From the monthly archives: December 2011

Happy New Year!

Do not give what you would like to have!

-Give in addition to that!

Don’t do what you would like that people do to you!

-The others are different! Do more and better!

Don’t think you’re the only one who has needs!

-When you look back, you’ll find that you are a privileged, so share your wealth.

Be comprehensive, affectionate, gentle and has compassion!

-Empathy is a gift we all appreciate.

Be creative and collaborate!

-Simplify complexity and share the joy of knowledge.

Be critical with you own!

-So it will be easier to satisfy your desires.

Searches for the meaning of things!

-With very little you can fill any empty.

Do not only look for you!

-Your life only makes sense in the middle of others.

And then dream, laugh, jump, give the hands and lifts the head! Tonight the stars will light up and tomorrow the Sun will give color to your ideas!

Be happy!

I believe that, if you you’re happy, all which surround you will be contaminated with joy and desire to grow as members of this global community.

Thank you for being part of my community!

 

Raise the anchor for sharing, collaborative problem-solving and decision-making

Ask questions, share ideas, draw up, argue and seek consensus towards a new knowledge are essential activities in understanding the messages that are sent to us.

Ask questions and a mainly do good question is not an easy task. But answering good questions, which we believe are usually difficult, without being influenced by a series of judgments based on partially trusted information or even insignificant, nor is it!

When the question is difficult and the answer does not arise immediately we tend to give an answer based on an easier hypothetical question but related to the difficult one.

“When confronted with a problem — choosing a chess move or deciding whether to invest in stock — the machinery of intuitive thought does the best it can. If the individual has relevant expertise, she will recognize the solution, and the intuitive solution that comes to her mind is likely to be correct.”- Kahneman.

When we seek solutions to a problem should be natural to share ideas, be open to ideas different from ours and find the relevant common points that serve as a starting point for a possible consensus.

However this naturalness is often overshadowed by something that we have in us and which serves as reference for our comparisons, i.e. an anchor that we hold to our previous experience and prevents us from understanding of other viewpoints.

Even when we are trying to consciously avoid this influence of anchoring we normally load the values imbued in the anchor.

These systematic errors, are not under the effects of our emotional state, they are built and evolved into us cognitively.

If on the one hand, this chain that links us to our experience is a limit when we try to establish a process of sharing and collaboration, on the other hand, the fear that our opinion is not shared by others or that does not meet their needs can lead to a conflicting situation.

When we participate in a discussion in a group, there is an almost primary social desire approval that nourishes our hope to make a wise idea to a problem, but our anchors can strangle our arguments and prevent the satisfaction of our needs of belonging.

Human thought naturally focuses around existing knowledge and the best way to generate new ideas is to add something new.

So that our ideas are shared by the other elements of the group or organization we have to find the common points of interest to the group and to ourselves.

Often when we add a significant stimulus we provoke a process of generating ideas and offer the opportunity to look at issues differently, causing our idea to be shared, discussed and eventually considered valid and relevant, without necessarily being resulting from our anchors.

The problem is that many times we get help from mental shortcuts to simplify problems and to give us a quick help in its resolution but this is not the fear that the idea is not shared.

When we use these shortcuts based on an anchor and we want to expose our idea by adjusting it successively to that starting point, we run the risk of being unable to exhibit in its entirety and with the meaning we want.

People start with an implicitly suggested reference point and make incremental adjustments based on additional information to arrive at the desired point.

We don’t stop our fear that the idea is not shared by others, only creating the environment of “understanding” and checking the possibility, it also passes through find a power source that would allow us to develop this idea.

According to Daniel Kahneman and Amos Tversky we have two different mental operations:

“System 1 (fast thinking) is the mental state in which you probably drive a car or buy groceries. It relies heavily on intuition and is amazingly capable of misleading and also of being misled. The slow-thinking

System 2 is the mental state that understands how System 1 might be misled and steps in to try to prevent it from happening. The most important quality of System 2 is that it is lazy; the most important quality of System 1 is that it can’t be turned off.

Even being lazy our slow thinking can help us to share and collaborate. Think of it!

Happy holidays!

When planning the year 2012 don’t forget that we have the tendency to super estimate benefits and underestimate the costs!

