participants can be encouraged also make their own notes, which might for example contain their mental models and appropriate revisions of the creative thinking process of others. In this sense the activity helps open hidden areas of awareness (self and others), which in turn promotes better understanding, relationships, communications, team-building and co-operation.
5 - further silent and speaking sessions - the kaleidoscope effect
Further sessions can repeat and extend the silent session so that participants increase the depth and complexity of their thinking still more. Specifically participants should now think about and guess how other delegates are thinking about the ideas of others. This again is done silently, together. Each delegate will be thinking in deeper levels about each of the other participant's thinking. These complexities of thinking result, for example:
� A is thinking and noting down of any of his/her own new ideas
� A is also (as in stage 4) thinking afresh about and noting down any thoughts as to what B, C, D, E, F and G are thinking
� and, A is now additionally thinking of what B is thinking of A, C, D, E, F and G, plus what C is thinking of A, B, D, E, F and G, and so on.
Obviously the exercise at this stage has expanded massively. From a simple individual brainstorming activity involving say seven people and seven sets of personal ideas (seven perspectives), the session has expanded to entail seven people each considering six other people's thoughts about the ideas of six other people's ideas (that's 242 perspectives!). Clearly it is not reasonable to expect delegates to formulate 242 lists, so it is useful to place certain limits on people's activities, which can include for example:
� allowing delegates to leave blanks against certain delegates names
� limiting the number of ideas required to be guessed for each delegate
� stating a maximum number of perspectives
� allocating responsibility to each delegate to think about certain named delegates
� and in any event giving a time limit for each stage of the activity
As with any team building or team working activity, the facilitator needs to be able to assess progress and to adapt, adjust and give clarifying or steadying guidelines during the activity to maintain the group's focus and effectiveness.
At the fifth stage, all participants will in their own way be thinking in a highly complex fashion. The participant�s minds are acting as mirrors creating multiple reflections of each other, rather like the few small objects inside a kaleidoscope creating wonderful arrays and patterns. Hence the 'Kaleidoscope Brainstorming' description.
It is easy to imagine how using this process the number of ideas generated are many times more than when using normal brainstorming techniques.
Typically after a number of Kaleidoscope Brainstorming sessions a group experiences an 'asymptotic approximation of their thinking process'. (Asymptotic refers to the 'asymptotic' effect whereby two or more things increasingly converge as if to become joined and together, but never actually join or become one). He says this is enabled by successive convergence and cross-fertilization among a group or team of each members thinking process, thoughts and ideas. He adds interestingly that groups ultimately do not need to be talking to each other for their minds to be conferencing with each other. In fact, they can be as far geographically apart as they need to be for their routine life, but still efficiently conferencing and in tune with each other.
The most important aspect is the discipline developed by the silent brainstorming paradigm. Regular teams or 'virtual' teams can be brought together to practice this technique. It is a good idea for the team members to branch out and form new groups with new members to extend the practice. It is also a good idea to have new members or visitors to the Kaleidoscope Brainstorming team inducted routinely.
Diversity of backgrounds is the key to freshness of ideas. True diversity in gender, age, ethnic background, educational levels, race, and personality types will ensure Brainstorming teams and activities are kept as fertile as possible. It is like any ecological system. Stability of a Kaleidoscope Brainstorming team ecology is good, but as well, aberrations and perturbations can guarantee long-term growth.
From India, Pune
Dear all, Look forward to your comments please... Cheers, Rajat An old woman? or a young woman?
From India, Pune
From India, Pune
Dear all,
Thank you so much for your private messages and emails; indeed, they are really encouraging.
You exercise your body to stay physically in shape, so why shouldn't you exercise your brain to stay mentally fit?
With these daily exercises, you will learn how to flex your mind, improve your creativity, and boost your memory. As with any exercise, repetition is necessary for you to see improvement.
* TRY NEW RECIPE EVERY DAY
Without new and interesting experiences, our brains get bored and lazy. One way to introduce some novelty into your lives is to try new foods. The sense of taste is an underused sense that has a large capacity to trigger old memories. One bite of your grandmother's apple pie might bring back dozens of childhood experiences.
Instead of having your normal everyday breakfast, try something completely new. If you always have cereal, have eggs instead. If you cook at home, try to incorporate one new recipe each week. When you are at the grocery store, grab one item off the shelf that you have never had before and take it home for a taste-test. If you eat out or order in, branch out and try a new restaurant or order something from the menu that you have never had before. If you never try new things, you'll never know if you are missing out on something that you really like. The new tastes and smells will help form new memories and may even remind you of something long forgotten.
* VISUALIZATION
Visualize five things that make you irritated.
Try to get a clear image of each item in your mind. You may have to close your eyes to get a vivid image.
Now visualize five things that make you laugh.
The more you practice, the better you will get at visualizing images and recognizing your emotional state.
Have a great day.
Cheers,
Rajat
From India, Pune
Thank you so much for your private messages and emails; indeed, they are really encouraging.
You exercise your body to stay physically in shape, so why shouldn't you exercise your brain to stay mentally fit?
With these daily exercises, you will learn how to flex your mind, improve your creativity, and boost your memory. As with any exercise, repetition is necessary for you to see improvement.
* TRY NEW RECIPE EVERY DAY
Without new and interesting experiences, our brains get bored and lazy. One way to introduce some novelty into your lives is to try new foods. The sense of taste is an underused sense that has a large capacity to trigger old memories. One bite of your grandmother's apple pie might bring back dozens of childhood experiences.
Instead of having your normal everyday breakfast, try something completely new. If you always have cereal, have eggs instead. If you cook at home, try to incorporate one new recipe each week. When you are at the grocery store, grab one item off the shelf that you have never had before and take it home for a taste-test. If you eat out or order in, branch out and try a new restaurant or order something from the menu that you have never had before. If you never try new things, you'll never know if you are missing out on something that you really like. The new tastes and smells will help form new memories and may even remind you of something long forgotten.
* VISUALIZATION
Visualize five things that make you irritated.
Try to get a clear image of each item in your mind. You may have to close your eyes to get a vivid image.
Now visualize five things that make you laugh.
The more you practice, the better you will get at visualizing images and recognizing your emotional state.
Have a great day.
Cheers,
Rajat
From India, Pune
Dear all,
Just recently attended a program on Inspiring Creativity in Organizations at Mumbai which was conducted by CII Naoroji Godrej Centre of Excellence at Mumbai on 4-5th April�2006.
The trainer rather facilitator was Sekhar Chandrasekhar ; who really taught us about ourselves a great deal and Creativity in totality.
He is one of the few trainers I have met who have conducted the session by virtue of their dynamic personality without any use of audio-visual aids like laptop or ppt presentations!..indeed it was a great learning sessions for all the participants. He has the unique ability of reaching out to participants and ensuring that they all learn. Sekhar is deeply passionate about understanding and harnessing the potential of people and has the ability to enable the participants to see contextually and clearly and listen deeply �
Learned a great deal about Dialogue & listening which are essentially the keys to creativity..in fact one of the lines he commented which I vividly remember is
� I do not know what I think till I see what I Say ��a very powerful statement..
Those who are interested in this subject or training session on Creativity from Sekhar, can contact him at his email ID
Have a great day!!
Cheers,
Rajat
From India, Pune
Just recently attended a program on Inspiring Creativity in Organizations at Mumbai which was conducted by CII Naoroji Godrej Centre of Excellence at Mumbai on 4-5th April�2006.
The trainer rather facilitator was Sekhar Chandrasekhar ; who really taught us about ourselves a great deal and Creativity in totality.
He is one of the few trainers I have met who have conducted the session by virtue of their dynamic personality without any use of audio-visual aids like laptop or ppt presentations!..indeed it was a great learning sessions for all the participants. He has the unique ability of reaching out to participants and ensuring that they all learn. Sekhar is deeply passionate about understanding and harnessing the potential of people and has the ability to enable the participants to see contextually and clearly and listen deeply �
Learned a great deal about Dialogue & listening which are essentially the keys to creativity..in fact one of the lines he commented which I vividly remember is
� I do not know what I think till I see what I Say ��a very powerful statement..
Those who are interested in this subject or training session on Creativity from Sekhar, can contact him at his email ID
Have a great day!!
Cheers,
Rajat
From India, Pune
Dear all,
Here is the sample list of Innovations from Indian Markets:
A consumer attempts to draw money from an ATM but finds that he does not have enough balance. The ATM offers the consumer a loan by the flash of a message if the consumer belongs to a certain privileged segment or has been identified as a valued customer of the bank.
An airline passenger listening to semi-classical music finds his screen flashing a message allowing a discount for the music CD he is hearing, if he belongs to the Gold tier of the airline's frequent flier club.
Gillette developed its gel shaving cream and Vector Plus razor to suit the Indian cultural habit of using the brush and the habit of shaving a tough beard (tough due to infrequent shaving).
Dettol advertised its soap as a germ killer and recommended it for consumers who have to go through dusty and polluted roads. Dettol addresses the 'dusty and polluted' situation.
Cornflakes like Kellogg's could have perhaps introduced its offerings as a food extender (used with other foods) for adults, used a trendy packing for teens, and evolved a game with cereals for kids. All the three consumption situations as well as the segments are different.
ITC's incense sticks used the belief that offerings made to God had to be pure to brand its sticks as pure - creating a brand in the commoditized market.
Titan's gifting situation too is an interesting occasion-based segmentation approach.
Clorets and Bilkul are products which attempt to urbanize a chewing habit prevalent for ages in the Indian context.
Conclusion:
Creativity need not be pathbreaking; it only calls for incremental value addition most of the time. If situational segmentation can be explored through research, marketers will have several insights which will be useful.
Cheers,
Rajat
From India, Pune
Here is the sample list of Innovations from Indian Markets:
A consumer attempts to draw money from an ATM but finds that he does not have enough balance. The ATM offers the consumer a loan by the flash of a message if the consumer belongs to a certain privileged segment or has been identified as a valued customer of the bank.
An airline passenger listening to semi-classical music finds his screen flashing a message allowing a discount for the music CD he is hearing, if he belongs to the Gold tier of the airline's frequent flier club.
Gillette developed its gel shaving cream and Vector Plus razor to suit the Indian cultural habit of using the brush and the habit of shaving a tough beard (tough due to infrequent shaving).
Dettol advertised its soap as a germ killer and recommended it for consumers who have to go through dusty and polluted roads. Dettol addresses the 'dusty and polluted' situation.
Cornflakes like Kellogg's could have perhaps introduced its offerings as a food extender (used with other foods) for adults, used a trendy packing for teens, and evolved a game with cereals for kids. All the three consumption situations as well as the segments are different.
ITC's incense sticks used the belief that offerings made to God had to be pure to brand its sticks as pure - creating a brand in the commoditized market.
Titan's gifting situation too is an interesting occasion-based segmentation approach.
Clorets and Bilkul are products which attempt to urbanize a chewing habit prevalent for ages in the Indian context.
Conclusion:
Creativity need not be pathbreaking; it only calls for incremental value addition most of the time. If situational segmentation can be explored through research, marketers will have several insights which will be useful.
Cheers,
Rajat
From India, Pune
Dear all,
Saw the program on Innovations in Rural India and here are the excerpts. It gladdens my heart to read all.
Happy reading!!
Cheers,
Rajat
Successes in Rural Inventions
By Santosh Sinha, BBC News
The motorcycle field cultivator is brilliantly simple. Mansukhbhai Jagani is not your typical inventor. He dropped out of school at the age of 10 due to financial hardship. After working at the family farm in India's western state of Gujarat, he moved to Surat to work in the diamond-cutting industry there. At 18, Mr. Jagani returned to his village without much hope for the future. But in the 22 years since, he has chalked up three inventions - a motorcycle-driven field cultivator, a seed-cum-fertilizer dispenser, and a bicycle-mounted sprayer. The appeal of the products lies in their simplicity.
Grassroots innovations are in response to a problem that the innovators feel themselves or see other people facing.
Anil Gupta, Indian Institute of Management
Take the field cultivator. The powerful Enfield Bullet motorcycle - a regular sight in Indian villages - is modified with a cultivating device costing just $450 that replaces the rear wheel. Compared to a tractor, which costs almost $6,000, Mr. Jagani's invention is not just cheaper but can be shared among farmers with smallholdings.
"The striking thing about grassroots innovations is that they are in response to a problem that the innovators feel themselves or see other people facing," says Anil Gupta of the Indian Institute of Management in Ahmedabad. He points to the pulley designed to allow women to draw water from wells. "Another rural inventor, Amrutbhai Agrawat, added a lever which stops the bucket from rushing back down the well if the rope slips. Now, women can catch a breath as they know the bucket will stay where it last was," Dr. Gupta says.
Mansukhbhai is not a farmer. He was visited by one worried about how to cultivate his field with bulls that do not get enough fodder in a drought-affected region. Mansukhbhai looked at the villager's motorcycle and said, "I'll make something to work with this."
Limited
In the late 1980s, Dr. Gupta set up the Honey Bee Network, to create a database of grassroots technology innovations and traditional knowledge.
The idea came to me while lying on bed with a fever.
Arvindbhai Patel, inventor
Through voluntary efforts, the database now has 51,000 ideas and innovations from different parts of the country. However, most of the innovations were limited to the communities that created them. The lack of financial and technical resources meant they could not be marketed more widely.
To make this possible, Dr. Gupta set up the Grassroots Innovation Augmentation Network (GIAN) in 1997 and followed it up with the National Innovation Fund (NIF) - a venture supported by India's Council for Scientific and Industrial Research. GIAN identifies promising innovations, does the market research, develops business plans, and provides risk capital.
The efforts are paying off. A "natural water cooler" - which uses a copper base to cool water by almost eight degrees - is being manufactured by a private company. The cooler's inventor - 50-year-old Arvindbhai Patel - received $8,000 for the rights to manufacture and market the product in Gujarat. "The idea came to me while lying on bed with a fever," he says. "My wife applied a water-soaked cloth to my forehead which brought down the fever. This became the basis for my initial product. It had a 10-foot copper pipe, wrapped in wet cloth, carrying water to a container. Within a few minutes, the water was chilled."
Another product, the Varsha Rain Gun - developed by 70-year-old Anna Saheb of Karnataka - was licensed to a Madras-based company. The water sprayer cuts down water used in irrigation by up to 50% - extremely useful in areas with water scarcity. The product attracted India's first-ever venture fund - Aavishkar India Micro Venture Capital.
Early days
Aavishkar's chief executive officer, Vineet Rai, says: "People don't expect villagers to create new products. And the reason is not a lack of ideas. It is the lack of funds to support these ideas and develop them into marketable products."
Anna Saheb's rain gun has been licensed to a Madras company. Aavishkar has collected $1.3m over the past four years to support such activity. "We spend anywhere between $10,000 and $100,000 developing an idea. All we want is that the idea should be rurally relevant, should have a social upside and have a strong commercial model."
Last August, the US Lemelson Foundation joined hands with the Indian Institute of Technology in Madras and the Rural Innovations Network on another collaboration, the L-Ramp project. Over three years, the foundation will provide close to $2m to create, test, and develop new products.
However, these are still early days. While small-scale companies have shown an interest in the products and bought licenses for some, big companies are still staying away.
Paul Basil, of Rural Innovations Network, says only about 5%-10% of the ideas meet the basic criteria of innovation, impact on rural lives, and technical and business viability. For every successful motorcycle-driven field cultivator, there are many that find no buyers in the mass market.
Both the National Innovation Fund and Rural Innovation Foundation are trying hard to improve the success rate. "Rural innovations help rural households save on costs, enhance incomes and offer entrepreneurial opportunities that weren't available to rural Indians almost a decade ago," says Mr. Basil.
From India, Pune
Saw the program on Innovations in Rural India and here are the excerpts. It gladdens my heart to read all.
Happy reading!!
Cheers,
Rajat
Successes in Rural Inventions
By Santosh Sinha, BBC News
The motorcycle field cultivator is brilliantly simple. Mansukhbhai Jagani is not your typical inventor. He dropped out of school at the age of 10 due to financial hardship. After working at the family farm in India's western state of Gujarat, he moved to Surat to work in the diamond-cutting industry there. At 18, Mr. Jagani returned to his village without much hope for the future. But in the 22 years since, he has chalked up three inventions - a motorcycle-driven field cultivator, a seed-cum-fertilizer dispenser, and a bicycle-mounted sprayer. The appeal of the products lies in their simplicity.
Grassroots innovations are in response to a problem that the innovators feel themselves or see other people facing.
Anil Gupta, Indian Institute of Management
Take the field cultivator. The powerful Enfield Bullet motorcycle - a regular sight in Indian villages - is modified with a cultivating device costing just $450 that replaces the rear wheel. Compared to a tractor, which costs almost $6,000, Mr. Jagani's invention is not just cheaper but can be shared among farmers with smallholdings.
"The striking thing about grassroots innovations is that they are in response to a problem that the innovators feel themselves or see other people facing," says Anil Gupta of the Indian Institute of Management in Ahmedabad. He points to the pulley designed to allow women to draw water from wells. "Another rural inventor, Amrutbhai Agrawat, added a lever which stops the bucket from rushing back down the well if the rope slips. Now, women can catch a breath as they know the bucket will stay where it last was," Dr. Gupta says.
Mansukhbhai is not a farmer. He was visited by one worried about how to cultivate his field with bulls that do not get enough fodder in a drought-affected region. Mansukhbhai looked at the villager's motorcycle and said, "I'll make something to work with this."
Limited
In the late 1980s, Dr. Gupta set up the Honey Bee Network, to create a database of grassroots technology innovations and traditional knowledge.
The idea came to me while lying on bed with a fever.
Arvindbhai Patel, inventor
Through voluntary efforts, the database now has 51,000 ideas and innovations from different parts of the country. However, most of the innovations were limited to the communities that created them. The lack of financial and technical resources meant they could not be marketed more widely.
To make this possible, Dr. Gupta set up the Grassroots Innovation Augmentation Network (GIAN) in 1997 and followed it up with the National Innovation Fund (NIF) - a venture supported by India's Council for Scientific and Industrial Research. GIAN identifies promising innovations, does the market research, develops business plans, and provides risk capital.
The efforts are paying off. A "natural water cooler" - which uses a copper base to cool water by almost eight degrees - is being manufactured by a private company. The cooler's inventor - 50-year-old Arvindbhai Patel - received $8,000 for the rights to manufacture and market the product in Gujarat. "The idea came to me while lying on bed with a fever," he says. "My wife applied a water-soaked cloth to my forehead which brought down the fever. This became the basis for my initial product. It had a 10-foot copper pipe, wrapped in wet cloth, carrying water to a container. Within a few minutes, the water was chilled."
Another product, the Varsha Rain Gun - developed by 70-year-old Anna Saheb of Karnataka - was licensed to a Madras-based company. The water sprayer cuts down water used in irrigation by up to 50% - extremely useful in areas with water scarcity. The product attracted India's first-ever venture fund - Aavishkar India Micro Venture Capital.
Early days
Aavishkar's chief executive officer, Vineet Rai, says: "People don't expect villagers to create new products. And the reason is not a lack of ideas. It is the lack of funds to support these ideas and develop them into marketable products."
Anna Saheb's rain gun has been licensed to a Madras company. Aavishkar has collected $1.3m over the past four years to support such activity. "We spend anywhere between $10,000 and $100,000 developing an idea. All we want is that the idea should be rurally relevant, should have a social upside and have a strong commercial model."
Last August, the US Lemelson Foundation joined hands with the Indian Institute of Technology in Madras and the Rural Innovations Network on another collaboration, the L-Ramp project. Over three years, the foundation will provide close to $2m to create, test, and develop new products.
However, these are still early days. While small-scale companies have shown an interest in the products and bought licenses for some, big companies are still staying away.
Paul Basil, of Rural Innovations Network, says only about 5%-10% of the ideas meet the basic criteria of innovation, impact on rural lives, and technical and business viability. For every successful motorcycle-driven field cultivator, there are many that find no buyers in the mass market.
Both the National Innovation Fund and Rural Innovation Foundation are trying hard to improve the success rate. "Rural innovations help rural households save on costs, enhance incomes and offer entrepreneurial opportunities that weren't available to rural Indians almost a decade ago," says Mr. Basil.
From India, Pune
Dear all,
Attitudes of creative people: A descriptive sketch of the creative person
1. The creative person realizes that the mind is an inexhaustible storehouse, but he must constantly augment its storehouse of ideas, thoughts, and wisdom with new material from which to forge new ideas and "connections." The leaders keep themselves updated about new concepts/ideas by reading articles outside their domain. Apparently, the Head of Intel Microprocessor got the inspiration for low-cost chips from Mini-Steels, which had upstaged the Steel Industry in the US.
2. This person has a carefully and clearly defined set of goals.
3. He knows that the brain thrives on exercise. This person thinks imaginatively on a daily basis about three things: himself, his worth, and his fellow man. "By asking himself questions in these three areas, he's prospecting in the richest gold mine ever known." Best CEOs work on this; if they have to be successful and lead the company to greater heights.
4. He reaches out for ideas, respects the minds of others, and gives credit to others. Many people have ideas; they're free, and many of them are excellent. A rare quality for good leaders is to give credit wherever it is due; the day he stops that, his sources would dry.
5. "Ideas are like slippery fish; they have a peculiar knack for getting away from us unless we gaff them on the point of a pencil." For this reason, the creative person captures ideas immediately. In one example that Nightingale cites, a book writer created a set of topical folders, then dropped ideas into the appropriate folder as he thought of them. In a surprisingly short time, he had enough material to write a truly excellent book. Isn't this applicable to all of us? How often it happened that we had a great idea while traveling to the office and the moment we reach the office, it's gone. One of the CEOs I met used to write his ideas on a piece of paper like post-it slips or pads, which his secretary used to type and keep on his desktop. He has doubled the turnover of the company in three years!
6. The creative person is intensely observant, paying careful attention to everything he thinks and hears. Very true; the problem is we have forgotten the art of listening.
7. He is always looking for better ways to do his work and live his life.
8. "The creative person anticipates achievement. He expects to win. The above-average production engendered by this attitude affects those around him in a positive way. He's a plus factor for all who know him."
9. "Problems are challenges to creative minds. Without problems, there would be little reason to think at all. Welcoming them as normal, predictable parts of living singles him out as an above-average person. He knows it's a waste of time merely to worry about problems, so he wisely invests the same time and energy in solving problems."
10. "The creative person utilizes an organized approach to problem-solving, or avoids problems altogether by anticipating them and taking creative action before things turn sour."
11. "The creative person knows the value of giving himself and his ideas away. He's a giver as well as a go-getter. The hand that gives always gathers."
12. When a creative person gets a new idea, he puts it through a series of steps designed to improve it. He builds big ideas from little ones, new ideas from old ones.
13. "Questions are the creative acts of the intelligence, and he uses them to his advantage."
14. "The creative person uses his spare time wisely. He realizes that many of the world's greatest ideas were conceived in the creator's spare time."
"Ceasing to think creatively is but little different than ceasing to live." - Ben Franklin.
Have a great day!!
Cheers,
Rajat
From India, Pune
Attitudes of creative people: A descriptive sketch of the creative person
1. The creative person realizes that the mind is an inexhaustible storehouse, but he must constantly augment its storehouse of ideas, thoughts, and wisdom with new material from which to forge new ideas and "connections." The leaders keep themselves updated about new concepts/ideas by reading articles outside their domain. Apparently, the Head of Intel Microprocessor got the inspiration for low-cost chips from Mini-Steels, which had upstaged the Steel Industry in the US.