 

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What if…?

OH “We have to move away from the thinking that something *big* needs to cost a lot and has to be outrageously *new*.” – John Maeda on Twitter

-Yes! I agree!

Christmas is just that! It is something great with a mixture of tradition and innovation that leads us to think about how to achieve excellence in our relationships with people and things.

But this excellence is built with the regular realization of something with a great level and should not refer to an isolated event, this, because our life is full of endless information and technology and excellence arrives slowly.

Today there is clearly a high level of technology production and new products are characterized by a continuous search for new materials and design that we hold so many times on meaningless things.

Only one season as Christmas is able to make us wake up!

Innovation is essential if we want to be able to produce the products that are always in tune with change and this is caused by new generations or by new needs of older generations. However there is a risk that we turn innovation into an end in itself if it is not supported by strong roots in traditions (values).

We’re constantly receive stimuli to buy goods and services that we believe to be fundamental to our well-being and the well-being of those who are part of our list of needs of belonging, but not all signs are representative of the usefulness and necessity. We must be aware and grab the real opportunities that translate into sustainable relationships.

What if we are constantly being sent signals and offered opportunities, but because we are so involved in our mad rush to survive the day, we simply don’t receive them?

What if we’re stuck, asleep at the wheel, and we just don’t know it, because our conventional ways of thinking, rigidly structured routines, and solidly set minds block us from discovering what the universe is calling us to do?” – Matthew E. May

Christmas may be the tradition of giving, for some, and for others the tradition of receiving. It may also be that this tradition passes security when we know that we continue to be part of a community and to be a messenger of serenity and tranquility feeding comfort zones that we silently keep.

But there is tension, that we all face, and that is when we want to reconcile respect for the past with the desire to make the world a better place through innovation.

If innovation is “change”, it means to break with the past to make things new and better, but rarely people agree that the traditions must be broken and how we can break them or reinterpret them.

On Christmas Eve my family (around 30 people including children) sits around a few tables for supper. Rooms and tables which are decorated for the occasion with traditional motifs and some news transformed the spaces in a festive environment.

This year I would love (is it possible?) to follow certain principles in creating this environment of joy and sharing and then I thought:

The Zen principles related to the art of Japanese Gardens, can lead us to an experience of sensitivity and meaning whose party point may very well be this holiday season.

One of the principles, (Kanso), refers to the basic simplicity and the elimination of ornamentation. I’ll start by choosing things that express simplicity, its true nature and reserved and with the help of asymmetry (Fukinsei) I will find the balance of the composition that I will try to give life to this familiar environment.

And in account of the environment we live in is not of exaggerated consumerism, I will call the principle Koko which involves a feeling of austerity, but with a sense of maturity.

People in this family, even without being aware of that, follow the Shizen principle that involves a real naturalness with a sense of creativity and purpose. I know that some of them avoid the obvious and embrace the subtleties (Yugen). It is natural therefore that the tables are filled with pleasant surprises not visible in the outer layer of things.

Surprise is the immediate effect of an expression involving Datsuzoku. It is a journey beyond the conventional ideas and traditional use.

In family like mine with a large number of members, eager to tell stories and with children jumping with joy everywhere, will comes a time when the silence and tranquility prevail and all sense of disturbance is missing (SEIJAKU). It will be time to distribute the gifts.

Later, probably in the next day, we will returne to the opposite, i.e., noise and disturbance.

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Merry Christmas!

 

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It is for everyone!

David Holzmer wrote on twitter (@DavidHolzmer) “Intriguing feedback on my ILA piece making me think abt how distant most current #leadership is from #complexity & #interdisciplinarity”

Maybe this is less intriguing when we consider that our beliefs influence how we see the events that surround us and our imagination about the future.

Often we only believe when we suffer the unintended consequence of the lack of attention.

“Groups made up of intelligent people who are inwardly diverse—that is, who have different perspectives, mindsets and ways of solving problems—can make  more accurate predictions and solve problems more  effectively than groups of ‘experts’.” – Scott E. Page

I may not believe that the major changes that happen in society, could lead to certain results or I may not believe that there is a need to rethink my skills to cope with the change, but put our hypotheses also does not cause wear.