2. This person has a carefully and clearly defined set of goals.
3. He knows that the brain thrives on exercise. This person thinks imaginatively on a daily basis about three things: himself, his worth, and his fellow man. "By asking himself questions in these three areas, he's prospecting in the richest gold mine ever known." Best CEOs work on this; if they have to be successful and lead the company to greater heights.
4. He reaches out for ideas, respects the minds of others, and gives credit to others. Many people have ideas; they're free, and many of them are excellent. A rare quality for good leaders is to give credit wherever it is due; the day he stops that, his sources would dry.
5. "Ideas are like slippery fish; they have a peculiar knack for getting away from us unless we gaff them on the point of a pencil." For this reason, the creative person captures ideas immediately. In one example that Nightingale cites, a book writer created a set of topical folders, then dropped ideas into the appropriate folder as he thought of them. In a surprisingly short time, he had enough material to write a truly excellent book. Isn't this applicable to all of us? How often it happened that we had a great idea while traveling to the office and the moment we reach the office, it's gone. One of the CEOs I met used to write his ideas on a piece of paper like post-it slips or pads, which his secretary used to type and keep on his desktop. He has doubled the turnover of the company in three years!
6. The creative person is intensely observant, paying careful attention to everything he thinks and hears. Very true; the problem is we have forgotten the art of listening.
7. He is always looking for better ways to do his work and live his life.
8. "The creative person anticipates achievement. He expects to win. The above-average production engendered by this attitude affects those around him in a positive way. He's a plus factor for all who know him."
9. "Problems are challenges to creative minds. Without problems, there would be little reason to think at all. Welcoming them as normal, predictable parts of living singles him out as an above-average person. He knows it's a waste of time merely to worry about problems, so he wisely invests the same time and energy in solving problems."
10. "The creative person utilizes an organized approach to problem-solving, or avoids problems altogether by anticipating them and taking creative action before things turn sour."
11. "The creative person knows the value of giving himself and his ideas away. He's a giver as well as a go-getter. The hand that gives always gathers."
12. When a creative person gets a new idea, he puts it through a series of steps designed to improve it. He builds big ideas from little ones, new ideas from old ones.
13. "Questions are the creative acts of the intelligence, and he uses them to his advantage."
14. "The creative person uses his spare time wisely. He realizes that many of the world's greatest ideas were conceived in the creator's spare time."
"Ceasing to think creatively is but little different than ceasing to live." - Ben Franklin.
Have a great day!!
Cheers,
Rajat
From India, Pune
Hi Avinash,
"What's its relevance to HR? I have gone through the book...just a satiator for ego boost, that's all."
Well, plenty and everything is the right word!!
Let me put it this way, HR and creativity go hand in hand, and it is the responsibility of HR to drive and cascade creativity in the organization to ensure that employees are able to leverage their potential and achieve the company's goals. Whether a glass is half full or half empty is a matter of perception...like beauty lies in the eyes of the beholder.
Cheers,
Rajat
From India, Pune
"What's its relevance to HR? I have gone through the book...just a satiator for ego boost, that's all."
Well, plenty and everything is the right word!!
Let me put it this way, HR and creativity go hand in hand, and it is the responsibility of HR to drive and cascade creativity in the organization to ensure that employees are able to leverage their potential and achieve the company's goals. Whether a glass is half full or half empty is a matter of perception...like beauty lies in the eyes of the beholder.
Cheers,
Rajat
From India, Pune
Dear all,
Good morning.
I am sharing examples of thinking laterally. Please consider the answers and then check at the end.
1. An electrical engineer at a manufacturing company faced a challenging task due to frequent thefts of electric bulbs in the factory. He needed to address this issue within a small budget. What solution would you propose in his position?
2. The headmaster of a private school found himself in a difficult situation with a surprise inspection by the school inspector scheduled within two hours. The inspection could be in any standard or section without prior notice. How did the headmaster resolve this dilemma?
3. A philanthropist purchased coconuts for five rupees each and sold them for three rupees, yet he became a millionaire through this process. How did he achieve this?
4. The marketing department of an MNC call center prepared for a direct mail campaign to launch a new product, but a major error occurred when printing millions of brochures with an incorrect telephone number, rendering it inactive. Reprinting would be costly, and the deadline was approaching. What action should the marketing manager take?
5. Can you think of a city that embodies both truth and falsehood?
6. Imagine driving on a cold, wet evening and encountering three people at a bus stop: your college friend, a person you have romantic feelings for, and a sick lady who urgently needs to get to the hospital. You can only take one passenger. Who would you choose to accompany in your car?
7. In a major low-cost air carrier in Europe, no free drinks are provided to passengers. Aside from generating income from drink sales, what other significant benefit does this practice offer?
Let me know your responses. Have a great day!
Cheers,
Rajat
Answers:
1. The engineer changed the conventional clockwise screw type to a reverse screw, making it difficult for people to remove the bulbs.
2. Students were seated randomly, and those who knew the answers were instructed to raise their right hands, while those who did not know raised their left hands. The teachers selected students based on their raised hands.
3. The philanthropist was originally a billionaire but became a millionaire after selling coconuts.
4. The marketing manager coordinated with the telephone department to rectify the dead phone number.
5. Veracity and duplicity coexist in the city.
6. The decision was to give the car to the old friend to transport the sick lady to the hospital, while spending time with the person of his dreams.
7. The airline allocated the space designated for a toilet to accommodate additional passenger seats, as the frequency of restroom visits was relatively low.
From India, Pune
Good morning.
I am sharing examples of thinking laterally. Please consider the answers and then check at the end.
1. An electrical engineer at a manufacturing company faced a challenging task due to frequent thefts of electric bulbs in the factory. He needed to address this issue within a small budget. What solution would you propose in his position?
2. The headmaster of a private school found himself in a difficult situation with a surprise inspection by the school inspector scheduled within two hours. The inspection could be in any standard or section without prior notice. How did the headmaster resolve this dilemma?
3. A philanthropist purchased coconuts for five rupees each and sold them for three rupees, yet he became a millionaire through this process. How did he achieve this?
4. The marketing department of an MNC call center prepared for a direct mail campaign to launch a new product, but a major error occurred when printing millions of brochures with an incorrect telephone number, rendering it inactive. Reprinting would be costly, and the deadline was approaching. What action should the marketing manager take?
5. Can you think of a city that embodies both truth and falsehood?
6. Imagine driving on a cold, wet evening and encountering three people at a bus stop: your college friend, a person you have romantic feelings for, and a sick lady who urgently needs to get to the hospital. You can only take one passenger. Who would you choose to accompany in your car?
7. In a major low-cost air carrier in Europe, no free drinks are provided to passengers. Aside from generating income from drink sales, what other significant benefit does this practice offer?
Let me know your responses. Have a great day!
Cheers,
Rajat
Answers:
1. The engineer changed the conventional clockwise screw type to a reverse screw, making it difficult for people to remove the bulbs.
2. Students were seated randomly, and those who knew the answers were instructed to raise their right hands, while those who did not know raised their left hands. The teachers selected students based on their raised hands.
3. The philanthropist was originally a billionaire but became a millionaire after selling coconuts.
4. The marketing manager coordinated with the telephone department to rectify the dead phone number.
5. Veracity and duplicity coexist in the city.
6. The decision was to give the car to the old friend to transport the sick lady to the hospital, while spending time with the person of his dreams.
7. The airline allocated the space designated for a toilet to accommodate additional passenger seats, as the frequency of restroom visits was relatively low.
From India, Pune
Dear all,
Exercising the brain is as important as exercising the muscles. As we grow older, it's important that we keep mentally alert. The saying: "If you don't use it, you will lose it" also applies to the brain, so... Below is a very private way to gauge your loss or non-loss of intelligence.
Take the following test presented here and determine if you are losing it or are still a MENSA candidate.
OK, relax, clear your mind and... begin.
Please answer the question first before taking a peep down... :D
1. What do you put in a toaster?
The answer is bread. If you said "toast", then give up now and go do something else. Try not to hurt yourself. If you said "bread", go to question 2.
2. Say "silk" five times. Now spell "silk". What do cows drink?
Answer: Cows drink water. If you said "milk", please do not attempt the next question. Your brain is obviously overstressed and may even overheat. It may be that you need to content yourself with reading something more appropriate such as "Children's World".
If you said, "water" then proceed to question three.
3. If a red house is made from red bricks and a blue house is made from blue bricks and a pink house is made from pink bricks and a black house is made from black bricks, what is a greenhouse made from?
Answer: Greenhouses are made from glass. If you said "green bricks", What the heck are you still doing here reading these questions?????
Dang... If you said "glass", then go on to question four.
4. Twenty years ago, a plane was flying at 20,000 feet over Germany. Germany at that time was politically divided into West Germany and East Germany. Anyway, during the flight, TWO of the engines failed. The pilot, realizing that the last remaining engine is also failing, decided on a crash landing procedure. Unfortunately, the engine failed before he had time and the plane crashed smack in the middle of "no man's land" between East Germany and West Germany. Where did they bury the survivors - East Germany or West Germany?
Answer: You don't bury survivors!!! If you said ANYTHING else, you are a real dunce and you must NEVER try to rescue anyone from a plane crash. If you said, "Don't bury the survivors" then proceed to the next question.
5. If the hour hand on a clock moves 1/60th of a degree every minute then how many degrees will the hour hand move in one hour?
Answer: One degree. If you said "360 degrees" or anything other than "one degree", you are to be congratulated on getting this far, but you are obviously out of your league. Turn your pencil in and exit the room. Everyone else proceed to the final question...
6. Without using a calculator - You are driving a bus from London to Milford Haven in Wales. In London, 17 people get on the bus. In Reading, six people get off the bus and nine people get on. In Swindon, two people get off and four get on. In Cardiff, 11 people get off and 16 people get on. In Swansea, three people get off and five people get on. In Carmathen, six people get off and three get on. You then arrive at Milford Haven. What was the name of the bus driver?
Answer: Oh, for heaven's sake! It was YOU! Read the first line!!!
Cheers,
Have a great day.
Rajat
From India, Pune
Exercising the brain is as important as exercising the muscles. As we grow older, it's important that we keep mentally alert. The saying: "If you don't use it, you will lose it" also applies to the brain, so... Below is a very private way to gauge your loss or non-loss of intelligence.
Take the following test presented here and determine if you are losing it or are still a MENSA candidate.
OK, relax, clear your mind and... begin.
Please answer the question first before taking a peep down... :D
1. What do you put in a toaster?
The answer is bread. If you said "toast", then give up now and go do something else. Try not to hurt yourself. If you said "bread", go to question 2.
2. Say "silk" five times. Now spell "silk". What do cows drink?
Answer: Cows drink water. If you said "milk", please do not attempt the next question. Your brain is obviously overstressed and may even overheat. It may be that you need to content yourself with reading something more appropriate such as "Children's World".
If you said, "water" then proceed to question three.
3. If a red house is made from red bricks and a blue house is made from blue bricks and a pink house is made from pink bricks and a black house is made from black bricks, what is a greenhouse made from?
Answer: Greenhouses are made from glass. If you said "green bricks", What the heck are you still doing here reading these questions?????
Dang... If you said "glass", then go on to question four.
4. Twenty years ago, a plane was flying at 20,000 feet over Germany. Germany at that time was politically divided into West Germany and East Germany. Anyway, during the flight, TWO of the engines failed. The pilot, realizing that the last remaining engine is also failing, decided on a crash landing procedure. Unfortunately, the engine failed before he had time and the plane crashed smack in the middle of "no man's land" between East Germany and West Germany. Where did they bury the survivors - East Germany or West Germany?
Answer: You don't bury survivors!!! If you said ANYTHING else, you are a real dunce and you must NEVER try to rescue anyone from a plane crash. If you said, "Don't bury the survivors" then proceed to the next question.
5. If the hour hand on a clock moves 1/60th of a degree every minute then how many degrees will the hour hand move in one hour?
Answer: One degree. If you said "360 degrees" or anything other than "one degree", you are to be congratulated on getting this far, but you are obviously out of your league. Turn your pencil in and exit the room. Everyone else proceed to the final question...
6. Without using a calculator - You are driving a bus from London to Milford Haven in Wales. In London, 17 people get on the bus. In Reading, six people get off the bus and nine people get on. In Swindon, two people get off and four get on. In Cardiff, 11 people get off and 16 people get on. In Swansea, three people get off and five people get on. In Carmathen, six people get off and three get on. You then arrive at Milford Haven. What was the name of the bus driver?
Answer: Oh, for heaven's sake! It was YOU! Read the first line!!!
Cheers,
Have a great day.
Rajat
From India, Pune
Hi Folks,
Lateral Thinking exercise... Just Check This Out!!!! Scroll down slowly and be honest with yourself..
1. man overboard
2. I understand
OK?.... Got the drift? Let's try a few now and see how you fare?
3. reading between the lines
4. crossroad
5. tricycle
6. two degrees below zero
7. neon light (knee-on-light)
8. six feet underground
9. he's by himself
10. backward glance
11. life after death
12. Think big!!
And the last one is real fundoo...
13. ababaaabbbbaaaabbbbababaabbaaabbbb....
Ans. long time no 'C' (see)
Let me know how many got it right in an honest way?...
Cheers, Rajat
From India, Pune
Lateral Thinking exercise... Just Check This Out!!!! Scroll down slowly and be honest with yourself..
1. man overboard
2. I understand
OK?.... Got the drift? Let's try a few now and see how you fare?
3. reading between the lines
4. crossroad
5. tricycle
6. two degrees below zero
7. neon light (knee-on-light)
8. six feet underground
9. he's by himself
10. backward glance
11. life after death
12. Think big!!
And the last one is real fundoo...
13. ababaaabbbbaaaabbbbababaabbaaabbbb....
Ans. long time no 'C' (see)
Let me know how many got it right in an honest way?...
Cheers, Rajat
From India, Pune
The Power of Imagination
By Remez Sasson
Imagination is the ability to form a mental image of something that is not perceived through the senses. It is the ability of the mind to build mental scenes, objects, or events that do not exist, are not present, or have happened in the past. Memory is actually a manifestation of imagination. Everyone possesses some imagination ability. In some, it may be highly developed, and in others, it may manifest in a weaker form. It manifests in various degrees in various people.
Imagination makes it possible to experience a whole world inside the mind. It gives the ability to look at any situation from a different point of view and enables one to mentally explore the past and the future.
It manifests in various forms, one of which is daydreaming. Though too much idle daydreaming may make one impractical, some daydreaming, when not engaged in something that requires attention, provides some temporary happiness, calmness, and relief from stress.
In your imagination, you can travel anywhere at the speed of light without any obstacles. It can make you feel free, though temporarily and only in the mind, from tasks, difficulties, and unpleasant circumstances.
Imagination is not limited only to seeing pictures in the mind. It includes all the five senses and the feelings. One can imagine a sound, taste, smell, a physical sensation, or a feeling or emotion. For some people, it is easier to see mental pictures, others find it easier to imagine a feeling, and some are more comfortable imagining the sensation of one of the five senses. Training of the imagination gives the ability to combine all the senses.
A developed and strong imagination does not make you a daydreamer and impractical. On the contrary, it strengthens your creative abilities and is a great tool for recreating and remodeling your world and life.
This is a great power that can change your whole life. It is used extensively in magic, creative visualization, and affirmations. It is the creator of circumstances and events. When you know how to work with it, you can make your heart's desires come true.
Imagination has a great role and value in each one's life. It is much more than just idle daydreaming. We all use it, whether consciously or unconsciously, in most of our daily affairs. We use our imagination whenever we plan a party, a trip, our work, or a meeting. We use it when we describe an event, explain how to arrive at a certain street, write, tell a story, or cook a cake.
Imagination is a creative power that is necessary for inventing an instrument, designing a dress or a building, painting a picture, or writing a book. The creative power of imagination has an important role in the achievement of success in any field. What we imagine with faith and feelings comes into being. It is the power beyond creative visualization, positive thinking, and affirmations.
Visualizing an object or a situation and repeating this mental image often attracts the object or situation into our lives. This opens up new, vast, and fascinating opportunities.
This means that we should think only in a positive manner about our desires; otherwise, we may create and attract into our lives events, situations, and people that we don't really want. This is actually what most of us do because we don't use the power of imagination correctly.
If you do not recognize the importance of the power of imagination and let it run riot, your life may not be as happy and successful as you would have wanted it to be.
Lack of understanding of the power of the imagination is responsible for the suffering, incompetence, difficulties, failures, and unhappiness people experience. For some reason, most people are inclined to think in a negative way. They do not expect success. They expect the worst, and when they fail, they believe that fate is against them. This attitude can be changed, and then life will improve accordingly.
Creative Visualization - Part One
From Imagination To Reality - Attracting Success With Mind Power
By Remez Sasson
Creative visualization is the ability to use the imagination, see images in our minds, and make them come true. If we add concentration and feelings, it becomes a great creative power that makes things happen. Used in the right way, visualization can bring changes into our lives. The thought is the matrix or blueprint; the feelings provide the energy, the "electricity".
Sounds weird? Not at all!
This is the power of creative visualization. This is the power that can alter our environment and circumstances, cause events to happen, attract money, possessions, work, and love, change habits, and improve health. It is a great mind power. It is the power behind every success.
Imagine you have a genie at your disposal!
By visualizing an event, a situation, or an object, such as a car, a house, furniture, etc., we attract it to us. We see in our imagination what we want, and it happens. It is like daydreaming. It resembles magic, though actually there is no magic here. It is the natural process of the power of thoughts.
Some people use this power in an unconscious manner in their everyday affairs. They are not aware that they are using some sort of power. They visualize their goals in a positive way and attain success. All successful people in all fields use it consciously or unconsciously.
Creative Visualization and the Power of Thoughts
How does it work and why? Thought is a power and has its effect on the material world. Thoughts, if powerful enough, travel from one mind to another. If we keep thinking the same thought, people in our environment perceive it and act on it, furthering, usually in an unconscious manner, the materialization of our desires.
When I have to confront some unpleasant situation, I visualize myself handling the matter easily and comfortably. I see the involved people as cooperative and friendly. And you know what? They are pleasant, and they want to help without even being asked. It is so because people are responsive to our thoughts, feelings, and behavior and react accordingly.
If you are naturally positive, then the way you approach and handle situations is such that attracts positive results. On the other hand, if you are fearful and negative, then you expect negative results and behave, look, and talk accordingly. Then you reap troubles.
We are part of the Omnipotent Power that has created the universe; therefore we participate in the process of creation. Bearing this thought in mind, there is no wonder that thoughts materialize. Stop a moment and think. You are part of the great Universal Power! Whatever concentrated thought you entertain long enough in your mind tends to materialize.
Thought is energy. By having certain thoughts in our minds and by concentrating on them and putting emotional energy into them, they become powerful. These thoughts induce some kind of pressure on the energy fields around us, causing them to move and act. The thoughts change the balance of energy around us and in a natural way bring changes in the environment in accordance with them.
There is another explanation why visualization brings results. It may come as a surprise to most, but the theory of "Maya" - Illusion, which comes from the eastern philosophies, provides the explanation.
According to the Indian philosophy "Advaita-Vedanta" which in the West is called "Nonduality," the world is just an illusion and is not real. Thoughts arise which "create" our world. We constantly think and rethink our habitual thoughts, thus creating and recreating the same kind of events or circumstances.
This process reinforces our thoughts, which help to preserve the same "world" we believe we live in. By changing the tape or film, that is by looking at a different scenario - different thoughts, we create a different "reality". For us, it is a reality, though in fact, it is just a dream we call "reality".
By changing our thoughts and mental pictures, we change our "Reality"; we change the "illusory" world we believe we live in. We are not employing magic or supernatural powers when creating and changing our life and circumstances. It is not something "Material" that we change; we only change our thoughts, which are the world.
It is like dreaming a very realistic dream and then switching to a different dream. We are not awakening, just changing the dream. This explanation has to be read and reread and pondered upon in order to understand its full meaning. The other articles on this website may help you understand the philosophy involved here.
Rest assured that you can employ the power of visualization, even if you do not accept what you have just read or it seems too complicated or far-fetched. Yet, understanding and accepting the above, at least in theory, will help you achieve results faster.
So why not change your dreams to something more satisfying?
For example, you are living in a small apartment and need a larger one. Instead of brooding about your fate, that you haven't enough money, and that you have to continue living in a small apartment, change your thoughts. That is all that is necessary.
See yourself in your imagination living in the apartment of your dreams. It does not matter if you haven't enough money. Just imagine yourself living in your "new" apartment and see it as a reality. The opportunity or way will present itself. The power of thoughts will work for you too.
Many books and articles have been written on the subject, and each new book or article opens to the reader a new viewpoint. Each book may mention something that the other did not. In order to understand the subject fully, it is advisable to read several books.
Overcoming Limited Thinking
Creative visualization can do great things, but for every person, there are some areas which he may find hard to change, at least in the immediate future. This is a great power, but there are some limits to using it. These limits are within us, not in the power.
Very often we limit ourselves and cannot look
From India, Pune
By Remez Sasson
Imagination is the ability to form a mental image of something that is not perceived through the senses. It is the ability of the mind to build mental scenes, objects, or events that do not exist, are not present, or have happened in the past. Memory is actually a manifestation of imagination. Everyone possesses some imagination ability. In some, it may be highly developed, and in others, it may manifest in a weaker form. It manifests in various degrees in various people.
Imagination makes it possible to experience a whole world inside the mind. It gives the ability to look at any situation from a different point of view and enables one to mentally explore the past and the future.
It manifests in various forms, one of which is daydreaming. Though too much idle daydreaming may make one impractical, some daydreaming, when not engaged in something that requires attention, provides some temporary happiness, calmness, and relief from stress.
In your imagination, you can travel anywhere at the speed of light without any obstacles. It can make you feel free, though temporarily and only in the mind, from tasks, difficulties, and unpleasant circumstances.
Imagination is not limited only to seeing pictures in the mind. It includes all the five senses and the feelings. One can imagine a sound, taste, smell, a physical sensation, or a feeling or emotion. For some people, it is easier to see mental pictures, others find it easier to imagine a feeling, and some are more comfortable imagining the sensation of one of the five senses. Training of the imagination gives the ability to combine all the senses.
A developed and strong imagination does not make you a daydreamer and impractical. On the contrary, it strengthens your creative abilities and is a great tool for recreating and remodeling your world and life.
This is a great power that can change your whole life. It is used extensively in magic, creative visualization, and affirmations. It is the creator of circumstances and events. When you know how to work with it, you can make your heart's desires come true.
Imagination has a great role and value in each one's life. It is much more than just idle daydreaming. We all use it, whether consciously or unconsciously, in most of our daily affairs. We use our imagination whenever we plan a party, a trip, our work, or a meeting. We use it when we describe an event, explain how to arrive at a certain street, write, tell a story, or cook a cake.
Imagination is a creative power that is necessary for inventing an instrument, designing a dress or a building, painting a picture, or writing a book. The creative power of imagination has an important role in the achievement of success in any field. What we imagine with faith and feelings comes into being. It is the power beyond creative visualization, positive thinking, and affirmations.
Visualizing an object or a situation and repeating this mental image often attracts the object or situation into our lives. This opens up new, vast, and fascinating opportunities.
This means that we should think only in a positive manner about our desires; otherwise, we may create and attract into our lives events, situations, and people that we don't really want. This is actually what most of us do because we don't use the power of imagination correctly.
If you do not recognize the importance of the power of imagination and let it run riot, your life may not be as happy and successful as you would have wanted it to be.
Lack of understanding of the power of the imagination is responsible for the suffering, incompetence, difficulties, failures, and unhappiness people experience. For some reason, most people are inclined to think in a negative way. They do not expect success. They expect the worst, and when they fail, they believe that fate is against them. This attitude can be changed, and then life will improve accordingly.
Creative Visualization - Part One
From Imagination To Reality - Attracting Success With Mind Power
By Remez Sasson
Creative visualization is the ability to use the imagination, see images in our minds, and make them come true. If we add concentration and feelings, it becomes a great creative power that makes things happen. Used in the right way, visualization can bring changes into our lives. The thought is the matrix or blueprint; the feelings provide the energy, the "electricity".
Sounds weird? Not at all!
This is the power of creative visualization. This is the power that can alter our environment and circumstances, cause events to happen, attract money, possessions, work, and love, change habits, and improve health. It is a great mind power. It is the power behind every success.
Imagine you have a genie at your disposal!
By visualizing an event, a situation, or an object, such as a car, a house, furniture, etc., we attract it to us. We see in our imagination what we want, and it happens. It is like daydreaming. It resembles magic, though actually there is no magic here. It is the natural process of the power of thoughts.
Some people use this power in an unconscious manner in their everyday affairs. They are not aware that they are using some sort of power. They visualize their goals in a positive way and attain success. All successful people in all fields use it consciously or unconsciously.
Creative Visualization and the Power of Thoughts
How does it work and why? Thought is a power and has its effect on the material world. Thoughts, if powerful enough, travel from one mind to another. If we keep thinking the same thought, people in our environment perceive it and act on it, furthering, usually in an unconscious manner, the materialization of our desires.
When I have to confront some unpleasant situation, I visualize myself handling the matter easily and comfortably. I see the involved people as cooperative and friendly. And you know what? They are pleasant, and they want to help without even being asked. It is so because people are responsive to our thoughts, feelings, and behavior and react accordingly.
If you are naturally positive, then the way you approach and handle situations is such that attracts positive results. On the other hand, if you are fearful and negative, then you expect negative results and behave, look, and talk accordingly. Then you reap troubles.
We are part of the Omnipotent Power that has created the universe; therefore we participate in the process of creation. Bearing this thought in mind, there is no wonder that thoughts materialize. Stop a moment and think. You are part of the great Universal Power! Whatever concentrated thought you entertain long enough in your mind tends to materialize.
Thought is energy. By having certain thoughts in our minds and by concentrating on them and putting emotional energy into them, they become powerful. These thoughts induce some kind of pressure on the energy fields around us, causing them to move and act. The thoughts change the balance of energy around us and in a natural way bring changes in the environment in accordance with them.
There is another explanation why visualization brings results. It may come as a surprise to most, but the theory of "Maya" - Illusion, which comes from the eastern philosophies, provides the explanation.
According to the Indian philosophy "Advaita-Vedanta" which in the West is called "Nonduality," the world is just an illusion and is not real. Thoughts arise which "create" our world. We constantly think and rethink our habitual thoughts, thus creating and recreating the same kind of events or circumstances.
This process reinforces our thoughts, which help to preserve the same "world" we believe we live in. By changing the tape or film, that is by looking at a different scenario - different thoughts, we create a different "reality". For us, it is a reality, though in fact, it is just a dream we call "reality".
By changing our thoughts and mental pictures, we change our "Reality"; we change the "illusory" world we believe we live in. We are not employing magic or supernatural powers when creating and changing our life and circumstances. It is not something "Material" that we change; we only change our thoughts, which are the world.
It is like dreaming a very realistic dream and then switching to a different dream. We are not awakening, just changing the dream. This explanation has to be read and reread and pondered upon in order to understand its full meaning. The other articles on this website may help you understand the philosophy involved here.
Rest assured that you can employ the power of visualization, even if you do not accept what you have just read or it seems too complicated or far-fetched. Yet, understanding and accepting the above, at least in theory, will help you achieve results faster.
So why not change your dreams to something more satisfying?
For example, you are living in a small apartment and need a larger one. Instead of brooding about your fate, that you haven't enough money, and that you have to continue living in a small apartment, change your thoughts. That is all that is necessary.
See yourself in your imagination living in the apartment of your dreams. It does not matter if you haven't enough money. Just imagine yourself living in your "new" apartment and see it as a reality. The opportunity or way will present itself. The power of thoughts will work for you too.
Many books and articles have been written on the subject, and each new book or article opens to the reader a new viewpoint. Each book may mention something that the other did not. In order to understand the subject fully, it is advisable to read several books.
Overcoming Limited Thinking
Creative visualization can do great things, but for every person, there are some areas which he may find hard to change, at least in the immediate future. This is a great power, but there are some limits to using it. These limits are within us, not in the power.
Very often we limit ourselves and cannot look
From India, Pune
Thank you a lot for the article! It reminds me of one of my favorite posters which showed ants carrying a huge size of food, at least three times larger than them, climbing up a hill and chanting, "I THINK I CAN... I CAN... I CAN." This was followed by a few of the other ants chanting, "I KNOW I WILL... I WILL... I WILL!"
Chao! (Cite Contribution)
From India, Mumbai
Chao! (Cite Contribution)
From India, Mumbai
Dear all, See the picture n try to c what does it say ?.. If you cannot decipher anything, then try pulling the corner of your eyes as if you were Chinese. It works! Cheers, Rajat
From India, Pune
From India, Pune
Thanks Rajat:
For providing great deal of information on lateral thinking & Creativity. Indeed very thoughful of you.
Am sharing the information on Examples of today's world...
Hatching innovation: Infy, Google success saga
KUNAL GUHA
TIMES NEWS NETWORK [ MONDAY, JUNE 05, 2006 09:00:00 AM]
There is often a wide gulf between merely thinking and actually creating something. For example, you might think that your idea of using a jet pack to fly to work everyday is Pulitzer-worthy. However, in practical terms, it�s simply not feasible!
�It is relatively easier to be creative (in terms of producing new ideas), but it is infinitely more demanding for creative thinking to result in practical innovation (in terms of producing new goods and services),� explains Ramnath Narayanswamy, Professor, IIM-Bangalore.
This may very well be true. Another issue here is that while we all have ideas, our bosses haven�t been conditioned to accept suggestions from their juniors. However, in this jungle of unbelievers, there are employers who worship ideas and promote a culture of innovation by testing great ideas, irrespective of where they came from. Let�s find out more about them.
Testing Success
No, we are not talking about measuring success, but about how the Testing Wing at Infosys evolved as their fastest growing business unit. Pre-2000, testing was always viewed as an allied resource. But when Arun Ramu, a Delivery Manager at that time, measured the importance of testing, he saw immense potential for it to be an independent service offering.
�When I joined Infosys, I could feel the need for such a service. We looked at the need to focus on this and evaluated the market potential. At that point, the applications were moving from MIS to customer-facing applications, which meant that the criticality of the application being fool-proof went through the roof,� explains Arun Ramu, VP � Unit Head- Independent Validation Services, Infosys.
Google, known for its innovation and hunger for new ideas, gives 20 per cent off-time to its engineers for working on their pet projects. Google Finance was one such project proposed by two engineers from Google�s Bangalore R&D team.
Infosys has two channels to draw ideas; the formal one (wherein the board invites new business ideas every 3-4 years from unit heads who then confer with their juniors) and the ad-hoc channel (wherein anyone who sees an opportunity can take it up to his/her immediate boss and then to the board). Ramu went the ad-hoc way and his immediate boss put him onto a board member who was convinced of its financial viability. The rest is history.
�The board works on different ideas to check the viability and strategic direction that Infy would want to take. Once my idea was selected, it was incubated (for overhead costs, bench and training costs) under the same unit that I was working for, till it was out of the pilot mode. The pilot (which had four other senior colleagues and twelve others who believed in the idea) grew into a Delivery Unit and then finally grew into a business unit in three years,� enthuses Ramu.
To imagine that IVS, which is growing at more than 100 percent every year, was born out of an employee idea is hard to imagine.This case study only reinforces the need for idea incubation as a means to survive competition. �We are in a changing market today because it is in the fore front of technology. Unless we incubate ideas we would be only left with commoditised services,� concludes Ramu.
Spraying Innovation
Aerosol is an important category in the Household Insecticide business of Godrej Sara Lee Ltd. HIT aerosol had two SKUs (Stock Keeping Units) since its inception, namely the 500 ml (priced at Rs 158/-) and the 320 ml (at Rs 115/-). Their problem was that HIT had inadequate home penetration and usage in India, mainly due to its high price and elite image.
Dr P R Kasi Viswanathan, VP � R&D, Godrej Sara Lee Ltd., was very inspired by one of his visits to Egypt where he witnessed aerosol being sold on the streets at a very nominal rate. He decided to replicate the same in India. Manish Tipre, a research executive with Godrej Sara Lee, had the answer.
From India, Mumbai
For providing great deal of information on lateral thinking & Creativity. Indeed very thoughful of you.
Am sharing the information on Examples of today's world...
Hatching innovation: Infy, Google success saga
KUNAL GUHA
TIMES NEWS NETWORK [ MONDAY, JUNE 05, 2006 09:00:00 AM]
There is often a wide gulf between merely thinking and actually creating something. For example, you might think that your idea of using a jet pack to fly to work everyday is Pulitzer-worthy. However, in practical terms, it�s simply not feasible!
�It is relatively easier to be creative (in terms of producing new ideas), but it is infinitely more demanding for creative thinking to result in practical innovation (in terms of producing new goods and services),� explains Ramnath Narayanswamy, Professor, IIM-Bangalore.
This may very well be true. Another issue here is that while we all have ideas, our bosses haven�t been conditioned to accept suggestions from their juniors. However, in this jungle of unbelievers, there are employers who worship ideas and promote a culture of innovation by testing great ideas, irrespective of where they came from. Let�s find out more about them.
Testing Success
No, we are not talking about measuring success, but about how the Testing Wing at Infosys evolved as their fastest growing business unit. Pre-2000, testing was always viewed as an allied resource. But when Arun Ramu, a Delivery Manager at that time, measured the importance of testing, he saw immense potential for it to be an independent service offering.
�When I joined Infosys, I could feel the need for such a service. We looked at the need to focus on this and evaluated the market potential. At that point, the applications were moving from MIS to customer-facing applications, which meant that the criticality of the application being fool-proof went through the roof,� explains Arun Ramu, VP � Unit Head- Independent Validation Services, Infosys.
Google, known for its innovation and hunger for new ideas, gives 20 per cent off-time to its engineers for working on their pet projects. Google Finance was one such project proposed by two engineers from Google�s Bangalore R&D team.
Infosys has two channels to draw ideas; the formal one (wherein the board invites new business ideas every 3-4 years from unit heads who then confer with their juniors) and the ad-hoc channel (wherein anyone who sees an opportunity can take it up to his/her immediate boss and then to the board). Ramu went the ad-hoc way and his immediate boss put him onto a board member who was convinced of its financial viability. The rest is history.
�The board works on different ideas to check the viability and strategic direction that Infy would want to take. Once my idea was selected, it was incubated (for overhead costs, bench and training costs) under the same unit that I was working for, till it was out of the pilot mode. The pilot (which had four other senior colleagues and twelve others who believed in the idea) grew into a Delivery Unit and then finally grew into a business unit in three years,� enthuses Ramu.
To imagine that IVS, which is growing at more than 100 percent every year, was born out of an employee idea is hard to imagine.This case study only reinforces the need for idea incubation as a means to survive competition. �We are in a changing market today because it is in the fore front of technology. Unless we incubate ideas we would be only left with commoditised services,� concludes Ramu.
Spraying Innovation
Aerosol is an important category in the Household Insecticide business of Godrej Sara Lee Ltd. HIT aerosol had two SKUs (Stock Keeping Units) since its inception, namely the 500 ml (priced at Rs 158/-) and the 320 ml (at Rs 115/-). Their problem was that HIT had inadequate home penetration and usage in India, mainly due to its high price and elite image.
Dr P R Kasi Viswanathan, VP � R&D, Godrej Sara Lee Ltd., was very inspired by one of his visits to Egypt where he witnessed aerosol being sold on the streets at a very nominal rate. He decided to replicate the same in India. Manish Tipre, a research executive with Godrej Sara Lee, had the answer.
From India, Mumbai
Bet on value addition, innovation, India Inc.
Industry heads share their views on staying competitive.
What they say:
The only way to extract a price premium is through value addition and innovation.
Increasing compensation to tackle attrition will lead to a vicious cycle.
Companies should build on the platform of good practice and governance.
Chennai, April 8:
Industry's competitiveness is resting too much on labor cost advantage than on innovation, according to Mr. R. Seshasayee, Managing Director, Ashok Leyland Ltd and Vice-President, Confederation of Indian Industry (CII). Addressing a session on emerging challenges in sustaining growth at the CII's annual regional meeting here on Saturday, he said that the only durable way companies can extract a price premium is through value addition and innovation.
Cost vs. value:
Intellectual capital needs to be a significant part of the wealth of companies. "Not low-cost labor or arbitrage in labor cost - that is transient," he said. The cost of inputs, and of commodities is bound to increase and can impede growth. Industries globally have addressed this through efficiency increase. Internal efficiency and continuous improvement have become a "part of today's DNA of Indian industries" in dealing with input costs and defending margins. But this cannot go on forever, Mr. Seshasayee said. "Why would people pay more?" he asked. The differentiation by which companies can command a price premium is in delivering value. Value addition by an order of magnitude, changing the rules of the game to develop novel packages - that has been the success of the industry leaders. Continuous innovation is the challenge for Indian industries, he said.
Areas of concern:
Mr. Ashok Soota, Chairman and Managing Director, MindTree Consulting Pvt Ltd, who spoke on employee attrition and increasing costs, felt that wage increase was a manifestation of success. But there has been a swing from one extreme - pathetic low wages a decade ago - to another and short-term cost increases could lead to a loss of competitiveness. Increasing compensation to tackle attrition would only lead to a vicious cycle. One solution would be for companies to move into new geographical areas to tap new human resources.
Another concern is the 'Dutch Disease' - one sector growing at the cost of another - with the boom in information technology driving wages to levels that other sectors cannot afford. On the supply side, the issues of the quality and quantity of the workforce need to be addressed. Educational institutions churn out graduates who are 'unemployable.' But there is also talk of expanding reservation. That would be a wrong decision, as this would only take away quality. Industries need to focus on training to improve the quality of the workforce, Mr. Soota said.
India has demographics on its side. It has the human resource capacity to meet the global demand for knowledge workers by 2020. It is the time to act now - but unfortunately when things are going well, action is difficult, he said.
'Conform to global standards':
Mr. Ravi Uppal, Vice-Chairman and Managing Director, ABB Ltd and Deputy Chairman, CII Southern Region, said conforming to international standards despite the costs is a necessity for companies that are looking at a presence in the global market. Whether a Sarbanes-Oxley accounting disclosure or the home-brewed Clause 49 of SEBI, companies need to have systems to instill confidence in the stakeholders. The Indian stock market cannot afford another scandal. India scores higher than China on credibility and transparency. Companies should build on the platform of good practice and governance. "It is a must - Not an option," Mr. Uppal said.
Stress on CSR:
Mr. Y.C. Deveshwar, Chairman of ITC Ltd and CII President, called for a system that provided an incentive or placed a value on a company's initiative in corporate social responsibility and environment conservation. The media too has a role in sensitizing civil society to good practices. India has 17 percent of the world's population but 2 percent of the landmass and 4 percent of water. So conserving natural resources and enabling a skilled workforce is a concern for all. The entire society should place a value on conservation.
From India, Pune
Industry heads share their views on staying competitive.
What they say:
The only way to extract a price premium is through value addition and innovation.
Increasing compensation to tackle attrition will lead to a vicious cycle.
Companies should build on the platform of good practice and governance.
Chennai, April 8:
Industry's competitiveness is resting too much on labor cost advantage than on innovation, according to Mr. R. Seshasayee, Managing Director, Ashok Leyland Ltd and Vice-President, Confederation of Indian Industry (CII). Addressing a session on emerging challenges in sustaining growth at the CII's annual regional meeting here on Saturday, he said that the only durable way companies can extract a price premium is through value addition and innovation.
Cost vs. value:
Intellectual capital needs to be a significant part of the wealth of companies. "Not low-cost labor or arbitrage in labor cost - that is transient," he said. The cost of inputs, and of commodities is bound to increase and can impede growth. Industries globally have addressed this through efficiency increase. Internal efficiency and continuous improvement have become a "part of today's DNA of Indian industries" in dealing with input costs and defending margins. But this cannot go on forever, Mr. Seshasayee said. "Why would people pay more?" he asked. The differentiation by which companies can command a price premium is in delivering value. Value addition by an order of magnitude, changing the rules of the game to develop novel packages - that has been the success of the industry leaders. Continuous innovation is the challenge for Indian industries, he said.
Areas of concern:
Mr. Ashok Soota, Chairman and Managing Director, MindTree Consulting Pvt Ltd, who spoke on employee attrition and increasing costs, felt that wage increase was a manifestation of success. But there has been a swing from one extreme - pathetic low wages a decade ago - to another and short-term cost increases could lead to a loss of competitiveness. Increasing compensation to tackle attrition would only lead to a vicious cycle. One solution would be for companies to move into new geographical areas to tap new human resources.
Another concern is the 'Dutch Disease' - one sector growing at the cost of another - with the boom in information technology driving wages to levels that other sectors cannot afford. On the supply side, the issues of the quality and quantity of the workforce need to be addressed. Educational institutions churn out graduates who are 'unemployable.' But there is also talk of expanding reservation. That would be a wrong decision, as this would only take away quality. Industries need to focus on training to improve the quality of the workforce, Mr. Soota said.
India has demographics on its side. It has the human resource capacity to meet the global demand for knowledge workers by 2020. It is the time to act now - but unfortunately when things are going well, action is difficult, he said.
'Conform to global standards':
Mr. Ravi Uppal, Vice-Chairman and Managing Director, ABB Ltd and Deputy Chairman, CII Southern Region, said conforming to international standards despite the costs is a necessity for companies that are looking at a presence in the global market. Whether a Sarbanes-Oxley accounting disclosure or the home-brewed Clause 49 of SEBI, companies need to have systems to instill confidence in the stakeholders. The Indian stock market cannot afford another scandal. India scores higher than China on credibility and transparency. Companies should build on the platform of good practice and governance. "It is a must - Not an option," Mr. Uppal said.
Stress on CSR:
Mr. Y.C. Deveshwar, Chairman of ITC Ltd and CII President, called for a system that provided an incentive or placed a value on a company's initiative in corporate social responsibility and environment conservation. The media too has a role in sensitizing civil society to good practices. India has 17 percent of the world's population but 2 percent of the landmass and 4 percent of water. So conserving natural resources and enabling a skilled workforce is a concern for all. The entire society should place a value on conservation.
From India, Pune
Dear all,
Techniques for Creative Thinking
Collectively, there are several hundred techniques published in books by Michael Michalko, Andy Van Gundy, James Higgins, Dilip Mukerjea, and others. Techniques are like tools in a workshop, with different tools for different parts of the creative process. For example, there are techniques for defining a problem, exploring attributes of a problem, generating alternatives, visual explorations, metaphors, analogies, and evaluating and implementing ideas.
Today we would start with this tool, "Questions."
Poem by Rudyard Kipling
Following the story "Elephant's Child" in "Just So Stories."
I keep six honest serving-men (They taught me all I knew); Their names are What and Why and When And How and Where and Who. I send them over land and sea, I send them east and west; But after they have worked for me, I give them all a rest. I let them rest from nine till five, For I am busy then, As well as breakfast, lunch, and tea, For they are hungry men. But different folk have different views; I know a person small She keeps ten million serving-men, Who get no rest at all! She sends them abroad on her own affairs, From the second she opens her eyes One million Hows, Two million Wheres, And seven million Whys!
Ask "Why" Five Times
From "What a Great Idea" by Chic Thompson.
Ask "Why" a problem is occurring and then ask "Why" four more times.
For example...
1. Why has the machine stopped?
A fuse blew because of an overload.
2. Why was there an overload?
There wasn't enough lubrication for the bearings.
3. Why wasn't there enough lubrication?
The pump wasn't pumping enough.
4. Why wasn't lubricant being pumped?
The pump shaft was vibrating as a result of abrasion.
5. Why was there abrasion?
There was no filter, allowing chips of material into the pump.
Installation of a filter solves the problem.
The Six Universal Questions
Idea Generators should be aware of a simple universal truth. There are only six questions that one human can ask another:
What? Where? When? How? Why? Who?
Have a great day!!
Cheers, Rajat
From India, Pune
Techniques for Creative Thinking
Collectively, there are several hundred techniques published in books by Michael Michalko, Andy Van Gundy, James Higgins, Dilip Mukerjea, and others. Techniques are like tools in a workshop, with different tools for different parts of the creative process. For example, there are techniques for defining a problem, exploring attributes of a problem, generating alternatives, visual explorations, metaphors, analogies, and evaluating and implementing ideas.
Today we would start with this tool, "Questions."
Poem by Rudyard Kipling
Following the story "Elephant's Child" in "Just So Stories."
I keep six honest serving-men (They taught me all I knew); Their names are What and Why and When And How and Where and Who. I send them over land and sea, I send them east and west; But after they have worked for me, I give them all a rest. I let them rest from nine till five, For I am busy then, As well as breakfast, lunch, and tea, For they are hungry men. But different folk have different views; I know a person small She keeps ten million serving-men, Who get no rest at all! She sends them abroad on her own affairs, From the second she opens her eyes One million Hows, Two million Wheres, And seven million Whys!
Ask "Why" Five Times
From "What a Great Idea" by Chic Thompson.
Ask "Why" a problem is occurring and then ask "Why" four more times.
For example...
1. Why has the machine stopped?
A fuse blew because of an overload.
2. Why was there an overload?
There wasn't enough lubrication for the bearings.
3. Why wasn't there enough lubrication?
The pump wasn't pumping enough.
4. Why wasn't lubricant being pumped?
The pump shaft was vibrating as a result of abrasion.
5. Why was there abrasion?
There was no filter, allowing chips of material into the pump.
Installation of a filter solves the problem.
The Six Universal Questions
Idea Generators should be aware of a simple universal truth. There are only six questions that one human can ask another:
What? Where? When? How? Why? Who?
Have a great day!!
Cheers, Rajat
From India, Pune
Hi Umalme,
Thanks for so many informative articles, and you are continuing this subtopic.
But how do you apply all these questions to the word 'Life'?
I am glad you have found these articles on Lateral thinking informative and useful.
Hmm, you have asked a good question about how one applies all these to "LIFE," implementation in the practical sense, whether they are just good as a theory with zero meaning for day-to-day life.
Well, my friend, it's got everything to do with life as it spells success and happiness and achieving one's goals.
We all, including me, are able to hold onto our present jobs depending on how we successfully solve the problems for our superior officers. Sometimes these solutions require us to think out of the box.
Hmm, not convinced yet? Please allow me to share this article below on Dhirubhai Ambani, one of the greatest entrepreneurs of our times.
RELIANCE: STRATEGIES FOR SUCCESS
Dhirubhai Ambani evokes strong reactions from people, but nobody can be indifferent to his achievements. To the many happy shareholders of Reliance, he is good enough to deserve the Bharat Ratna, and at the other extreme, he is vehemently reviled for his business methods. On being criticized for his modus operandi of openly using political influence for corporate gain, Dhirubhai has repeatedly asserted: "That is only a minor element of our work. Why not focus on the major portion related to implementation, where so many organizations goof up?" He adds: "I give the least importance to number one. I was nothing but a small merchant, but I reached this level here. I consider myself fortunate to be in this position, but I have no pride. I am as I was."
Reliance is globally admired for its rapid and time-bound implementation methods, and those are where lateral thinking is employed to the maximum.
Reliance executives are constantly encouraged to think out-of-the-box, rather than traditionally or sequentially. The top bosses themselves have this tremendous ability to think laterally and look at business as a series of processes as illustrated by their quotes: "The leadership of Reliance Industries has always shunned incremental thinking," says Anil Ambani, MD of the Reliance group. Older brother Mukesh Ambani says: "We work in concentric circles, rather than in straight ranks, but there's always a center of accountability. We don't believe in core competence. We believe in building competence around processes and people to create value."
Dhirubhai adds: "The world is a series of orbits hierarchically stacked up with peons and clerks at the bottom and leading industrialists and politicians at the top. To be successful, you must break out of your orbit and enter the one above. After a spin in that orbit, you must break into the next one and so on till you reach the top."
To keep moving in an upward spiral, Dhirubhai has liberally used lateral thinking, far more than any other industrialist, as revealed in Gita Piramal's book, Business Maharajas, among other sources.
RELIANCE FIRSTS
Dhirubhai was the first Indian industrialist to cater to the needs of the small investor. This was more by default rather than design because of his inability to fund his operations initially, yet it was a major deviation from the established practice of raising money from financial institutions. He introduced the equity cult in small towns in India. He is also recognized as having single-handedly revitalized the Indian capital market by focusing on capital appreciation instead of dividend, which was the norm.
Apart from his macro strategy, his tactics also reveal a lateral disposition. When the bear syndicate connived to hammer down his share prices, Reliance bought all of its own shares and demanded delivery by creating a 'friends of Reliance' association to buy those shares that the management technically could not. The consequent furor and shutdown of the stock market brought him into the national limelight. He also pioneered the conversion of convertible debentures into shares. This was so successful that it was oversubscribed six times once and prompted him to use the idea to convert non-convertible debentures.
Dhirubhai was the first industrialist in India to build factories comparable to the best in the world. Then, in a prime example of turning the situation on its head, he created capacity ahead of actual demand. Working on the premise that supply creates its own demand, he would sometimes plan a plant with a capacity of almost five times the actual or projected demand running into thousands of tons. Reliance is known to have accepted tenders that were 250 percent higher than the lowest bid because the contractor delivered on time or flew somebody abroad to buy a critical component.
Against conventional wisdom, Reliance started manufacturing synthetic fabrics on a huge scale, realizing that the poor got more value for money as polyesters implied an image boost. Facing opposition from traditional cloth merchants whose loyalty lay with the older mills, he ignored the established wholesale trade, created his own exclusive showrooms, explored markets, and selected agents from non-textile backgrounds. Finally, Reliance achieved the impossible by building a cryogenic terminal to transport ethylene in deep seas when conventional methods failed, the first time this was tried in India.
INNOVATIONS GALORE
At a time when India's equity market was in the bear phase, Reliance was the first group to tap the overseas debt market with long-term debt, including the 100-year Yankee bond.
It was also the first Indian corporation to make a GDR issue and the first to get Moody's and S&P ratings. Reliance was a zero-tax company for several years because its continuous tax credits helped it to offset its profits. When the finance minister imposed a compulsory corporate tax of 30 percent, Reliance capitalized their total debt for the entire contracted term of debt. They argued that interest accrues from the date of availing a loan until its repayment, and that all loans would be repaid on their due dates. This enabled them to retain their zero-tax status.
The Reliance website is replete with examples of lateral thinking even in micro-management. The company uses unconventional methods to get a job done, especially when customer satisfaction is involved. Employees have disguised themselves to directly deliver an important consignment to a customer. Reliance has reached out to their client's customers to create broader loyalty bases. Anil and Mukesh Ambani directly approach their lower-level staff without going through the departmental heads. They have tied up with a management institute to teach trainees in six months what they learn in MBA courses in two years. The Ambanis look at initiative and individual potential rather than paper qualifications.
A SKILL THAT CAN BE LEARNED
There is a misleading belief that creativity belongs to the world of art and is a matter of talent and chance, and nothing can be consciously done about it.
Lateral thinking is specifically concerned with changing preconceived notions to bring out new ideas and can be acquired and practiced as a skill. It is a special information handling process like mathematics, logical analysis, or computer simulation. Thinking techniques, once mastered, can be used both individually and in a group, dispensing with brainstorming. In all the examples of lateral thinking given in this article, unconventionality clearly comes to the fore. According to de Bono, one should be free of constraints, tradition, and history to be creative. But that freedom is more effectively obtained by using certain deliberate techniques rather than by hoping to be free. There is a prevailing belief that structures are restrictive for creative thinking, but this is not entirely true. A cup does not limit one's choice of drink, so one can consciously avoid being limited by structures and apply them to one's field.
On a lighter vein...
Lateral thinking can save your life, as illustrated in this story. Two men were on a jungle safari in Africa. Suddenly, they came across a tiger that started roaring. Both men were frightened, and one of them started wearing his shoes. The other one said: "How is this going to help? We can't outrun the tiger." The first man replied: "I don't have to outrun the tiger; I only have to outrun you." 😄
Hope this has answered some of your issues.
Cheers,
Rajat
From India, Pune
Thanks for so many informative articles, and you are continuing this subtopic.
But how do you apply all these questions to the word 'Life'?
I am glad you have found these articles on Lateral thinking informative and useful.
Hmm, you have asked a good question about how one applies all these to "LIFE," implementation in the practical sense, whether they are just good as a theory with zero meaning for day-to-day life.
Well, my friend, it's got everything to do with life as it spells success and happiness and achieving one's goals.
We all, including me, are able to hold onto our present jobs depending on how we successfully solve the problems for our superior officers. Sometimes these solutions require us to think out of the box.
Hmm, not convinced yet? Please allow me to share this article below on Dhirubhai Ambani, one of the greatest entrepreneurs of our times.
RELIANCE: STRATEGIES FOR SUCCESS
Dhirubhai Ambani evokes strong reactions from people, but nobody can be indifferent to his achievements. To the many happy shareholders of Reliance, he is good enough to deserve the Bharat Ratna, and at the other extreme, he is vehemently reviled for his business methods. On being criticized for his modus operandi of openly using political influence for corporate gain, Dhirubhai has repeatedly asserted: "That is only a minor element of our work. Why not focus on the major portion related to implementation, where so many organizations goof up?" He adds: "I give the least importance to number one. I was nothing but a small merchant, but I reached this level here. I consider myself fortunate to be in this position, but I have no pride. I am as I was."
Reliance is globally admired for its rapid and time-bound implementation methods, and those are where lateral thinking is employed to the maximum.
Reliance executives are constantly encouraged to think out-of-the-box, rather than traditionally or sequentially. The top bosses themselves have this tremendous ability to think laterally and look at business as a series of processes as illustrated by their quotes: "The leadership of Reliance Industries has always shunned incremental thinking," says Anil Ambani, MD of the Reliance group. Older brother Mukesh Ambani says: "We work in concentric circles, rather than in straight ranks, but there's always a center of accountability. We don't believe in core competence. We believe in building competence around processes and people to create value."
Dhirubhai adds: "The world is a series of orbits hierarchically stacked up with peons and clerks at the bottom and leading industrialists and politicians at the top. To be successful, you must break out of your orbit and enter the one above. After a spin in that orbit, you must break into the next one and so on till you reach the top."
To keep moving in an upward spiral, Dhirubhai has liberally used lateral thinking, far more than any other industrialist, as revealed in Gita Piramal's book, Business Maharajas, among other sources.
RELIANCE FIRSTS
Dhirubhai was the first Indian industrialist to cater to the needs of the small investor. This was more by default rather than design because of his inability to fund his operations initially, yet it was a major deviation from the established practice of raising money from financial institutions. He introduced the equity cult in small towns in India. He is also recognized as having single-handedly revitalized the Indian capital market by focusing on capital appreciation instead of dividend, which was the norm.
Apart from his macro strategy, his tactics also reveal a lateral disposition. When the bear syndicate connived to hammer down his share prices, Reliance bought all of its own shares and demanded delivery by creating a 'friends of Reliance' association to buy those shares that the management technically could not. The consequent furor and shutdown of the stock market brought him into the national limelight. He also pioneered the conversion of convertible debentures into shares. This was so successful that it was oversubscribed six times once and prompted him to use the idea to convert non-convertible debentures.
Dhirubhai was the first industrialist in India to build factories comparable to the best in the world. Then, in a prime example of turning the situation on its head, he created capacity ahead of actual demand. Working on the premise that supply creates its own demand, he would sometimes plan a plant with a capacity of almost five times the actual or projected demand running into thousands of tons. Reliance is known to have accepted tenders that were 250 percent higher than the lowest bid because the contractor delivered on time or flew somebody abroad to buy a critical component.
Against conventional wisdom, Reliance started manufacturing synthetic fabrics on a huge scale, realizing that the poor got more value for money as polyesters implied an image boost. Facing opposition from traditional cloth merchants whose loyalty lay with the older mills, he ignored the established wholesale trade, created his own exclusive showrooms, explored markets, and selected agents from non-textile backgrounds. Finally, Reliance achieved the impossible by building a cryogenic terminal to transport ethylene in deep seas when conventional methods failed, the first time this was tried in India.
INNOVATIONS GALORE
At a time when India's equity market was in the bear phase, Reliance was the first group to tap the overseas debt market with long-term debt, including the 100-year Yankee bond.
It was also the first Indian corporation to make a GDR issue and the first to get Moody's and S&P ratings. Reliance was a zero-tax company for several years because its continuous tax credits helped it to offset its profits. When the finance minister imposed a compulsory corporate tax of 30 percent, Reliance capitalized their total debt for the entire contracted term of debt. They argued that interest accrues from the date of availing a loan until its repayment, and that all loans would be repaid on their due dates. This enabled them to retain their zero-tax status.
The Reliance website is replete with examples of lateral thinking even in micro-management. The company uses unconventional methods to get a job done, especially when customer satisfaction is involved. Employees have disguised themselves to directly deliver an important consignment to a customer. Reliance has reached out to their client's customers to create broader loyalty bases. Anil and Mukesh Ambani directly approach their lower-level staff without going through the departmental heads. They have tied up with a management institute to teach trainees in six months what they learn in MBA courses in two years. The Ambanis look at initiative and individual potential rather than paper qualifications.
A SKILL THAT CAN BE LEARNED
There is a misleading belief that creativity belongs to the world of art and is a matter of talent and chance, and nothing can be consciously done about it.
Lateral thinking is specifically concerned with changing preconceived notions to bring out new ideas and can be acquired and practiced as a skill. It is a special information handling process like mathematics, logical analysis, or computer simulation. Thinking techniques, once mastered, can be used both individually and in a group, dispensing with brainstorming. In all the examples of lateral thinking given in this article, unconventionality clearly comes to the fore. According to de Bono, one should be free of constraints, tradition, and history to be creative. But that freedom is more effectively obtained by using certain deliberate techniques rather than by hoping to be free. There is a prevailing belief that structures are restrictive for creative thinking, but this is not entirely true. A cup does not limit one's choice of drink, so one can consciously avoid being limited by structures and apply them to one's field.
On a lighter vein...
Lateral thinking can save your life, as illustrated in this story. Two men were on a jungle safari in Africa. Suddenly, they came across a tiger that started roaring. Both men were frightened, and one of them started wearing his shoes. The other one said: "How is this going to help? We can't outrun the tiger." The first man replied: "I don't have to outrun the tiger; I only have to outrun you." 😄
Hope this has answered some of your issues.
Cheers,
Rajat
From India, Pune
Thank you for sharing such an informative article. Lateral thinking opens up new avenues for unusual practices, which is one aspect of life in a corporate career. However, life holds more meaning beyond just that. Dhirubhai possessed exceptional and unusual abilities that allowed him to carry out operations efficiently, defeating time and emerging as a pioneering leader in the corporate world.
Art serves as a method of learning creativity, but today, it finds applications in our daily lives, providing us with new ways to recognize and break societal norms.
From India, Delhi
Art serves as a method of learning creativity, but today, it finds applications in our daily lives, providing us with new ways to recognize and break societal norms.
From India, Delhi
Dear all,
One of the students raised this point: Innovation by nature is the opposite of organization. Organization thrives when everything happens in a predictable way, thus adding manageability to the process. Innovation, on the other hand, is disruptive, disjointed, and unpredictable. Therefore, the spirit of innovation goes against the principles of organization.
Any comments or views, please?
Regards,
Rajat
From India, Pune
One of the students raised this point: Innovation by nature is the opposite of organization. Organization thrives when everything happens in a predictable way, thus adding manageability to the process. Innovation, on the other hand, is disruptive, disjointed, and unpredictable. Therefore, the spirit of innovation goes against the principles of organization.
Any comments or views, please?
Regards,
Rajat
From India, Pune
Good question. Innovation is the means to survive in today's world. Innovation in organizations thrives through business management processes and procedures that create infrastructure, upon which innovation thrives.
I'll give you an example of an international insurance company that introduces new incentives and small schemes to its insurance agents every fortnight to sell insurance policies to its customers. It is impressive for an insurance company to innovate in the core area of its business and become a leader in a market that may seem stagnant by its nature.
Advertising is another area where innovation is crucial, accounting for 100 percent of its impact. Even parables, like drawing a bigger line without removing it, highlight the presence of innovation. Innovation is essential as an adjective for organizations.
From India, Delhi
I'll give you an example of an international insurance company that introduces new incentives and small schemes to its insurance agents every fortnight to sell insurance policies to its customers. It is impressive for an insurance company to innovate in the core area of its business and become a leader in a market that may seem stagnant by its nature.
Advertising is another area where innovation is crucial, accounting for 100 percent of its impact. Even parables, like drawing a bigger line without removing it, highlight the presence of innovation. Innovation is essential as an adjective for organizations.
From India, Delhi
Dear all,
I would like to share information on NLP as it is an important source of creativity.
NLP Techniques
Practitioners of Neuro-Linguistic Programming (NLP), also known as the "science of subjective experience," have produced a number of techniques that can be used to describe the strategies used by highly effective people.
Essentially, experts are carefully studied and analyzed (or modeled in NLP parlance) as a way to make conscious and unpack the mental strategies they used to get expert results. Once the strategies are decoded, they are then available for others to enhance their own expertise. Milton Erickson, the well-known hypnotherapist, and Virginia Satir, one of the world's best-known family therapists, were among those who were modeled by NLP practitioners.
Interestingly, it appears that people can be modeled even after they have died! A case in point: Robert Dilts (one of the creators of NLP) recently modeled Walt Disney. He studied his writings, observed films of him doing his work, and interviewed people that worked with him. From this, he extracted the Disney Creativity Model, which will be briefly described below.
The basic strategy for modeling people is to either observe them while performing or to have them mentally go back to a time when they were performing extremely well, and to have them describe (while reliving a particular moment of great human performance) the thought patterns, physiology, and context that supported the performance.
The modeler might also choose to elicit a strategy that led to poor performance or a failure to get the same results as a "counter model." This is done to provide a contrast that clearly points out the distinctions between the two states of "success" and "failure." NLP provides a set of linguistic and observational tools that ensure useful descriptions and models.
Walt Disney
Dilts concluded that Walt Disney moved through three distinct states when he produced his work. Dilts called them Dreamer, Realist, and Critic. Each of these three stages has distinct physiology and thought patterns and can be consciously employed by individuals who want to improve their creative performance.
It is beyond the scope and mandate of this FAQ to elaborate any further on Dilts's work. If you want more information, consult his books: "Tools for Dreamers" and "Skills for the Future". Details are in FAQ Part 1.
Anchoring
NLP techniques are also useful to help you remember, at an instant, what psychological state you must be in to be creative. NLP practitioners can "anchor" a particular state in which you are most creative. In fact, you anchor these states yourself. Many people have to be in a certain room, or standing or walking, or in some particular context in order to be creative. The context is the anchor that reminds your mind/body to be creative.
A Demo on using NLP As An Aid to Creativity
The next time you find yourself being creative, for example, when you are noticing it is easy to generate a lot of ideas or you find it easy to elaborate on an idea, notice the position of your body and observe the context in which you are operating. Record as much as you can about how you "made yourself" creative. You can then use that information (the more details, the better) to set the state for being creative in the future, i.e., put yourself in a matching body posture and in a similar particular context as before.
Another technique is to make a tape recording of everything that is going on in your mind and body when you are being creative. If you're with someone else, have them tell you everything they noticed you doing. (Tell them to focus on behaviors, not interpretations of the behavior, e.g., the observation "you were smiling" is not as useful as "the corners of your mouth were turning upwards"). Then, listen carefully to their report and use that information to recreate the context the next time you want to be creative.
A Caution And An Invitation
Keep in mind, the suggested activities outlined in the last two paragraphs do not, in any way, do justice to the sophistication of NLP techniques. If you're interested in NLP as a way to enhance your creative potential, read, talk with those who know a lot about NLP, and find a good trainer.
Other NLP Resources
- <link outdated-removed> Web site.
- NLP FAQ and Resources The home of the alt.psychology.nlp newsgroup.
- NLP and DHE Neuro-linguistic programming and design human engineering.
Regards,
Rajat
From India, Pune
I would like to share information on NLP as it is an important source of creativity.
NLP Techniques
Practitioners of Neuro-Linguistic Programming (NLP), also known as the "science of subjective experience," have produced a number of techniques that can be used to describe the strategies used by highly effective people.
Essentially, experts are carefully studied and analyzed (or modeled in NLP parlance) as a way to make conscious and unpack the mental strategies they used to get expert results. Once the strategies are decoded, they are then available for others to enhance their own expertise. Milton Erickson, the well-known hypnotherapist, and Virginia Satir, one of the world's best-known family therapists, were among those who were modeled by NLP practitioners.
Interestingly, it appears that people can be modeled even after they have died! A case in point: Robert Dilts (one of the creators of NLP) recently modeled Walt Disney. He studied his writings, observed films of him doing his work, and interviewed people that worked with him. From this, he extracted the Disney Creativity Model, which will be briefly described below.
The basic strategy for modeling people is to either observe them while performing or to have them mentally go back to a time when they were performing extremely well, and to have them describe (while reliving a particular moment of great human performance) the thought patterns, physiology, and context that supported the performance.
The modeler might also choose to elicit a strategy that led to poor performance or a failure to get the same results as a "counter model." This is done to provide a contrast that clearly points out the distinctions between the two states of "success" and "failure." NLP provides a set of linguistic and observational tools that ensure useful descriptions and models.
Walt Disney
Dilts concluded that Walt Disney moved through three distinct states when he produced his work. Dilts called them Dreamer, Realist, and Critic. Each of these three stages has distinct physiology and thought patterns and can be consciously employed by individuals who want to improve their creative performance.
It is beyond the scope and mandate of this FAQ to elaborate any further on Dilts's work. If you want more information, consult his books: "Tools for Dreamers" and "Skills for the Future". Details are in FAQ Part 1.
Anchoring
NLP techniques are also useful to help you remember, at an instant, what psychological state you must be in to be creative. NLP practitioners can "anchor" a particular state in which you are most creative. In fact, you anchor these states yourself. Many people have to be in a certain room, or standing or walking, or in some particular context in order to be creative. The context is the anchor that reminds your mind/body to be creative.
A Demo on using NLP As An Aid to Creativity
The next time you find yourself being creative, for example, when you are noticing it is easy to generate a lot of ideas or you find it easy to elaborate on an idea, notice the position of your body and observe the context in which you are operating. Record as much as you can about how you "made yourself" creative. You can then use that information (the more details, the better) to set the state for being creative in the future, i.e., put yourself in a matching body posture and in a similar particular context as before.
Another technique is to make a tape recording of everything that is going on in your mind and body when you are being creative. If you're with someone else, have them tell you everything they noticed you doing. (Tell them to focus on behaviors, not interpretations of the behavior, e.g., the observation "you were smiling" is not as useful as "the corners of your mouth were turning upwards"). Then, listen carefully to their report and use that information to recreate the context the next time you want to be creative.
A Caution And An Invitation
Keep in mind, the suggested activities outlined in the last two paragraphs do not, in any way, do justice to the sophistication of NLP techniques. If you're interested in NLP as a way to enhance your creative potential, read, talk with those who know a lot about NLP, and find a good trainer.
Other NLP Resources
- <link outdated-removed> Web site.
- NLP FAQ and Resources The home of the alt.psychology.nlp newsgroup.
- NLP and DHE Neuro-linguistic programming and design human engineering.
Regards,
Rajat
From India, Pune
Dear all,
Try to solve the puzzle below and let me know your answers.
4 criminals are caught and are to be punished. The Judge allows them to be freed if they can solve a puzzle. If they do not, they will be hanged. They agreed.
The 4 criminals are lined up on some steps (shown in the picture). They are all facing in the same direction. A wall separates the fourth man from the other three.
To summarize:
Man 1 can see men 2 and 3.
Man 2 can see man 3.
Man 3 can see none of the others.
Man 4 can see none of the others.
The criminals are wearing hats. They are told that there are two white hats and two black hats. The men initially don't know what color hat they are wearing. They are told to shout out the color of the hat that they are wearing as soon as they know for certain what color it is.
They are not allowed to turn around or move.
They are not allowed to talk to each other.
They are not allowed to take their hats off.
Who is the first person to shout out and why?
PS: There is no trick to the question, just logical deduction.
From India, Pune
Try to solve the puzzle below and let me know your answers.
4 criminals are caught and are to be punished. The Judge allows them to be freed if they can solve a puzzle. If they do not, they will be hanged. They agreed.
The 4 criminals are lined up on some steps (shown in the picture). They are all facing in the same direction. A wall separates the fourth man from the other three.
To summarize:
Man 1 can see men 2 and 3.
Man 2 can see man 3.
Man 3 can see none of the others.
Man 4 can see none of the others.
The criminals are wearing hats. They are told that there are two white hats and two black hats. The men initially don't know what color hat they are wearing. They are told to shout out the color of the hat that they are wearing as soon as they know for certain what color it is.
They are not allowed to turn around or move.
They are not allowed to talk to each other.
They are not allowed to take their hats off.
Who is the first person to shout out and why?
PS: There is no trick to the question, just logical deduction.
From India, Pune
The amazing success story of K B Chandrasekhar
July 26, 2006
The story of K B Chandrasekhar, founder-CEO of Jamcracker Inc, is highly inspirational, especially for all the enterprising young Indian men who desire to be successful entrepreneurs.
Chandra's journey started in Kumbakonam, Tamil Nadu, where he was born, moving on to Trichy where he spent his early years, and then to Chennai where he received his school and college education, and finally to Silicon Valley in the United States.
It was in Silicon Valley that he struck gold, in a big way. His story is a classic modern-day tale of a middle-class young man turned multi-millionaire.
Chandra describes himself as "a serial entrepreneur and risk-taker who empowers others to accomplish their dreams."
This is his story.
The Early Years
"I come from a classic middle-class family: my grandfather, grandmother, father, mother... all living together in a joint family. Family values were strongly embedded in me as a result of this.
I was born in Kumbakonam but was in Trichy until 1968. I did my schooling at Ramakrishna School in Chennai and then joined Vivekananda College to pursue my BSc in physics because I couldn't get into engineering. In 1980, I gained admission to the Madras Institute of Technology at Anna University.
Although I was not exposed to any sort of business, my father, in those days, dabbled in shares. He encouraged me to have freewheeling discussions on various aspects of business. Those were the seventies, but I was given enough freedom to think freely. My parents were always there, supporting and encouraging me.
I didn't realize the value of it all then, but later on, I understood the impact those discussions had on my thinking. More importantly, they encouraged me to take risks. In the eighties, when working in the public sector was considered safe, I was encouraged to venture into uncharted territory, like computers.
I entered the world of computers very early, back in 1983 when I joined Wipro. Wipro is an entrepreneurial company that gave me the opportunity to explore various avenues."
To the USA
"In 1990, I moved to the US for a job assignment. Would I have had the courage to start something on my own if I had stayed in India? I believe I would have done the same thing even if I were in India. In fact, I had packed my things to return to India in 1992 because my wife and I decided we wanted to start something on our own in Bangalore. It just so happened that we found an opportunity to begin in the US.
What I mean is, the willingness to venture out on my own was always present. In 1983, I drafted a small business plan to create 'Casio calculator-based ticket punching machines' for bus conductors and sent it to Casio. We even explored starting companies by importing game kits from Korea and Taiwan for $1 per kit.
However, those ventures did not take off due to our middle-class background, lack of funds, and our inexperience.
I would have pursued business in India as well, but perhaps not on the same scale. Indian companies had the luxury of time. If you look at some successful companies in India, you will notice that it took them nearly 20 years to reach the first $100 million. However, in the US, there is no such luxury; you need to grow rapidly. The willingness to take risks was more pronounced there, and I acquired that mindset from being in the US.
I might not have had that same courage if I had been in India because I would have been more concerned about security."
First venture: Fouress
"When we were prepared to return to India, a friend at Sun Microsystems informed me about a project but wanted me to stay in the US to work on it. That's when my true entrepreneurial spirit emerged.
At that time, BFL and Mastech had just commenced operations. B V Jagadeesh, who founded BFL, was my colleague at Wipro. Jagadeesh and Sundar, one of the Mastech founders, encouraged me by saying, 'Chandra, you lead this. We will support you.'
With just $4,500 in hand and no capital, I, along with Jagadeesh and Sundar, launched Fouress, a software design company. Our mutual understanding, belief, and trust enabled us to grow the company from scratch to over a million dollars in the first two years.
I credit much of my success to my wife for her moral and physical support, standing by me and making sacrifices. For several months, we survived on basic necessities because we couldn't afford more. I didn't need to endure that because I had an $80,000 job in hand at that time. This meant it was a self-imposed challenge that you can only overcome when you are fully committed.
Additionally, we led a nomadic life without a car or home, which kept us adaptable. Had I gone to the US for studies, I may not have achieved all this as quickly."
Starts Exodus Communications
"By the end of 1993, Jagadeesh joined me as a co-founder, and together we aspired to build a larger, revolutionary company. The Internet had not yet taken off, but we ventured into the Internet business in 1993 itself, ahead of the curve. We may not have fully comprehended the risks we were undertaking. Fortunately, after we initiated our venture, the Internet boom occurred, placing us in the right place at the right time."
Destiny and Kanwal Rekhi
"I believe in destiny. Jagadeesh and I faced bankruptcy multiple times, borrowing money without assets, yet we persevered.
Destiny brought individuals like Kanwal Rekhi into our lives. He is a pioneering Silicon Valley entrepreneur who founded his first company in 1982, which went public in 1987.
By chance, I attended a TiE (The IndUS Entrepreneurs) meeting where I encountered Kanwal Rekhi. After the meeting, I expressed my interest in sending him a business plan. He provided his fax number, and I vividly remember it was in May 1995.
The very next day, I sent him a five-page executive summary of my business plan. For three months, we heard nothing from him. Then, one day, we received a voicemail from him expressing his desire to meet us. This was a pivotal moment; someone was willing to listen to us.
During his visit to our office, on the first day, he critically analyzed our plan. Despite our naivety, he recognized our passion, hunger, and willingness to take risks to make our vision a success.
Over the following months, we engaged in late-night discussions at his home about my aspirations, akin to Krishna and Arjuna. I vividly recall explaining to him on a rainy day why he should support me. And he did; he presented us with a $250,000 check.
Exodus Communications went public in 1998, marking one of the most successful IPOs of that year."
Jamcracker Inc
"Jamcracker Inc evolved from Exodus Communications. While Exodus focused on infrastructure, Jamcracker aimed to simplify IT, treating it as a utility. With this straightforward vision, I, along with two Stanford MBA graduates, Herald Chen and Mark Terbeek, founded Jamcracker Inc in 1999.
Although we faced initial challenges, Jamcracker has now become a leader in on-demand IT services."
For rural India
"I initiated efforts for rural India through n-Logue due to the significant urban-rural divide I observed. The key question was, 'How do we ensure that the masses benefit from IT?' This was not charity-driven, as I believe in purposeful actions.
Our one-year-old company, Akshaya, which is experiencing rapid growth, combines communication with on-ground personnel. My greatest satisfaction lies in implementing innovative methods to streamline transactions in rural settings, aggregate small volumes into larger ones, establish branding, and create a robust distribution network. We are encouraging farmers to enhance productivity by introducing new approaches. My role in this endeavor is that of a facilitator."
Indians, crabs?
"Indians were once likened to 'crabs' due to a perceived lack of mutual assistance. The belief was that two Indians would never support each other. However, my success, and that of many others, can be attributed to support received from Indian counterparts globally. Notably, my initial $200,000 loan was provided by a Pakistani.
I always advise budding entrepreneurs, 'Do not believe that lack of funds impedes progress. All you need is a grand vision and the dedication to pursue it wholeheartedly. Others will invest in your dream only if they see your unwavering commitment.'"
Indians, cautious?
"Our upbringing often emphasizes caution over risk-taking. Rather than encouraging trial and possible failure, we are guided to be cautious. We tend to prioritize saving over spending and are consistently concerned about the future. This cautious approach may stem from limited opportunities in the past."
Indians, innovators?
"Indians are undoubtedly capable of innovation, hindered only by a system that discourages risk-taking. When Indians operate in other environments, they exhibit a willingness to take risks. This shift is not inherent in our nature; rather, it is influenced by the surrounding environment. The landscape is evolving, especially in recent years."
"Why a research centre at Anna University?
I envision India becoming the global knowledge hub, necessitating world-class research. Previously, research activities were confined within various institutes. Establishing the center also reflects my affection for my alma mater. It serves as a testament to the importance of educational institutions evolving into centers of excellence.
I am dedicated to showcasing the capabilities of Indian talent and proving our capacity to produce global leaders. The incubator, named svapas (www.s
From India, Pune
July 26, 2006
The story of K B Chandrasekhar, founder-CEO of Jamcracker Inc, is highly inspirational, especially for all the enterprising young Indian men who desire to be successful entrepreneurs.
Chandra's journey started in Kumbakonam, Tamil Nadu, where he was born, moving on to Trichy where he spent his early years, and then to Chennai where he received his school and college education, and finally to Silicon Valley in the United States.
It was in Silicon Valley that he struck gold, in a big way. His story is a classic modern-day tale of a middle-class young man turned multi-millionaire.
Chandra describes himself as "a serial entrepreneur and risk-taker who empowers others to accomplish their dreams."
This is his story.
The Early Years
"I come from a classic middle-class family: my grandfather, grandmother, father, mother... all living together in a joint family. Family values were strongly embedded in me as a result of this.
I was born in Kumbakonam but was in Trichy until 1968. I did my schooling at Ramakrishna School in Chennai and then joined Vivekananda College to pursue my BSc in physics because I couldn't get into engineering. In 1980, I gained admission to the Madras Institute of Technology at Anna University.
Although I was not exposed to any sort of business, my father, in those days, dabbled in shares. He encouraged me to have freewheeling discussions on various aspects of business. Those were the seventies, but I was given enough freedom to think freely. My parents were always there, supporting and encouraging me.
I didn't realize the value of it all then, but later on, I understood the impact those discussions had on my thinking. More importantly, they encouraged me to take risks. In the eighties, when working in the public sector was considered safe, I was encouraged to venture into uncharted territory, like computers.
I entered the world of computers very early, back in 1983 when I joined Wipro. Wipro is an entrepreneurial company that gave me the opportunity to explore various avenues."
To the USA
"In 1990, I moved to the US for a job assignment. Would I have had the courage to start something on my own if I had stayed in India? I believe I would have done the same thing even if I were in India. In fact, I had packed my things to return to India in 1992 because my wife and I decided we wanted to start something on our own in Bangalore. It just so happened that we found an opportunity to begin in the US.
What I mean is, the willingness to venture out on my own was always present. In 1983, I drafted a small business plan to create 'Casio calculator-based ticket punching machines' for bus conductors and sent it to Casio. We even explored starting companies by importing game kits from Korea and Taiwan for $1 per kit.
However, those ventures did not take off due to our middle-class background, lack of funds, and our inexperience.
I would have pursued business in India as well, but perhaps not on the same scale. Indian companies had the luxury of time. If you look at some successful companies in India, you will notice that it took them nearly 20 years to reach the first $100 million. However, in the US, there is no such luxury; you need to grow rapidly. The willingness to take risks was more pronounced there, and I acquired that mindset from being in the US.
I might not have had that same courage if I had been in India because I would have been more concerned about security."
First venture: Fouress
"When we were prepared to return to India, a friend at Sun Microsystems informed me about a project but wanted me to stay in the US to work on it. That's when my true entrepreneurial spirit emerged.
At that time, BFL and Mastech had just commenced operations. B V Jagadeesh, who founded BFL, was my colleague at Wipro. Jagadeesh and Sundar, one of the Mastech founders, encouraged me by saying, 'Chandra, you lead this. We will support you.'
With just $4,500 in hand and no capital, I, along with Jagadeesh and Sundar, launched Fouress, a software design company. Our mutual understanding, belief, and trust enabled us to grow the company from scratch to over a million dollars in the first two years.
I credit much of my success to my wife for her moral and physical support, standing by me and making sacrifices. For several months, we survived on basic necessities because we couldn't afford more. I didn't need to endure that because I had an $80,000 job in hand at that time. This meant it was a self-imposed challenge that you can only overcome when you are fully committed.
Additionally, we led a nomadic life without a car or home, which kept us adaptable. Had I gone to the US for studies, I may not have achieved all this as quickly."
Starts Exodus Communications
"By the end of 1993, Jagadeesh joined me as a co-founder, and together we aspired to build a larger, revolutionary company. The Internet had not yet taken off, but we ventured into the Internet business in 1993 itself, ahead of the curve. We may not have fully comprehended the risks we were undertaking. Fortunately, after we initiated our venture, the Internet boom occurred, placing us in the right place at the right time."
Destiny and Kanwal Rekhi
"I believe in destiny. Jagadeesh and I faced bankruptcy multiple times, borrowing money without assets, yet we persevered.
Destiny brought individuals like Kanwal Rekhi into our lives. He is a pioneering Silicon Valley entrepreneur who founded his first company in 1982, which went public in 1987.
By chance, I attended a TiE (The IndUS Entrepreneurs) meeting where I encountered Kanwal Rekhi. After the meeting, I expressed my interest in sending him a business plan. He provided his fax number, and I vividly remember it was in May 1995.
The very next day, I sent him a five-page executive summary of my business plan. For three months, we heard nothing from him. Then, one day, we received a voicemail from him expressing his desire to meet us. This was a pivotal moment; someone was willing to listen to us.
During his visit to our office, on the first day, he critically analyzed our plan. Despite our naivety, he recognized our passion, hunger, and willingness to take risks to make our vision a success.
Over the following months, we engaged in late-night discussions at his home about my aspirations, akin to Krishna and Arjuna. I vividly recall explaining to him on a rainy day why he should support me. And he did; he presented us with a $250,000 check.
Exodus Communications went public in 1998, marking one of the most successful IPOs of that year."
Jamcracker Inc
"Jamcracker Inc evolved from Exodus Communications. While Exodus focused on infrastructure, Jamcracker aimed to simplify IT, treating it as a utility. With this straightforward vision, I, along with two Stanford MBA graduates, Herald Chen and Mark Terbeek, founded Jamcracker Inc in 1999.
Although we faced initial challenges, Jamcracker has now become a leader in on-demand IT services."
For rural India
"I initiated efforts for rural India through n-Logue due to the significant urban-rural divide I observed. The key question was, 'How do we ensure that the masses benefit from IT?' This was not charity-driven, as I believe in purposeful actions.
Our one-year-old company, Akshaya, which is experiencing rapid growth, combines communication with on-ground personnel. My greatest satisfaction lies in implementing innovative methods to streamline transactions in rural settings, aggregate small volumes into larger ones, establish branding, and create a robust distribution network. We are encouraging farmers to enhance productivity by introducing new approaches. My role in this endeavor is that of a facilitator."
Indians, crabs?
"Indians were once likened to 'crabs' due to a perceived lack of mutual assistance. The belief was that two Indians would never support each other. However, my success, and that of many others, can be attributed to support received from Indian counterparts globally. Notably, my initial $200,000 loan was provided by a Pakistani.
I always advise budding entrepreneurs, 'Do not believe that lack of funds impedes progress. All you need is a grand vision and the dedication to pursue it wholeheartedly. Others will invest in your dream only if they see your unwavering commitment.'"
Indians, cautious?
"Our upbringing often emphasizes caution over risk-taking. Rather than encouraging trial and possible failure, we are guided to be cautious. We tend to prioritize saving over spending and are consistently concerned about the future. This cautious approach may stem from limited opportunities in the past."
Indians, innovators?
"Indians are undoubtedly capable of innovation, hindered only by a system that discourages risk-taking. When Indians operate in other environments, they exhibit a willingness to take risks. This shift is not inherent in our nature; rather, it is influenced by the surrounding environment. The landscape is evolving, especially in recent years."
"Why a research centre at Anna University?
I envision India becoming the global knowledge hub, necessitating world-class research. Previously, research activities were confined within various institutes. Establishing the center also reflects my affection for my alma mater. It serves as a testament to the importance of educational institutions evolving into centers of excellence.
I am dedicated to showcasing the capabilities of Indian talent and proving our capacity to produce global leaders. The incubator, named svapas (www.s
From India, Pune
We lost the creativity to score good marks from the school exams itself where we learn to do the things where every answer has a limit and a boundary. As it is said, "Children lose marks in artwork when the color they use goes outside the boundary." Let's explore, think better, and do better.
Hi Vinmind,
Absolutely agree with your comments on the current state of Education esp the way it is taught with more emphasis on learning by rote..or mugging rather than understanding the concepts & questioning them as well..as i mentioned earlier that the creativity of children goes down as she/he goes through the schooling..nevertheless some schools have recognized them and efforts are to instill & develop the same..
Thanks for sharing your thoughts...
Regards,
Rajat
Engine of Change
Innovative plant practices at the Global Engine Manufacturing Alliance serve as an example of how U.S. automakers may be able to better stand up to stiff global competitiion.
By Jessica Marquez
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It�s a Thursday morning in early April, and the Global Engine Manufacturing Alliance plant in Dundee, Michigan, is open as it always is, 21 hours a day, six days a week, 294 days a year.
But a visitor to the plant might wonder where all the workers are.
True, for an auto engine plant, GEMA is more automated and thus leaner than most. The facility�s total headcount is 275, significantly less than a typical engine plant, which has 600 to 2,000 workers.
But that�s not why the assembly lines seem empty, GEMA president Bruce Coventry says. "Since we�re ahead of schedule, a lot of our people are in training," he says.
Sure enough, down the hall are three rooms filled with employees being taught a wide array of subjects, ranging from how to assemble an engine to the study of mathematical formulas designed to teach problem-solving skills.
Over the next several months, these employees will receive up to 1,160 hours of such training in class and on the assembly floor.
"The fact that we are ahead of our production schedule allows us to focus our people on problem solving and continuous improvement," Coventry says. "That�s a luxury that most organizations don�t usually have."
And that�s why automakers from around the world, including GEMA�s three owners�DaimlerChrysler, Mitsubishi and Hyundai�are keeping close track of this facility, located 60 miles outside of Detroit.
As General Motors and Ford seek to shed thousands of their union-represented employees, they are looking ahead to what kind of workforce they will need to compete in the increasingly global market.
"They need a new business model for labor agreements and new kinds of workers," says Sean McAlinden, chief economist and vice president of research at the Center for Automotive Research in Ann Arbor, Michigan.
Many are thinking that GEMA may prove to be that model, he says.
The Dundee facility, which opened in October, stands out from other auto plants in every aspect of how it manages its workforce. Its hourly employees are highly educated and rotate jobs and shifts to provide for greater flexibility. That�s an unheard of concept in the traditional auto plant, where each worker is usually assigned to one and only one job.
Another unique aspect of GEMA�s workforce model is that contractors, whom the plant refers to as "partners," work alongside assembly workers and engineers, sporting the same black-and-white uniforms. "We want everyone to feel like they are part of a team," Coventry says.
But the most unheard of thing for the auto industry is that the United Auto Workers has agreed to the concept.
"This is an agreement that every automaker is looking at with laser eyes," McAlinden says.
GEMA expects to open a second facility in October on the same premises. At full capacity the Dundee plants will have 532 workers and produce 840,000 engines annually. Its goal is to be the most productive engine plant in the world, beating the industry standard of 1.8 hours of production per engine, says Mark Dunning, senior manager of human resources. The company says that so far GEMA is on track to hit those numbers, though it will not disclose preliminary data.
The initial investment for the two plants was $804 million, 50 percent less than DaimlerChrysler had ever invested in an engine plant, Coventry says.
The automakers� joint venture also has two non-GEMA plants in South Korea and one in Japan that produce engines for Hyundai and Mitsubishi, respectively. When all of the plants are operational by year�s end, the venture will have the capacity to produce 1.8 million engines annually.
GEMA's origin
Coventry, who had been an engine plant manager for Chrysler since 1995, was the logical choice to come up with the idea for GEMA in 2001. Chrysler had recently bought a stake in Hyundai and Mitsubishi, and Thomas LaSorda, then head of DaimlerChrysler�s engine and transmission division, wanted to come up with ways for the three companies to collaborate.
All three organizations needed four-cylinder engines. Coventry was LaSorda�s pick to help lead the project.
A graduate of General Motors Institute, an engineering school established by General Motors and now called Kettering University, Coventry wanted to find a way to get rid of the waste and inefficiencies he had seen in traditional plants.
"My pet peeves are bureaucracy, structure and management," he says.
Over the next several months, Coventry and a team of executives from the three automakers brainstormed over meetings in Korea and the U.S.
During these discussions, the group came up with a list of companies within and outside of the industry, such as Dell, Wal-Mart and Toyota, to serve as benchmarks for the business model they wanted.
Like its Japanese peers, the alliance wanted to focus on kaizen, the Japanese term for continuous improvement. But Coventry says that GEMA doesn�t want to just replicate Toyota, which he concedes is "the rabbit" all automakers are trying to catch.
"We are doing many things that a Toyota employee would recognize, but the big differentiator is that our workforce has a much higher level of technical skill," he says.
GEMA�s nonexempt workers, who start at $21 an hour and work up to $30 within five years, must have either a two-year technical degree, a skilled journeyman�s card or five years� experience in advanced machining. This level of education is key to GEMA being more flexible, and thus faster than its competitors, Dunning says.
The other guiding principles of the plant�s culture are problem solving and "the four A�s": anyone can do anything anytime, anywhere. This means that workers rotate jobs�a model that is designed to give the plant more flexibility. Everyone on the floor has a similar title: They are "team members" and "team leaders."
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"Creating a plant around the concepts of flexibility and problem solving really comes down to the people we hire."
--Bruce Coventry
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By rotating jobs, the plant hopes to keep workers engaged and reduce the potential for injury, Coventry says. The chance of workers developing ergonomic injuries is lower if they aren�t repeating the exact same motions all day long, he says. So far there have been no ergonomical injuries at the plant.
There are also no foremen overseeing the workers at GEMA. In their place are the team leaders. In contrast to foremen, the team leaders don�t stand on the sidelines observing how the teams work. They work alongside six-person groups, each one including an engineer.
Coventry bristles if he sees engineers at their desks while he�s walking through the plant. "Having engineers on the floor enables us to solve problems right away when they happen," he says.
The shift structure is also different. Most auto plants have two shifts: a day and night shift, five days a week. The more senior workers usually get first pick, which means they work days, while younger employees work nights.
At GEMA, workers rotate shifts in crews of three, allowing the plant to have nearly continuous operation�21 hours a day, 6 days a week, 294 days of the year�while employees work only 196 days a year.
Under this schedule, hourly employees work 10 hours a day, four days a week, alternating between days and nights. Every third week of their rotation, they get five consecutive days off, on top of vacation time. The day shift is 6 a.m. to 4:30 p.m., and the night shift is 4:30 p.m. to 3 a.m., which includes an unpaid half-hour break and two 12-minute breaks.
The trade-off is that workers have to reset their body clocks to alternate between working days and nights in 10-hour stretches, instead of the usual eight-hour shifts.
"But that allows our workers to come in 49 days less than at a traditional plant," Coventry says, noting that at most auto plants, workers come in 245 days a year.
"Those are days that they don�t have to spend on child care or drive on $3-a-gallon gas."
Very few companies have workers alternating between days and nights because it can be tough, particularly for older workers, to shift their sleeping patterns, says Acacia Aguirre, medical director at Circadian Technologies, an international consulting firm that helps companies with shift work. But if workers can be in bed by 3:30 or 4 a.m., it�s not that bad. They can still go to sleep while it�s dark outside and will probably sleep until 8 or 9 a.m., she says.
However, workers who have to travel long distances to get home should be careful because the hours between 3 a.m. and 5 a.m. are when people are the least alert, Aguirre says.
Getting union buy-in
Bringing a new concept to the table is never easy in labor relations, but GEMA�s management was ready to spend as much time as needed explaining the benefits of the workforce model. The UAW initially was concerned about the "four A�s" concept, says Bruce Baumbach, the GEMA plant manager who helped oversee the negotiations.
"Their concern was that it would give management the ability to pull out anybody, anytime," he says.
Baumbach explained to the union leaders that the idea was to have a flexible model and that it would encompass all positions, including managers.
GEMA management also had to spend a lot of time making union leaders comfortable with the shift structure.
"They felt that people should be able to decide what shifts they hold," Baumbach says.
But the reason for the alternate shifts wasn�t just to increase productivity. It was also cultural, Baumbach says. By having alternating shifts, GEMA wanted to give workers the opportunity to know and work with one another and with salaried employees, who are only in during the daytime.
"Especially since the management team is mostly in on days, we want all of our people to be able to experience working with them," Baumbach says. "The union understood that."
But the union was also concerned about how its members would adapt to working days some weeks and nights during others. To address this, GEMA developed a counseling session to give new employees tips on how to adjust their internal clocks to the changes, Dunning says.
The UAW signed an agreement that lasts until 2011.
"The UAW leadership understands the competitive situation that we are in," Coventry says. "None of us are happy about it, but they are realistic. The only reason they support this is because they believe it will allow us to be here in 40 years."
UAW officials didn�t return calls seeking comment.
Creating a culture
Getting the right people in the door was the next challenge. "Creating a plant around the concepts of flexibility and problem solving really comes down to the people we hire," Coventry says.
GEMA placed ads in local newspapers and online and reached out to various organizations within a 75-mile radius of Dundee, Dunning says. For example, GEMA worked with Focus: Hope, a Detroit civil rights organization that promotes diversity and also has a machining technology institute.
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The time and money spent of finding good employees are GEMA are considerable, but so is the payoff in terms of workforce creativity. "The amount of time from problem to solution is shorter than I have ever seen it in my 17 years at Chrysler."
--Mark Dunning, senior manager of human resources
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"They helped us identify diverse prospects with good technical and collaborative skills," Dunning says.
Applicants to GEMA have to go through a grueling screening process that can take up to 12 hours. Only one in five candidates are accepted.
The process, which was developed with the help of Development Dimensions International, a Pittsburgh-based leadership development consultancy, requires candidates to take two one-hour exams designed to determine whether they are a good fit for GEMA�s team-based environment.
Applicants who score well are asked to take a four-hour interactive assessment, where they are evaluated as individuals and as members of teams. The assessments are meant to evaluate how they would handle hypothetical challenges facing the plant. For example, if a certain process within the plant wasn�t running efficiently, applicants would be asked to work as a team to figure out how to address the situation.
"We want to see not just that they are offering up ideas, but that they were open to others� ideas," Dunning says.
The final step is an interview with the operations managers and floor leaders, during which candidates are again asked about how they would handle different types of situations.
The process costs "in the four figures" per hire, Dunning says. So far, he believes the investment has been worth it.
"The amount of time from problem to solution is shorter than I have ever seen it in my 17 years at Chrysler," he says.
GEMA�s hourly hires are mostly people from small and midsized auto supply shops who are accustomed to taking on several roles at once and solving problems quickly, Dunning says.
The company has also hired five machinists from North�west Airlines and 12 graduates of Monroe Community College, which is just 14 miles away from the plant.
The culture of problem solving is evident when walking around the plant. White boards listing issues that need attention are positioned in different corners of the plant floor. Each board shows a chart of when the problem was identified, the status of it and who is working on it.
Giant electronic screens resembling scoreboards in a sports arena keep a running tab of productivity. These boards, which hang from the ceiling of the plant, indicate in red any machinery parts that are ending their run time and need to be replaced. Most parts don�t last indefinitely, and the boards alert workers so that they can replace them before they malfunction.
GEMA also has a performance management system that alerts workers to delays or breakdowns in productivity. This information is Web-based and available on computers as well as on a display board in the plant, says Dennis Cocco, president and founder of Activplant, the provider of the performance management system.
In most plants, he says, only foremen have access to this information, but at GEMA everyone can see where a problem occurs.
"This supports the culture of empowerment that defines GEMA," Cocco says. "It makes everyone more focused on fixing the problem."
To reward problem solvers, GEMA has a recognition program. Peers can reward one another, and managers can reward teams or individuals. Rewards range from a pizza lunch to American Express gift certificates.
GEMA also is developing a bonus program for employees who come up with innovative solutions to problems. Such incentive pay is almost unheard of at traditional auto plants.
"Bonuses will be based on meeting specific performance metrics," Dunning says.
But the real motivation for workers to be innovative is that it makes their jobs easier, Coventry says. And analysts say he isn�t being trite.
"In the auto industry, the best motivator you can give workers today is job security," McAlinden says.
Hurdles
The question remains whether GEMA�s workforce model is replicable. It�s one thing to build a plant from scratch, but it�s a completely different challenge to apply this model to an existing plant, where workers are already accustomed to doing things a certain way, analysts say.
There is also the concern about whether workers will be able to alternate between day and night shifts on a long-term basis. So far, GEMA�s employees seem to be adjusting. The plant�s turnover is 7 percent, slightly higher than the 5 percent industry average. Its absenteeism rate is 1.1 percent, including vacation and bereavement leave. That is significantly lower than the 14 percent industry average.
The biggest hurdle for GEMA, though, may be persuading the local UAW chapters throughout the country to accept this new way of doing things.
DaimlerChrysler, for one, is convinced this is the way to go, and it is implementing the GEMA model in new and existing plants as contracts come up for renewal, says Ed Saenz, a DaimlerChrysler spokes�man.
In April, the automaker signed agreements to use the GEMA model at plants in Ke�nosha, Wisconsin, and Trenton, Michigan.
"It�s a question of survival," says Bruce Baumhower, president of UAW Local 12 in Toledo, Ohio. He has negotiated for a job classification structure and team approach similar to GEMA�s at a DaimlerChrysler Jeep plant. "To compete, we need to be creative, or we lose our jobs."
From India, Pune
Absolutely agree with your comments on the current state of Education esp the way it is taught with more emphasis on learning by rote..or mugging rather than understanding the concepts & questioning them as well..as i mentioned earlier that the creativity of children goes down as she/he goes through the schooling..nevertheless some schools have recognized them and efforts are to instill & develop the same..
Thanks for sharing your thoughts...
Regards,
Rajat
Engine of Change
Innovative plant practices at the Global Engine Manufacturing Alliance serve as an example of how U.S. automakers may be able to better stand up to stiff global competitiion.
By Jessica Marquez
--------------------------------------------------------------------------------
It�s a Thursday morning in early April, and the Global Engine Manufacturing Alliance plant in Dundee, Michigan, is open as it always is, 21 hours a day, six days a week, 294 days a year.
But a visitor to the plant might wonder where all the workers are.
True, for an auto engine plant, GEMA is more automated and thus leaner than most. The facility�s total headcount is 275, significantly less than a typical engine plant, which has 600 to 2,000 workers.
But that�s not why the assembly lines seem empty, GEMA president Bruce Coventry says. "Since we�re ahead of schedule, a lot of our people are in training," he says.
Sure enough, down the hall are three rooms filled with employees being taught a wide array of subjects, ranging from how to assemble an engine to the study of mathematical formulas designed to teach problem-solving skills.
Over the next several months, these employees will receive up to 1,160 hours of such training in class and on the assembly floor.
"The fact that we are ahead of our production schedule allows us to focus our people on problem solving and continuous improvement," Coventry says. "That�s a luxury that most organizations don�t usually have."
And that�s why automakers from around the world, including GEMA�s three owners�DaimlerChrysler, Mitsubishi and Hyundai�are keeping close track of this facility, located 60 miles outside of Detroit.
As General Motors and Ford seek to shed thousands of their union-represented employees, they are looking ahead to what kind of workforce they will need to compete in the increasingly global market.
"They need a new business model for labor agreements and new kinds of workers," says Sean McAlinden, chief economist and vice president of research at the Center for Automotive Research in Ann Arbor, Michigan.
Many are thinking that GEMA may prove to be that model, he says.
The Dundee facility, which opened in October, stands out from other auto plants in every aspect of how it manages its workforce. Its hourly employees are highly educated and rotate jobs and shifts to provide for greater flexibility. That�s an unheard of concept in the traditional auto plant, where each worker is usually assigned to one and only one job.
Another unique aspect of GEMA�s workforce model is that contractors, whom the plant refers to as "partners," work alongside assembly workers and engineers, sporting the same black-and-white uniforms. "We want everyone to feel like they are part of a team," Coventry says.
But the most unheard of thing for the auto industry is that the United Auto Workers has agreed to the concept.
"This is an agreement that every automaker is looking at with laser eyes," McAlinden says.
GEMA expects to open a second facility in October on the same premises. At full capacity the Dundee plants will have 532 workers and produce 840,000 engines annually. Its goal is to be the most productive engine plant in the world, beating the industry standard of 1.8 hours of production per engine, says Mark Dunning, senior manager of human resources. The company says that so far GEMA is on track to hit those numbers, though it will not disclose preliminary data.
The initial investment for the two plants was $804 million, 50 percent less than DaimlerChrysler had ever invested in an engine plant, Coventry says.
The automakers� joint venture also has two non-GEMA plants in South Korea and one in Japan that produce engines for Hyundai and Mitsubishi, respectively. When all of the plants are operational by year�s end, the venture will have the capacity to produce 1.8 million engines annually.
GEMA's origin
Coventry, who had been an engine plant manager for Chrysler since 1995, was the logical choice to come up with the idea for GEMA in 2001. Chrysler had recently bought a stake in Hyundai and Mitsubishi, and Thomas LaSorda, then head of DaimlerChrysler�s engine and transmission division, wanted to come up with ways for the three companies to collaborate.
All three organizations needed four-cylinder engines. Coventry was LaSorda�s pick to help lead the project.
A graduate of General Motors Institute, an engineering school established by General Motors and now called Kettering University, Coventry wanted to find a way to get rid of the waste and inefficiencies he had seen in traditional plants.
"My pet peeves are bureaucracy, structure and management," he says.
Over the next several months, Coventry and a team of executives from the three automakers brainstormed over meetings in Korea and the U.S.
During these discussions, the group came up with a list of companies within and outside of the industry, such as Dell, Wal-Mart and Toyota, to serve as benchmarks for the business model they wanted.
Like its Japanese peers, the alliance wanted to focus on kaizen, the Japanese term for continuous improvement. But Coventry says that GEMA doesn�t want to just replicate Toyota, which he concedes is "the rabbit" all automakers are trying to catch.
"We are doing many things that a Toyota employee would recognize, but the big differentiator is that our workforce has a much higher level of technical skill," he says.
GEMA�s nonexempt workers, who start at $21 an hour and work up to $30 within five years, must have either a two-year technical degree, a skilled journeyman�s card or five years� experience in advanced machining. This level of education is key to GEMA being more flexible, and thus faster than its competitors, Dunning says.
The other guiding principles of the plant�s culture are problem solving and "the four A�s": anyone can do anything anytime, anywhere. This means that workers rotate jobs�a model that is designed to give the plant more flexibility. Everyone on the floor has a similar title: They are "team members" and "team leaders."
--------------------------------------------------------------------------------
"Creating a plant around the concepts of flexibility and problem solving really comes down to the people we hire."
--Bruce Coventry
--------------------------------------------------------------------------------
By rotating jobs, the plant hopes to keep workers engaged and reduce the potential for injury, Coventry says. The chance of workers developing ergonomic injuries is lower if they aren�t repeating the exact same motions all day long, he says. So far there have been no ergonomical injuries at the plant.
There are also no foremen overseeing the workers at GEMA. In their place are the team leaders. In contrast to foremen, the team leaders don�t stand on the sidelines observing how the teams work. They work alongside six-person groups, each one including an engineer.
Coventry bristles if he sees engineers at their desks while he�s walking through the plant. "Having engineers on the floor enables us to solve problems right away when they happen," he says.
The shift structure is also different. Most auto plants have two shifts: a day and night shift, five days a week. The more senior workers usually get first pick, which means they work days, while younger employees work nights.
At GEMA, workers rotate shifts in crews of three, allowing the plant to have nearly continuous operation�21 hours a day, 6 days a week, 294 days of the year�while employees work only 196 days a year.
Under this schedule, hourly employees work 10 hours a day, four days a week, alternating between days and nights. Every third week of their rotation, they get five consecutive days off, on top of vacation time. The day shift is 6 a.m. to 4:30 p.m., and the night shift is 4:30 p.m. to 3 a.m., which includes an unpaid half-hour break and two 12-minute breaks.
The trade-off is that workers have to reset their body clocks to alternate between working days and nights in 10-hour stretches, instead of the usual eight-hour shifts.
"But that allows our workers to come in 49 days less than at a traditional plant," Coventry says, noting that at most auto plants, workers come in 245 days a year.
"Those are days that they don�t have to spend on child care or drive on $3-a-gallon gas."
Very few companies have workers alternating between days and nights because it can be tough, particularly for older workers, to shift their sleeping patterns, says Acacia Aguirre, medical director at Circadian Technologies, an international consulting firm that helps companies with shift work. But if workers can be in bed by 3:30 or 4 a.m., it�s not that bad. They can still go to sleep while it�s dark outside and will probably sleep until 8 or 9 a.m., she says.
However, workers who have to travel long distances to get home should be careful because the hours between 3 a.m. and 5 a.m. are when people are the least alert, Aguirre says.
Getting union buy-in
Bringing a new concept to the table is never easy in labor relations, but GEMA�s management was ready to spend as much time as needed explaining the benefits of the workforce model. The UAW initially was concerned about the "four A�s" concept, says Bruce Baumbach, the GEMA plant manager who helped oversee the negotiations.
"Their concern was that it would give management the ability to pull out anybody, anytime," he says.
Baumbach explained to the union leaders that the idea was to have a flexible model and that it would encompass all positions, including managers.
GEMA management also had to spend a lot of time making union leaders comfortable with the shift structure.
"They felt that people should be able to decide what shifts they hold," Baumbach says.
But the reason for the alternate shifts wasn�t just to increase productivity. It was also cultural, Baumbach says. By having alternating shifts, GEMA wanted to give workers the opportunity to know and work with one another and with salaried employees, who are only in during the daytime.
"Especially since the management team is mostly in on days, we want all of our people to be able to experience working with them," Baumbach says. "The union understood that."
But the union was also concerned about how its members would adapt to working days some weeks and nights during others. To address this, GEMA developed a counseling session to give new employees tips on how to adjust their internal clocks to the changes, Dunning says.
The UAW signed an agreement that lasts until 2011.
"The UAW leadership understands the competitive situation that we are in," Coventry says. "None of us are happy about it, but they are realistic. The only reason they support this is because they believe it will allow us to be here in 40 years."
UAW officials didn�t return calls seeking comment.
Creating a culture
Getting the right people in the door was the next challenge. "Creating a plant around the concepts of flexibility and problem solving really comes down to the people we hire," Coventry says.
GEMA placed ads in local newspapers and online and reached out to various organizations within a 75-mile radius of Dundee, Dunning says. For example, GEMA worked with Focus: Hope, a Detroit civil rights organization that promotes diversity and also has a machining technology institute.
--------------------------------------------------------------------------------
The time and money spent of finding good employees are GEMA are considerable, but so is the payoff in terms of workforce creativity. "The amount of time from problem to solution is shorter than I have ever seen it in my 17 years at Chrysler."
--Mark Dunning, senior manager of human resources
--------------------------------------------------------------------------------
"They helped us identify diverse prospects with good technical and collaborative skills," Dunning says.
Applicants to GEMA have to go through a grueling screening process that can take up to 12 hours. Only one in five candidates are accepted.
The process, which was developed with the help of Development Dimensions International, a Pittsburgh-based leadership development consultancy, requires candidates to take two one-hour exams designed to determine whether they are a good fit for GEMA�s team-based environment.
Applicants who score well are asked to take a four-hour interactive assessment, where they are evaluated as individuals and as members of teams. The assessments are meant to evaluate how they would handle hypothetical challenges facing the plant. For example, if a certain process within the plant wasn�t running efficiently, applicants would be asked to work as a team to figure out how to address the situation.
"We want to see not just that they are offering up ideas, but that they were open to others� ideas," Dunning says.
The final step is an interview with the operations managers and floor leaders, during which candidates are again asked about how they would handle different types of situations.
The process costs "in the four figures" per hire, Dunning says. So far, he believes the investment has been worth it.
"The amount of time from problem to solution is shorter than I have ever seen it in my 17 years at Chrysler," he says.
GEMA�s hourly hires are mostly people from small and midsized auto supply shops who are accustomed to taking on several roles at once and solving problems quickly, Dunning says.
The company has also hired five machinists from North�west Airlines and 12 graduates of Monroe Community College, which is just 14 miles away from the plant.
The culture of problem solving is evident when walking around the plant. White boards listing issues that need attention are positioned in different corners of the plant floor. Each board shows a chart of when the problem was identified, the status of it and who is working on it.
Giant electronic screens resembling scoreboards in a sports arena keep a running tab of productivity. These boards, which hang from the ceiling of the plant, indicate in red any machinery parts that are ending their run time and need to be replaced. Most parts don�t last indefinitely, and the boards alert workers so that they can replace them before they malfunction.
GEMA also has a performance management system that alerts workers to delays or breakdowns in productivity. This information is Web-based and available on computers as well as on a display board in the plant, says Dennis Cocco, president and founder of Activplant, the provider of the performance management system.
In most plants, he says, only foremen have access to this information, but at GEMA everyone can see where a problem occurs.
"This supports the culture of empowerment that defines GEMA," Cocco says. "It makes everyone more focused on fixing the problem."
To reward problem solvers, GEMA has a recognition program. Peers can reward one another, and managers can reward teams or individuals. Rewards range from a pizza lunch to American Express gift certificates.
GEMA also is developing a bonus program for employees who come up with innovative solutions to problems. Such incentive pay is almost unheard of at traditional auto plants.
"Bonuses will be based on meeting specific performance metrics," Dunning says.
But the real motivation for workers to be innovative is that it makes their jobs easier, Coventry says. And analysts say he isn�t being trite.
"In the auto industry, the best motivator you can give workers today is job security," McAlinden says.
Hurdles
The question remains whether GEMA�s workforce model is replicable. It�s one thing to build a plant from scratch, but it�s a completely different challenge to apply this model to an existing plant, where workers are already accustomed to doing things a certain way, analysts say.
There is also the concern about whether workers will be able to alternate between day and night shifts on a long-term basis. So far, GEMA�s employees seem to be adjusting. The plant�s turnover is 7 percent, slightly higher than the 5 percent industry average. Its absenteeism rate is 1.1 percent, including vacation and bereavement leave. That is significantly lower than the 14 percent industry average.
The biggest hurdle for GEMA, though, may be persuading the local UAW chapters throughout the country to accept this new way of doing things.
DaimlerChrysler, for one, is convinced this is the way to go, and it is implementing the GEMA model in new and existing plants as contracts come up for renewal, says Ed Saenz, a DaimlerChrysler spokes�man.
In April, the automaker signed agreements to use the GEMA model at plants in Ke�nosha, Wisconsin, and Trenton, Michigan.
"It�s a question of survival," says Bruce Baumhower, president of UAW Local 12 in Toledo, Ohio. He has negotiated for a job classification structure and team approach similar to GEMA�s at a DaimlerChrysler Jeep plant. "To compete, we need to be creative, or we lose our jobs."
From India, Pune
Dear all,
I'm sure we have all engaged in brainstorming sessions. But have you ever considered Negative Brainstorming? It was a revelation for me. Please read on.
http://allbusiness.com <link updated to site home>
I'm sure all of you have used brainstorming to generate ideas. Negative brainstorming aims to generate ideas that will help you achieve the opposite of what you really want to achieve. For example, we might brainstorm 'how can we ensure our organization is fined for a health and safety breach?' or 'how can we ensure our meetings are a complete waste of time or badly run?'
When we have generated our list of ideas and actions, we can do one of two things. We can either 'change the signs' so that we have a list of things that will help us achieve what we really want and/or we can ask ourselves 'how many of these things are we doing?' This can be an extremely interesting exercise, and the answers often bring an unpleasant surprise or two!
So let's play. What are your ideas to ensure that a Six Sigma initiative fails? The list below gives you a few good ideas, but I'm sure that you can add many of your own.
* Lack of real management commitment - simply a lip-service approach;
* Ensure the improvement efforts are not linked to the strategy or business plan;
* Don't train our managers to manage processes;
* Ensure there are no 'Six Sigma objectives' in the managers' personal goals and objectives for the year;
* Ensure the reward and recognition policy excludes the behaviors and goals associated with Six Sigma;
* Ensure the people working in the processes are not involved in any improvement efforts;
* Make all decisions based on gut feel rather than data;
* Make no differentiation between natural and special cause variation, ensuring that we tamper with our processes and increase variation as a result;
* Ignore the real 'voice of the customer' and assume that you know what your customer's requirements are.
Negative brainstorming can be a fun exercise, and you'll find that most people seem to be very creative in negative mode.
Culture plays a big part in successful Six Sigma initiatives. The culture, systems, and outputs of organizations reflect the thinking that goes on within them, but particularly at the top.
Consider this quotation from Albert Einstein:
'The significant problems we face cannot be solved by the same level of thinking which caused them.'
Six Sigma thinking is what's needed, and General Electric's retired chairman and CEO, Jack Welch, demonstrates that thinking in so many ways.
He was determined to make Six Sigma a natural part of the way GE's business was (and is) run. That involved total commitment from him to put it and keep it on the agenda and to integrate it with everything that GE does. Managers do not get promotions, for example, unless they have completed specific Six Sigma training, passed an exam, and successfully led improvement projects. So guess what, they do it! But what sort of thinking goes on in the minds of so many other business leaders and managers who appear to play games when it comes to achieving quality? I use the word 'play' because it's clear that very few are serious about achieving it. If we ask the question, 'who's in favor of defect-free products and processes?' I'm sure everyone would say 'yes', particularly your customers. And yet management behavior suggests otherwise. Consider the number of management fads that have been and gone or the number of total quality initiatives that burned briefly bright then faded and died. How could it happen? How could organizations invest all that time, effort, and money into them and yet allow them to fail? The simple yet complex answer is leadership and management.
At least some of the actions that leaders and managers must do have been identified in the earlier articles in this series, and indeed in the negative brainstorm list above. For me, one of the keys is for managers to understand that their role is to manage processes. And I really mean manage.
The problem is that very few organizations train their managers to manage processes, though. As a consequence, they tend to focus on managing and blaming people for things that go wrong. Deming summed this up well when he said: "Eighty-five percent of the reasons for failure to meet customer expectations are related to deficiencies in systems and process, rather than the employee. The role of management is to change the process rather than badgering individuals to do better."
The role of the manager should be to work on the process, with the people in the process, and to continually find ways of improving it. One of the first things for the manager to then realize is the need to meet the requirements of the process.
Very simply, if we are to meet the requirements of our customers, we need the right number of people in place at the right time, and with the right skills, knowledge, and experience. And we need to ensure that there are training plans in place to develop their potential or close any gaps in their capabilities.
We need the right equipment in terms of machines and software, and we need to make sure it's maintained and kept up to date. And, of course, we need the right facilities for our activities.
Procedures can be linked to process maps but must be kept up to date and presented in a way that's user-friendly so that they are understood, followed, and actively used. The same is true of 'standards' which apply. These may be to do with regulatory requirements or service standards and authority limits, for example.
The requirements of the process may seem obvious, but so often they are overlooked. Ensuring they are met is part of the manager's role in managing processes.
So, in future years, will your customers be experiencing service that represents an entirely new dimension, or will it be 'business as usual?' As leaders, it's your choice.
How can we ensure meetings are a disaster?
How can we ensure the organization is fined for a health and safety breach?
'Change the signs to positive', or ask 'how many of these things are we doing?!'
SIDEBAR
A process is managed when there's a balance of input, process, and output measures
AUTHOR_AFFILIATION
John Morgan is a director of Catalyst Consulting. His many years of experience include operational and management roles for major insurance companies. He is a regular speaker on the conference circuit and leads the BQF workshops 'Six Sigma and business excellence'. He has co-written 'SPC in the office' - a practical guide to continuous improvement and a range of articles for quality press magazines.
From India, Pune
I'm sure we have all engaged in brainstorming sessions. But have you ever considered Negative Brainstorming? It was a revelation for me. Please read on.
http://allbusiness.com <link updated to site home>
I'm sure all of you have used brainstorming to generate ideas. Negative brainstorming aims to generate ideas that will help you achieve the opposite of what you really want to achieve. For example, we might brainstorm 'how can we ensure our organization is fined for a health and safety breach?' or 'how can we ensure our meetings are a complete waste of time or badly run?'
When we have generated our list of ideas and actions, we can do one of two things. We can either 'change the signs' so that we have a list of things that will help us achieve what we really want and/or we can ask ourselves 'how many of these things are we doing?' This can be an extremely interesting exercise, and the answers often bring an unpleasant surprise or two!
So let's play. What are your ideas to ensure that a Six Sigma initiative fails? The list below gives you a few good ideas, but I'm sure that you can add many of your own.
* Lack of real management commitment - simply a lip-service approach;
* Ensure the improvement efforts are not linked to the strategy or business plan;
* Don't train our managers to manage processes;
* Ensure there are no 'Six Sigma objectives' in the managers' personal goals and objectives for the year;
* Ensure the reward and recognition policy excludes the behaviors and goals associated with Six Sigma;
* Ensure the people working in the processes are not involved in any improvement efforts;
* Make all decisions based on gut feel rather than data;
* Make no differentiation between natural and special cause variation, ensuring that we tamper with our processes and increase variation as a result;
* Ignore the real 'voice of the customer' and assume that you know what your customer's requirements are.
Negative brainstorming can be a fun exercise, and you'll find that most people seem to be very creative in negative mode.
Culture plays a big part in successful Six Sigma initiatives. The culture, systems, and outputs of organizations reflect the thinking that goes on within them, but particularly at the top.
Consider this quotation from Albert Einstein:
'The significant problems we face cannot be solved by the same level of thinking which caused them.'
Six Sigma thinking is what's needed, and General Electric's retired chairman and CEO, Jack Welch, demonstrates that thinking in so many ways.
He was determined to make Six Sigma a natural part of the way GE's business was (and is) run. That involved total commitment from him to put it and keep it on the agenda and to integrate it with everything that GE does. Managers do not get promotions, for example, unless they have completed specific Six Sigma training, passed an exam, and successfully led improvement projects. So guess what, they do it! But what sort of thinking goes on in the minds of so many other business leaders and managers who appear to play games when it comes to achieving quality? I use the word 'play' because it's clear that very few are serious about achieving it. If we ask the question, 'who's in favor of defect-free products and processes?' I'm sure everyone would say 'yes', particularly your customers. And yet management behavior suggests otherwise. Consider the number of management fads that have been and gone or the number of total quality initiatives that burned briefly bright then faded and died. How could it happen? How could organizations invest all that time, effort, and money into them and yet allow them to fail? The simple yet complex answer is leadership and management.
At least some of the actions that leaders and managers must do have been identified in the earlier articles in this series, and indeed in the negative brainstorm list above. For me, one of the keys is for managers to understand that their role is to manage processes. And I really mean manage.
The problem is that very few organizations train their managers to manage processes, though. As a consequence, they tend to focus on managing and blaming people for things that go wrong. Deming summed this up well when he said: "Eighty-five percent of the reasons for failure to meet customer expectations are related to deficiencies in systems and process, rather than the employee. The role of management is to change the process rather than badgering individuals to do better."
The role of the manager should be to work on the process, with the people in the process, and to continually find ways of improving it. One of the first things for the manager to then realize is the need to meet the requirements of the process.
Very simply, if we are to meet the requirements of our customers, we need the right number of people in place at the right time, and with the right skills, knowledge, and experience. And we need to ensure that there are training plans in place to develop their potential or close any gaps in their capabilities.
We need the right equipment in terms of machines and software, and we need to make sure it's maintained and kept up to date. And, of course, we need the right facilities for our activities.
Procedures can be linked to process maps but must be kept up to date and presented in a way that's user-friendly so that they are understood, followed, and actively used. The same is true of 'standards' which apply. These may be to do with regulatory requirements or service standards and authority limits, for example.
The requirements of the process may seem obvious, but so often they are overlooked. Ensuring they are met is part of the manager's role in managing processes.
So, in future years, will your customers be experiencing service that represents an entirely new dimension, or will it be 'business as usual?' As leaders, it's your choice.
How can we ensure meetings are a disaster?
How can we ensure the organization is fined for a health and safety breach?
'Change the signs to positive', or ask 'how many of these things are we doing?!'
SIDEBAR
A process is managed when there's a balance of input, process, and output measures
AUTHOR_AFFILIATION
John Morgan is a director of Catalyst Consulting. His many years of experience include operational and management roles for major insurance companies. He is a regular speaker on the conference circuit and leads the BQF workshops 'Six Sigma and business excellence'. He has co-written 'SPC in the office' - a practical guide to continuous improvement and a range of articles for quality press magazines.
From India, Pune
It's a nice way to lead one's life - to dream and realize them on the planet. But how many of us get real successful to build a techno-marvel organization? The focus and commitment play an important role once you have dreams floating. It's essential to focus and lead the path to it. If it's not leading to dreams, then you need to change your focus.
From India, Delhi
From India, Delhi
Hi Umalme,
It's a nice way to lead one's life - to dream and realize them on the planet. But how many of us get really successful to build a techno-marvel organization? The focus and commitment play an important role once you have dreams floating. It's focused to lead the path to it. If it's not leading to dreams, then you need to change your focus.
That's the point which has been the underlying baseline across all my postings in this forum.
Besides, unless we all implement these in our personal and professional lives, we wouldn't be able to make an impact.
Further to this posting, I am attaching a note by David Ogilvy,
"The Dolls That Helped Attract Great Talent"
In the years after World War II, advertising was America's glamour industry. The competition was fierce for the best and brightest talent. David Ogilvy stood at the top of this time and was well known for writing "rules" for great advertising based primarily on his experiences as a direct marketer and market researcher. His core belief, though, was that great advertising started with great and intelligent people. He said that he was looking for "gentlemen with brains." And at that time, it primarily was "gentlemen" and not "gentlepeople."
Ogilvy drove home the importance of attracting great people to his office managers through a unique and effective device - he gave them dolls. Not just any dolls. A set of the nesting, Russian matryoshka dolls. Every new office manager received a set with a personal note from Ogilvy inside the smallest doll. The note said, "If we each hire people smaller and less capable than ourselves, we will become a company of dwarves. If we hire people greater than ourselves, we will become a company of giants."
A powerful lesson, powerfully delivered. There are two lessons here. The obvious one is that we need to have the guts and vision to hire people who are better than us (at least at some aspects of our jobs). The second is more subtle. As business leaders, we need to think about how we send messages to our team in ways that get them heard.
From India, Pune
It's a nice way to lead one's life - to dream and realize them on the planet. But how many of us get really successful to build a techno-marvel organization? The focus and commitment play an important role once you have dreams floating. It's focused to lead the path to it. If it's not leading to dreams, then you need to change your focus.
That's the point which has been the underlying baseline across all my postings in this forum.
Besides, unless we all implement these in our personal and professional lives, we wouldn't be able to make an impact.
Further to this posting, I am attaching a note by David Ogilvy,
"The Dolls That Helped Attract Great Talent"
In the years after World War II, advertising was America's glamour industry. The competition was fierce for the best and brightest talent. David Ogilvy stood at the top of this time and was well known for writing "rules" for great advertising based primarily on his experiences as a direct marketer and market researcher. His core belief, though, was that great advertising started with great and intelligent people. He said that he was looking for "gentlemen with brains." And at that time, it primarily was "gentlemen" and not "gentlepeople."
Ogilvy drove home the importance of attracting great people to his office managers through a unique and effective device - he gave them dolls. Not just any dolls. A set of the nesting, Russian matryoshka dolls. Every new office manager received a set with a personal note from Ogilvy inside the smallest doll. The note said, "If we each hire people smaller and less capable than ourselves, we will become a company of dwarves. If we hire people greater than ourselves, we will become a company of giants."
A powerful lesson, powerfully delivered. There are two lessons here. The obvious one is that we need to have the guts and vision to hire people who are better than us (at least at some aspects of our jobs). The second is more subtle. As business leaders, we need to think about how we send messages to our team in ways that get them heard.
From India, Pune
Creative Day Jobs: 7 Key Reasons Why A Creative Day Job Can Be Great For YOUR CreativityBy Dan Goodwin
Whatever your creative talents, and however much you nurture them, the chances are, like the majority of creative people, you�re not able to make a full time living through them.
Maybe this is through not yet being in a place where you have enough exposure and opportunity to earn money from your creative work.
Maybe it�s because the work you create is not something that could be easily marketed in large enough volumes or at a high enough monetary value to enable you to live off solely.
Or maybe you�ve made the choice that your creative work is not something you wish to do for profit at all, and the experience and pleasure of creating is what�s important to you.
Whichever of these applies to you, we all have some basic needs in our lives and many of these require us to earn money.
So working in a day job that you can enjoy, is not too stressful, pays your bills each month, and gives you time to create the work that is important to you, makes a lot of sense.
Here are 7 of the top reasons why a creative day job can, more than being a financial necessity, actually be fantastic for your creativity in a variety of different ways -
1. You can generate extra funds to invest in your creativity. Whether it�s to buy materials, equipment, books, or courses, having extra income to put aside to invest in your creative efforts can make a huge difference to your development as an artist. At the simplest level, if you don�t have the equipment you need to create, you�re not going to be able to create!
2. It can be a constant source of inspiration. Working somewhere that�s busy and stimulating, such as a caf�, shop or school, can provide an endless source of inspiration. Once you begin to form the habit of absorbing your environment with senses hungry for creative ideas, you�ll notice your creativity is continually fed and stimulated.
3. It relieves the pressure of having to be constantly creative. However great our talents, none of us can be creative every waking hour of every day! By committing time each day/week to working in a day job, we give our creativity some time off to recuperate, and ease the expectation (mainly from ourselves) of having to produce amazing works of creativity in every single act we do.
4. You can meet a wide variety of new people. People are as interesting as you want them to be. By having a strong sense of curiosity and a desire to be genuinely interested in the lives of others, you�ll not only make friends quickly, you�ll also find life so much more interesting and stimulating yourself.
5. It increases your confidence and self-esteem. Choosing to take responsibility for yourself and your life shows strength, independence and that you care about yourself. This naturally builds up your self-esteem and leads to greater confidence in all things you do, including the creative projects you undertake.
6. You make new contacts and build networks. Depending on the creative day job you have, there are a number of opportunities to talk with people about your own creative work and share similar experiences, joys and struggles. For example if you�re a budding painter, and work in an art supplies store, it�s fairly easy to break the ice and start chatting to other artists who come in to buy similar materials to those you use.
7. You retain greater creative authenticity. Some people may see working a day job to support their creativity as a compromise in integrity or selling out in some way on the true purpose of their creative work. In fact, quite the opposite can happen. By relieving the pressure of having to make money from your creative projects, you can be freed to create the work you�re truly passionate about, without having to make any compromises.
If you have a creative day job already, which of the above do you relate to? Are there any other advantages you can add to the list?
If you�re considering finding a creative day job, maybe these reasons will help you decide whether it�s the right choice for you, and what kind of job may best suit your creative life.
Remember there�s no shame in supporting your creativity, and, as you can see from the evidence above, there�s an abundance of great benefits to be enjoyed.
� Copyright 2006 Dan Goodwin
Creativity Coach Dan Goodwin publishes �Create Create!�, a FREE twice monthly ezine for people who want simple and powerful articles, tips and exercises to help them unleash their creative talents. To Sign up today and get your FREE �Explode Your Creativity!� Action Workbook, visit http://www.CoachCreative.com
Article Source: <link outdated-removed>
From India, Pune
Whatever your creative talents, and however much you nurture them, the chances are, like the majority of creative people, you�re not able to make a full time living through them.
Maybe this is through not yet being in a place where you have enough exposure and opportunity to earn money from your creative work.
Maybe it�s because the work you create is not something that could be easily marketed in large enough volumes or at a high enough monetary value to enable you to live off solely.
Or maybe you�ve made the choice that your creative work is not something you wish to do for profit at all, and the experience and pleasure of creating is what�s important to you.
Whichever of these applies to you, we all have some basic needs in our lives and many of these require us to earn money.
So working in a day job that you can enjoy, is not too stressful, pays your bills each month, and gives you time to create the work that is important to you, makes a lot of sense.
Here are 7 of the top reasons why a creative day job can, more than being a financial necessity, actually be fantastic for your creativity in a variety of different ways -
1. You can generate extra funds to invest in your creativity. Whether it�s to buy materials, equipment, books, or courses, having extra income to put aside to invest in your creative efforts can make a huge difference to your development as an artist. At the simplest level, if you don�t have the equipment you need to create, you�re not going to be able to create!
2. It can be a constant source of inspiration. Working somewhere that�s busy and stimulating, such as a caf�, shop or school, can provide an endless source of inspiration. Once you begin to form the habit of absorbing your environment with senses hungry for creative ideas, you�ll notice your creativity is continually fed and stimulated.
3. It relieves the pressure of having to be constantly creative. However great our talents, none of us can be creative every waking hour of every day! By committing time each day/week to working in a day job, we give our creativity some time off to recuperate, and ease the expectation (mainly from ourselves) of having to produce amazing works of creativity in every single act we do.
4. You can meet a wide variety of new people. People are as interesting as you want them to be. By having a strong sense of curiosity and a desire to be genuinely interested in the lives of others, you�ll not only make friends quickly, you�ll also find life so much more interesting and stimulating yourself.
5. It increases your confidence and self-esteem. Choosing to take responsibility for yourself and your life shows strength, independence and that you care about yourself. This naturally builds up your self-esteem and leads to greater confidence in all things you do, including the creative projects you undertake.
6. You make new contacts and build networks. Depending on the creative day job you have, there are a number of opportunities to talk with people about your own creative work and share similar experiences, joys and struggles. For example if you�re a budding painter, and work in an art supplies store, it�s fairly easy to break the ice and start chatting to other artists who come in to buy similar materials to those you use.
7. You retain greater creative authenticity. Some people may see working a day job to support their creativity as a compromise in integrity or selling out in some way on the true purpose of their creative work. In fact, quite the opposite can happen. By relieving the pressure of having to make money from your creative projects, you can be freed to create the work you�re truly passionate about, without having to make any compromises.
If you have a creative day job already, which of the above do you relate to? Are there any other advantages you can add to the list?
If you�re considering finding a creative day job, maybe these reasons will help you decide whether it�s the right choice for you, and what kind of job may best suit your creative life.
Remember there�s no shame in supporting your creativity, and, as you can see from the evidence above, there�s an abundance of great benefits to be enjoyed.
� Copyright 2006 Dan Goodwin
Creativity Coach Dan Goodwin publishes �Create Create!�, a FREE twice monthly ezine for people who want simple and powerful articles, tips and exercises to help them unleash their creative talents. To Sign up today and get your FREE �Explode Your Creativity!� Action Workbook, visit http://www.CoachCreative.com
Article Source: <link outdated-removed>
From India, Pune
After going through such wonderful contributions by the members of Cite HR, I feel proud to be a part of them. But to all of you, as a part of this, I have a few questions still in my mind.
Creativity is relative to the social group that one is brought up in. If that is true, then how can we improve creativity in a person who has strictly limited himself to a very few social groups? And if that is not true, then what are the other crucial factors that enhance the creativity of a person?
I say this because I believe that knowledge comes from the accumulation of experiences or observations, and consequently, that leads to creativity.
Please reply soon.
Regards,
VINAY
From India
Creativity is relative to the social group that one is brought up in. If that is true, then how can we improve creativity in a person who has strictly limited himself to a very few social groups? And if that is not true, then what are the other crucial factors that enhance the creativity of a person?
I say this because I believe that knowledge comes from the accumulation of experiences or observations, and consequently, that leads to creativity.
Please reply soon.
Regards,
VINAY
From India
Hi Vinay,
Hmm..as per my experience on the study on this subject whether one is brought up in a secluded environment or not doesn't affect one's creativity..
For instance take the examples of scientists or authors who by n large remain reclusive have produced inentions & great literary works..or the scriptwriters/directors who remain in touch with the number of people to write/make films on relevant issues..
True..agree with you..therefore one's attitude is very important..
Creativity Is The KeyBy Kurt Hurley
�There is nothing in a caterpillar that tells you it's going to be a butterfly.� �Buckminster Fuller
In my opinion, the greatest facet of life, about living is indeed our divine and inborn ability to create, nothing is as fully expansive (far-reaching) and rewarding�nothing! For example� Have you ever watched four and five-year-olds at play? They are starry-eyed, curious and highly creative in their games. They don�t know yet, what they don�t know. Their creative limits have no bounds; no one has impressed upon them that they can�t do something. They�re fearless explorers, artists, or musicians; some are even comedians in the making. They have not yet been pressured to conform and they think they can do anything and that nothing is beyond their capabilities.
Research shows that every human being is capable of creative thought. We have creative abilities that often show up very early in life. Studies show that the average adult thinks of only three to four alternate ideas for any given situation, while the average child can come up with sixty. They have proven that as far as creativity is concerned, quantity equals quality. Having the subjects make a list of ideas, they have shown that the longer the list, the higher the quality of the final solution. The very best ideas usually appear at the end of the list.
Actually, creativity is bred into us as humans; it�s in our genes - a part of our very DNA. Unfortunately, as we grow older, the pressures of having to grow up, go to school, get a job, all seem to repress our creative tendencies. The stress of everyday living, coupled with occasional dilemmas, leaves us too drained to be truly creative.
But creativity is power and is essential to our well-being. Without creativity, our lives become predictable, routine, boring, and pedantic. The good news is we can all be highly creative. Now I know you�re saying, �But I�m not at all creative. I can�t paint or even draw a straight line, I don�t know one note from another, and I�ve never been able to write worth a darn. Poetry? Don�t make me laugh!� Okay, so most of us are not Edison, DaVinci, Einstein, Mozart, or Shakespeare. However, we are all creative in our own way. We simply have to recognize our own unique talents and skills. Ask yourself these questions:
1. Are you constantly looking for new goals, something new to accomplish?
2. Do you like to look at what already exists and ask �What if?�
3. When you try something new and different, does it make you feel smarter?
4. Do you enjoy teaching someone a new skill?
5. Are you good at problem solving?
Then, pat yourself on the back - you are a �creative� person! Creativity doesn�t always result in a tangible product. Sometimes its ideas, problem solving, or teaching; but it is indeed, creativity in action. Creativity enables us to better ourselves, develop awareness, and expand our horizons as well as those of other people.
When the potential for creativity meets the promise of skill, you�ve made contact with the creative spirit. There�s no holding you back now. You�ve received that divine flash of inspiration, that �aha!� moment of illumination, and you are ready to take those creative risks. This is lucent creation!
Now, you�re probably wondering exactly what it is that you need to do to assure yourself of creative success. You do need certain tools and skills to accomplish this task. First, you need a certain expertise in whatever arena you�ve chosen to pursue your creativity in. If you have zero knowledge in the field of science, odds are you will not make the next fantastic breakthrough in medicine or invent the replacement for the wheel. You must find the field that is your special interest and skill setting. Some expertise is essential for success, believe me I never in a million years thought I would evolve into a motivator, a coach or an inspirator, but guess what�here I am.
The next tool essential for your success is the ability to think creatively in your chosen field - being able to imagine a whole realm of possibilities. That includes the ability to turn things over in your mind until you find the answer. Persistence is required - that determination to keep on tackling a problem until you solve it. Know when to turn things upside down and look at them differently. You must know when to nurture the process of creativity and when to let it rest in your mind until it�s ready to fly free and it might be wise to allow some time for this flow to...flow.
Another vital tool in this search for creativity is courage - to be willing to take the creative risks and try something you�ve never tried before. You have to be open to whatever new possibilities that present themselves to you. You never know when ideas will come.
Finally, you must have passion - the desire to succeed no matter what. It doesn�t matter what the end prize happens to be or what manner of compensation you might receive. The passion is all that�s important - the desire to make whatever works, no matter what. Albert Einstein said, �Sticking to it is the genius.�
Most importantly, you must face any creative risk with the mind of a child, be able to color outside of the lines. Childhood is when creativity first comes to you. Will it grow or be stunted? You should always play like a child.
Children may not realize it, but playtime is actually a learning process. It�s the brain�s favorite way to learn. The child learns about math, verbal skills, music, and visual arts during playtime. They learn to explore and they learn the thrill of discovery. They learn about their own culture and others as well. So, is it true that children are more creative than adults are?
During the Industrial Revolution, two hundred years ago, this country devised the educational system and started training people to be good little workers and always obey instructions. This didn�t leave much room for individuality or nonconformity in our thinking. The good news is that today�s educational system, for the most part, allows children to be more freethinking and creative.
Childlike creativity should be studied and emulated. Let yourself think that anything, even something outrageous, is possible. This will help you develop creative connections. The non-creative mind says, �I can�t,� but the creative mind says, �I can and here�s how!� If you can see, speak, hear, remember and understand, you too can be creative. Never, ever say you�re not creative. Whatever you believe or disbelieve about yourself, you�re right.
How do you feel about being creative? Do you tie creativity to strange, artsy, or flaky behavior? Do you feel suspicious of those with that description? Or maybe you automatically tie creativity with extremes of madness or psychosis. �I�m too down to earth to be creative!� you proclaim.
Sometimes you are in possession of facts already known to the world at large. The difference is in your organization and interpretation of those facts. Perhaps your creativity lies in your ability to take a room full of people and convince them to make a buying decision. Maybe you�ve saved your company millions of dollars with a single idea. Ever resolved a conflict in your family or company? Guess what? You�re creative!
Maybe you�ve even been told how talented you are in a particular area; you may even know it to be true. So why be shy about it? But what do you do about it? How do you go about unleashing all that talent? How do you nurture it?
Let�s go back to the idea of being more childlike, unhampered by daily life and stress. Let�s play! Grab a drawing pad and colored pencils, and draw circles and patterns. If you have children of your own, borrow one of their coloring books and crayons, and join them in the coloring fun. Make objects of outrageous colors, just as children do. Again, color outside the lines, way outside the lines! Find yourself some clay or Playdoh and start sculpting; it doesn�t have to be anything in particular; just have fun with it. Squish it, cut it, slice it, and then mash in all together again. Try making shapes with the clay.
Now you�re asking, �What on earth is the purpose of all that nonsense?� Well, there is no purpose, you just need to play, have fun, and be free. It�s amazing how much your brain will appreciate this �no purpose� playtime. You suddenly discover that you�re more relaxed. You may even feel happy. Even your breathing rhythm is different while you�re playing. Instead of the short, shallow breaths you take when you�re stressed, you�re now breathing deeply. You�re not experiencing the �fight or flight� sensation. You�re totally relaxed. You need to push the worries and stress aside once in a while. Do not worry about problems or deadlines, and just play, with no purpose whatsoever.
Just a few minutes a day of the �no purpose� play will make a world of difference in your creativity, problem solving, mediating, teaching, or anything else that you do. You�ll soon realize it�s time to take that talent to the next level, so let that creativity come out more often and let yourself go. Stephen Nachmanovitch once said, �The most potent muse of all is our own inner child.�
Keep in mind though, that talent is not enough. Let me repeat this. You must have absolute passion and discipline to develop your creativity. You must be dedicated to commit to your talent. What does the word creative make you think about? Breathtaking art? Totally original thinking? Exciting musical composition? Astonishing inventions? Have you let yourself believe that it�s impossible for you to be creative?
You may have let yourself become a creature of habit over the years. Have you condemned yourself to be incapable of creative thought? Perhaps you�ve been stuck in a rut or boring routines, and you feel that you couldn�t possibly be capable of change.
Now, imagine how your life would be if you�re allowed to live it creatively, every day. You know you�re creative and talented. What if the world around you treated you as such and you were allowed to nurture that talent, enhance your skills, and give your creative personality the attention it needs and deserves? You�d trust your own creative passions, be capable of solving any problem, and embrace your own creativity as a part of your very life - one of the necessary components to your happiness and mental health.
Remember that pure enjoyment is a key ingredient in your creative life. Eileen Caddy said, �Live and work but do not forget to play, to have fun in life and really enjoy it.� I too must keep reminding myself to play, to let go of this trifle called adulthood.
Kurt's website http://www.kreatefitness.com, as well as his Provo Utah Private Fitness Facility Synergy Fitness Systems, specializes in in providing leading edge exercise and nutrition programs and the Neo Physis super premium supplement line. Kurt is also a successful author, speaker and innovative motivational pioneer.
From India, Pune
Hmm..as per my experience on the study on this subject whether one is brought up in a secluded environment or not doesn't affect one's creativity..
For instance take the examples of scientists or authors who by n large remain reclusive have produced inentions & great literary works..or the scriptwriters/directors who remain in touch with the number of people to write/make films on relevant issues..
True..agree with you..therefore one's attitude is very important..
Creativity Is The KeyBy Kurt Hurley
�There is nothing in a caterpillar that tells you it's going to be a butterfly.� �Buckminster Fuller
In my opinion, the greatest facet of life, about living is indeed our divine and inborn ability to create, nothing is as fully expansive (far-reaching) and rewarding�nothing! For example� Have you ever watched four and five-year-olds at play? They are starry-eyed, curious and highly creative in their games. They don�t know yet, what they don�t know. Their creative limits have no bounds; no one has impressed upon them that they can�t do something. They�re fearless explorers, artists, or musicians; some are even comedians in the making. They have not yet been pressured to conform and they think they can do anything and that nothing is beyond their capabilities.
Research shows that every human being is capable of creative thought. We have creative abilities that often show up very early in life. Studies show that the average adult thinks of only three to four alternate ideas for any given situation, while the average child can come up with sixty. They have proven that as far as creativity is concerned, quantity equals quality. Having the subjects make a list of ideas, they have shown that the longer the list, the higher the quality of the final solution. The very best ideas usually appear at the end of the list.
Actually, creativity is bred into us as humans; it�s in our genes - a part of our very DNA. Unfortunately, as we grow older, the pressures of having to grow up, go to school, get a job, all seem to repress our creative tendencies. The stress of everyday living, coupled with occasional dilemmas, leaves us too drained to be truly creative.
But creativity is power and is essential to our well-being. Without creativity, our lives become predictable, routine, boring, and pedantic. The good news is we can all be highly creative. Now I know you�re saying, �But I�m not at all creative. I can�t paint or even draw a straight line, I don�t know one note from another, and I�ve never been able to write worth a darn. Poetry? Don�t make me laugh!� Okay, so most of us are not Edison, DaVinci, Einstein, Mozart, or Shakespeare. However, we are all creative in our own way. We simply have to recognize our own unique talents and skills. Ask yourself these questions:
1. Are you constantly looking for new goals, something new to accomplish?
2. Do you like to look at what already exists and ask �What if?�
3. When you try something new and different, does it make you feel smarter?
4. Do you enjoy teaching someone a new skill?
5. Are you good at problem solving?
Then, pat yourself on the back - you are a �creative� person! Creativity doesn�t always result in a tangible product. Sometimes its ideas, problem solving, or teaching; but it is indeed, creativity in action. Creativity enables us to better ourselves, develop awareness, and expand our horizons as well as those of other people.
When the potential for creativity meets the promise of skill, you�ve made contact with the creative spirit. There�s no holding you back now. You�ve received that divine flash of inspiration, that �aha!� moment of illumination, and you are ready to take those creative risks. This is lucent creation!
Now, you�re probably wondering exactly what it is that you need to do to assure yourself of creative success. You do need certain tools and skills to accomplish this task. First, you need a certain expertise in whatever arena you�ve chosen to pursue your creativity in. If you have zero knowledge in the field of science, odds are you will not make the next fantastic breakthrough in medicine or invent the replacement for the wheel. You must find the field that is your special interest and skill setting. Some expertise is essential for success, believe me I never in a million years thought I would evolve into a motivator, a coach or an inspirator, but guess what�here I am.
The next tool essential for your success is the ability to think creatively in your chosen field - being able to imagine a whole realm of possibilities. That includes the ability to turn things over in your mind until you find the answer. Persistence is required - that determination to keep on tackling a problem until you solve it. Know when to turn things upside down and look at them differently. You must know when to nurture the process of creativity and when to let it rest in your mind until it�s ready to fly free and it might be wise to allow some time for this flow to...flow.
Another vital tool in this search for creativity is courage - to be willing to take the creative risks and try something you�ve never tried before. You have to be open to whatever new possibilities that present themselves to you. You never know when ideas will come.
Finally, you must have passion - the desire to succeed no matter what. It doesn�t matter what the end prize happens to be or what manner of compensation you might receive. The passion is all that�s important - the desire to make whatever works, no matter what. Albert Einstein said, �Sticking to it is the genius.�
Most importantly, you must face any creative risk with the mind of a child, be able to color outside of the lines. Childhood is when creativity first comes to you. Will it grow or be stunted? You should always play like a child.
Children may not realize it, but playtime is actually a learning process. It�s the brain�s favorite way to learn. The child learns about math, verbal skills, music, and visual arts during playtime. They learn to explore and they learn the thrill of discovery. They learn about their own culture and others as well. So, is it true that children are more creative than adults are?
During the Industrial Revolution, two hundred years ago, this country devised the educational system and started training people to be good little workers and always obey instructions. This didn�t leave much room for individuality or nonconformity in our thinking. The good news is that today�s educational system, for the most part, allows children to be more freethinking and creative.
Childlike creativity should be studied and emulated. Let yourself think that anything, even something outrageous, is possible. This will help you develop creative connections. The non-creative mind says, �I can�t,� but the creative mind says, �I can and here�s how!� If you can see, speak, hear, remember and understand, you too can be creative. Never, ever say you�re not creative. Whatever you believe or disbelieve about yourself, you�re right.
How do you feel about being creative? Do you tie creativity to strange, artsy, or flaky behavior? Do you feel suspicious of those with that description? Or maybe you automatically tie creativity with extremes of madness or psychosis. �I�m too down to earth to be creative!� you proclaim.
Sometimes you are in possession of facts already known to the world at large. The difference is in your organization and interpretation of those facts. Perhaps your creativity lies in your ability to take a room full of people and convince them to make a buying decision. Maybe you�ve saved your company millions of dollars with a single idea. Ever resolved a conflict in your family or company? Guess what? You�re creative!
Maybe you�ve even been told how talented you are in a particular area; you may even know it to be true. So why be shy about it? But what do you do about it? How do you go about unleashing all that talent? How do you nurture it?
Let�s go back to the idea of being more childlike, unhampered by daily life and stress. Let�s play! Grab a drawing pad and colored pencils, and draw circles and patterns. If you have children of your own, borrow one of their coloring books and crayons, and join them in the coloring fun. Make objects of outrageous colors, just as children do. Again, color outside the lines, way outside the lines! Find yourself some clay or Playdoh and start sculpting; it doesn�t have to be anything in particular; just have fun with it. Squish it, cut it, slice it, and then mash in all together again. Try making shapes with the clay.
Now you�re asking, �What on earth is the purpose of all that nonsense?� Well, there is no purpose, you just need to play, have fun, and be free. It�s amazing how much your brain will appreciate this �no purpose� playtime. You suddenly discover that you�re more relaxed. You may even feel happy. Even your breathing rhythm is different while you�re playing. Instead of the short, shallow breaths you take when you�re stressed, you�re now breathing deeply. You�re not experiencing the �fight or flight� sensation. You�re totally relaxed. You need to push the worries and stress aside once in a while. Do not worry about problems or deadlines, and just play, with no purpose whatsoever.
Just a few minutes a day of the �no purpose� play will make a world of difference in your creativity, problem solving, mediating, teaching, or anything else that you do. You�ll soon realize it�s time to take that talent to the next level, so let that creativity come out more often and let yourself go. Stephen Nachmanovitch once said, �The most potent muse of all is our own inner child.�
Keep in mind though, that talent is not enough. Let me repeat this. You must have absolute passion and discipline to develop your creativity. You must be dedicated to commit to your talent. What does the word creative make you think about? Breathtaking art? Totally original thinking? Exciting musical composition? Astonishing inventions? Have you let yourself believe that it�s impossible for you to be creative?
You may have let yourself become a creature of habit over the years. Have you condemned yourself to be incapable of creative thought? Perhaps you�ve been stuck in a rut or boring routines, and you feel that you couldn�t possibly be capable of change.
Now, imagine how your life would be if you�re allowed to live it creatively, every day. You know you�re creative and talented. What if the world around you treated you as such and you were allowed to nurture that talent, enhance your skills, and give your creative personality the attention it needs and deserves? You�d trust your own creative passions, be capable of solving any problem, and embrace your own creativity as a part of your very life - one of the necessary components to your happiness and mental health.
Remember that pure enjoyment is a key ingredient in your creative life. Eileen Caddy said, �Live and work but do not forget to play, to have fun in life and really enjoy it.� I too must keep reminding myself to play, to let go of this trifle called adulthood.
Kurt's website http://www.kreatefitness.com, as well as his Provo Utah Private Fitness Facility Synergy Fitness Systems, specializes in in providing leading edge exercise and nutrition programs and the Neo Physis super premium supplement line. Kurt is also a successful author, speaker and innovative motivational pioneer.
From India, Pune
Dear all,
Please read below some of the excellent excerpts from the Exit interview of Mr. Narayanan Murthy.
Can innovation be outsourced: answers Naraynan Murthy
Murthy officially retired on August 20, but he will still be the company's non-executive chairman and chief mentor. In that role, he can continue his work of encouraging young people to bring new, creative ideas to the company's management team. Murthy spoke with Forbes.com about innovation at Infosys and beyond.
Forbes.com: A lot of companies are starting to outsource innovation, as well as research and development. Do you think that trend will continue?
Murthy: I have a slightly different view. I don't know whether companies should outsource innovation. I believe in what my friend Geoffrey Moore, the author of "Dealing with Darwin," says. You can outsource the contextual activities, but you have to in-source the core activities. Those are what give you a competitive advantage.
Give me an example of where innovation shouldn't be outsourced.
The ideas that provide a company with differentiation in the marketplace will have to originate from within. But implementing those ideas could be done by anybody. The design of the new features of the redesigned iPod--that had to be done by Apple itself. Actual manufacturing of the iPod could be outsourced. But the process of designing, the process of looking at what the market wants, the process of coming out with the first prototype of the video iPod, that has to be done by Apple.
What needs to change for the Indian economy to encourage more innovation?
First of all, I believe that we have to accelerate the growth of our higher education system. Second, we need infrastructure like roads, airports, etc., so we can easily commute from home to office without getting stuck in traffic jams. We need better quality airports, so we can travel abroad and so that our customers can come easily.
At Infosys, what formal policies do you have in place to encourage original thinking?
In every major decision, there is a significant representation of people below the age of 30. They're the people who have a lot more at stake in the future. Once a year, employees below 30 come and make presentations about improving the company. They discuss new concepts, new ways of developing software, new products. On that day, the only people allowed to make presentations are people under 30.
We use data and facts to decide on every issue. We have a famous saying at Infosys, "In God we trust. Everybody else bring data to the table." If you use data to decide issues, you encourage meritocracy.
How important is it to have systems like that in place? Some CEOs say, "We're such a creative company, we don't need a formal system to encourage innovation."
It's extremely important to have systems and processes because there are two levels at which innovation takes place. First, there is the freewheeling environment, the open environment, with discussions, debates, etc. But second, in order to make sure that those ideas are actually market-worthy and that the corporation is in a position to leverage those ideas, you need systems and processes. They compress the cycle time and maximize the returns on those ideas.
What's next on Infosys' innovation agenda?
We are working on a huge initiative where we are bringing the power of our business model to activities which were hitherto thought unviable for outsourcing. For example, the conventional wisdom is that consulting is an on-site activity, a customer-site activity. We're saying that there are many, many activities in consulting that can be delivered from countries like India. For example, preparation of the proposal, research, analytics, simulation. All of that can be done from India. It could be as much as 30% to 40% of the total effort.
From India, Pune
Please read below some of the excellent excerpts from the Exit interview of Mr. Narayanan Murthy.
Can innovation be outsourced: answers Naraynan Murthy
Murthy officially retired on August 20, but he will still be the company's non-executive chairman and chief mentor. In that role, he can continue his work of encouraging young people to bring new, creative ideas to the company's management team. Murthy spoke with Forbes.com about innovation at Infosys and beyond.
Forbes.com: A lot of companies are starting to outsource innovation, as well as research and development. Do you think that trend will continue?
Murthy: I have a slightly different view. I don't know whether companies should outsource innovation. I believe in what my friend Geoffrey Moore, the author of "Dealing with Darwin," says. You can outsource the contextual activities, but you have to in-source the core activities. Those are what give you a competitive advantage.
Give me an example of where innovation shouldn't be outsourced.
The ideas that provide a company with differentiation in the marketplace will have to originate from within. But implementing those ideas could be done by anybody. The design of the new features of the redesigned iPod--that had to be done by Apple itself. Actual manufacturing of the iPod could be outsourced. But the process of designing, the process of looking at what the market wants, the process of coming out with the first prototype of the video iPod, that has to be done by Apple.
What needs to change for the Indian economy to encourage more innovation?
First of all, I believe that we have to accelerate the growth of our higher education system. Second, we need infrastructure like roads, airports, etc., so we can easily commute from home to office without getting stuck in traffic jams. We need better quality airports, so we can travel abroad and so that our customers can come easily.
At Infosys, what formal policies do you have in place to encourage original thinking?
In every major decision, there is a significant representation of people below the age of 30. They're the people who have a lot more at stake in the future. Once a year, employees below 30 come and make presentations about improving the company. They discuss new concepts, new ways of developing software, new products. On that day, the only people allowed to make presentations are people under 30.
We use data and facts to decide on every issue. We have a famous saying at Infosys, "In God we trust. Everybody else bring data to the table." If you use data to decide issues, you encourage meritocracy.
How important is it to have systems like that in place? Some CEOs say, "We're such a creative company, we don't need a formal system to encourage innovation."
It's extremely important to have systems and processes because there are two levels at which innovation takes place. First, there is the freewheeling environment, the open environment, with discussions, debates, etc. But second, in order to make sure that those ideas are actually market-worthy and that the corporation is in a position to leverage those ideas, you need systems and processes. They compress the cycle time and maximize the returns on those ideas.
What's next on Infosys' innovation agenda?
We are working on a huge initiative where we are bringing the power of our business model to activities which were hitherto thought unviable for outsourcing. For example, the conventional wisdom is that consulting is an on-site activity, a customer-site activity. We're saying that there are many, many activities in consulting that can be delivered from countries like India. For example, preparation of the proposal, research, analytics, simulation. All of that can be done from India. It could be as much as 30% to 40% of the total effort.
From India, Pune
Not just ideas - VIJAY GOVINDARAJAN AND CHRIS TRIMBLE
Genius is 1% inspiration, 99% perspiration. Thomas Edison said it nearly a century ago. Few listened. We�ve been researchers in the field of innovation for several years now. We have shelves full of books on the topic. Interestingly, the vast preponderance of these books is only about 1% of the job � the front-end of the innovation process. The front end is about creativity, discovery, and breathtaking new ideas.
Stories about the birth of breakthrough ideas can make for juicy reading, and lie at the core of many best selling business books. A classic, The Innovator�s Dilemma by Clayton Christensen helps readers understand how to recognize ideas that have the potential to disrupt existing markets. More recent popular books also focus on ideas.
Blue Ocean Strategy by Chan Kim and Renee Mauborgne offers a structured approach for identifying ideas for businesses that have little or no direct competition. The Medici Effect by Frans Johansson shows how creative ideas often follow from unusual combinations of experience, cultures, and scientific fields.
What of the back-end? The back-end is about converting ideas to life. It is about organisation building, technical development, and commercialisation. It is about management. Given India�s need to embrace innovation, focus on back-end is the key. The front may be saucy, but the back end is meaty.
Even with a great idea in hand, building a new business, particularly one inside an existing organisation, is a challenge like no other. Leaders face decisions loaded with contradiction and paradox at every step on the way. If you can master it, you�ve mastered the top-level course in general management. You are an extraordinary executive.
And still, it is hard to get people interested. When we give executive seminars on innovation, we typically spend only one-fourth of our time on the front-end. Yet, that is always the part of our program that generates the most energy. The front end sizzles with sex appeal. The back end labors and sweats.
There is an innovation mythology at work here. The magical moment in the innovation myth is always the light-bulb moment. It is that sudden �Eureka!� when our hero, usually brilliant but underappreciated, suddenly sees a new possibility. Subscribers to the innovation myth idolise the idea person.
The boss, clever enough to transform the idea into a profitable business, is given no more respect than the kicker who trots onto the field for the perfunctory point-after- touchdown. No doubt that Apple has some extraordinarily creative idea folks. They have designed extraordinary new products. But could it be that there is just a tad more to that story?
And consider the woeful tales of ideas born within companies that stumble and watch a rival copy the idea and succeed. How do you react? With respect for the managers at the rival? If so, you are unusual. The more common perspective is that the innovator is a tragic hero cheated of a just reward, the innovating company is a bumbling fool, and the rival is the evil opportunist. People naturally laud inspiration; condescend to perspiration.
Don�t get us wrong. It is as obvious to us as it is to you that an innovation journey never gets started without a compelling vision. But in any great innovation story, the idea is only Chapter One. Yes, ideas are crucial.
Yes, brainstorming is fun. Yes, creativity is glam. And yes, there is no day-away-from- the-office that is an easier sell than one focused on nothing but coming up with groundbreaking ideas for redirecting a business. We�ve seen many such �innovation days.� But we�ve seen much less in the way of constructive follow-up.
Edison also quipped: �Opportunity is missed by most people because it is dressed in coveralls and looks like work.� Our capacity to innovate will rise dramatically when overalls become cutting edge fashion.
Source: The Economic Times
From India, Pune
Genius is 1% inspiration, 99% perspiration. Thomas Edison said it nearly a century ago. Few listened. We�ve been researchers in the field of innovation for several years now. We have shelves full of books on the topic. Interestingly, the vast preponderance of these books is only about 1% of the job � the front-end of the innovation process. The front end is about creativity, discovery, and breathtaking new ideas.
Stories about the birth of breakthrough ideas can make for juicy reading, and lie at the core of many best selling business books. A classic, The Innovator�s Dilemma by Clayton Christensen helps readers understand how to recognize ideas that have the potential to disrupt existing markets. More recent popular books also focus on ideas.
Blue Ocean Strategy by Chan Kim and Renee Mauborgne offers a structured approach for identifying ideas for businesses that have little or no direct competition. The Medici Effect by Frans Johansson shows how creative ideas often follow from unusual combinations of experience, cultures, and scientific fields.
What of the back-end? The back-end is about converting ideas to life. It is about organisation building, technical development, and commercialisation. It is about management. Given India�s need to embrace innovation, focus on back-end is the key. The front may be saucy, but the back end is meaty.
Even with a great idea in hand, building a new business, particularly one inside an existing organisation, is a challenge like no other. Leaders face decisions loaded with contradiction and paradox at every step on the way. If you can master it, you�ve mastered the top-level course in general management. You are an extraordinary executive.
And still, it is hard to get people interested. When we give executive seminars on innovation, we typically spend only one-fourth of our time on the front-end. Yet, that is always the part of our program that generates the most energy. The front end sizzles with sex appeal. The back end labors and sweats.
There is an innovation mythology at work here. The magical moment in the innovation myth is always the light-bulb moment. It is that sudden �Eureka!� when our hero, usually brilliant but underappreciated, suddenly sees a new possibility. Subscribers to the innovation myth idolise the idea person.
The boss, clever enough to transform the idea into a profitable business, is given no more respect than the kicker who trots onto the field for the perfunctory point-after- touchdown. No doubt that Apple has some extraordinarily creative idea folks. They have designed extraordinary new products. But could it be that there is just a tad more to that story?
And consider the woeful tales of ideas born within companies that stumble and watch a rival copy the idea and succeed. How do you react? With respect for the managers at the rival? If so, you are unusual. The more common perspective is that the innovator is a tragic hero cheated of a just reward, the innovating company is a bumbling fool, and the rival is the evil opportunist. People naturally laud inspiration; condescend to perspiration.
Don�t get us wrong. It is as obvious to us as it is to you that an innovation journey never gets started without a compelling vision. But in any great innovation story, the idea is only Chapter One. Yes, ideas are crucial.
Yes, brainstorming is fun. Yes, creativity is glam. And yes, there is no day-away-from- the-office that is an easier sell than one focused on nothing but coming up with groundbreaking ideas for redirecting a business. We�ve seen many such �innovation days.� But we�ve seen much less in the way of constructive follow-up.
Edison also quipped: �Opportunity is missed by most people because it is dressed in coveralls and looks like work.� Our capacity to innovate will rise dramatically when overalls become cutting edge fashion.
Source: The Economic Times
From India, Pune
A closed mind = lack of creativity........
In sessions where I really want to make participants rethink and revisualize themselves, the first thing I do is tell them that before I continue, I expect them to spend a few minutes mentally going outside the classroom and leaving their mindsets there. You'd be surprised at the difference it makes to their receptivity after that!
Age makes no difference when creativity and learning are concerned. If you keep an open and inquisitive mind, you will never stop exploring the hitherto unknown, no matter how old or young you are. Remember to put your ego aside. The Chinese say, "If you ask a question, you may feel a fool for a few minutes; but if you do not ask that question, you may remain a fool forever."
Furthermore, the source of learning is immaterial. Learning comes from everywhere. They say that you can see the image of the sun as clearly in a pool of dirty water as in a beautifully burnished and shining silver tray.
:lol:
Jeroo
From India, Mumbai
In sessions where I really want to make participants rethink and revisualize themselves, the first thing I do is tell them that before I continue, I expect them to spend a few minutes mentally going outside the classroom and leaving their mindsets there. You'd be surprised at the difference it makes to their receptivity after that!
Age makes no difference when creativity and learning are concerned. If you keep an open and inquisitive mind, you will never stop exploring the hitherto unknown, no matter how old or young you are. Remember to put your ego aside. The Chinese say, "If you ask a question, you may feel a fool for a few minutes; but if you do not ask that question, you may remain a fool forever."
Furthermore, the source of learning is immaterial. Learning comes from everywhere. They say that you can see the image of the sun as clearly in a pool of dirty water as in a beautifully burnished and shining silver tray.
:lol:
Jeroo
From India, Mumbai
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