The future has in itself something mysterious that provokes curiosity and defies the imagination and maybe that’s why it is so desired (at least by some).

There are changes that act as drivers of our learning and growth (growth is understood as the ability to live sustained in values). Some of these drivers when combined function as a sufficiently strong and elastic cable to guide us safely to the future.

It is a future that arrives faster and for which we must build a set of capabilities to be successful.

The “Institute for the Future” performed a work called Future Work Skills 2020 that presents, as a result of an investigation, some (six) of the drivers of change that will be important in the future of work and skills and being this a possibility is useful to begin or continue our lifelong learning.

This work will seek to make a small adjustment of six arguments:

1-Extreme longevity that has widespread across the globe is one of the riders in this race of competences

I remember that at the beginning of my professional life I looked for retired people as elderly and tired for work. Often we heard the news that someone just had taken five or six years of retirement!

Today we have witnessed a greater longevity, a better quality of health and to different requirements of the labor market. Today the prospects for future professional activity have changed radically in the face of new variables introduced in our life, such as (in addition to greater longevity), an amazing technological development with a unimaginable amount of information that will require redesigned forms of communication and business structures in a world increasingly connected.

Our professional life will be extended in future years and we shall have as its fundamental requirement a continuous learning in an environment of cultural diversity and interdisciplinarity.

But, what will be the fate of our knowledge acquired over the years?

How can we transfer the tacit knowledge fruit from our experience?

In the future organizations will have to be more flexible to meet the different values and interests of the various generations cohabiting their business area and simultaneously seeking innovative solutions to the needs that emerge in new ecosystems.

2-Our relationship with tools will suffer a profound evolution.

Although today we already found many machines to replace people in routine tasks in the coming years the surrogate role of machinery will accentuate and those will be our competitors in jobs.

How do we adapt?

How can we transform the machines as our employees while employees of an organization or in another environment?

For this reason we need to think about what will be our skills with characteristics of success in the face of this competition.

3-The massive growth of sensors and processing power will release an unimaginable amount of data

Tomorrow, each space, each object, each interaction will be converted into data and our focus will be in its manipulation, perhaps using our creativity and confirmation bias to achieve the results we want.

Whether it is a business to manage or our family life, increasingly we will need new skills to interact with data and make decisions.

4-New communication tools and new apprenticeships

The new multimedia technologies are transforming the way we communicate, developing the display in an environment of mixture and combination of different places and cultures. Now we are developing a new form of communication that left the limitations of text-based content to create a different meaning across the image.

The virtual networks that encompass millions of users become a factor of influence on our culture and the transformation of our ecosystem.

What values should we preserve?

Which direction should we take to create meaning in our environment?

This development also requires a new learning and consolidation of new skills with features of flexibility and adaptability.

5-Organizations will be pushed by social technologies for unprecedented restructurings.

Tomorrow, what was the domain of large enterprises will be divided for smaller enterprises by virtue of the new technologies and social networks. Our role as employees of these organizations also suffer a transformation, forcing us to create new skills in accordance with the influence that we suffer from these six wires cited above.

How do we imagine our organizational model in the future?

What kind of new leadership requires the new organizations?

The basic shapes of traditional organizational structure and working teams will suffer changes.

6-The world will be connected globally and the diversity and adaptability will be the center of organizational operations

In a highly interdependent world and connected globally, it becomes difficult for some organizations develop products that meet the needs of categories of consumers totally different from each other.

Organizations that currently are present in several distinct geographical areas can have a competitive advantage at the moment, but that won’t be enough against the effects of global connectivity.

It is necessary then to reinvent interactions with the environment and relationships between people.

This text is based on “what if?” and allows the defense off other opinions!

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Design Thinking and observation

Traditionally, organizations use an approach guided by data to gain an understanding of the needs of its customers and it tells them where are customers and what they did, but not the “why”!

” While quantitative data is key and should be used, research by Abbie Griffin and John Hauser shows that if a designer goes out and gets to know the needs of twenty to thirty customers using one-on-one interviews, that information will provide about 90% of what you need to successfully shape and develop the right product.”

Observation has an extraordinary power to inspire and inform. Our capacity for observation can cause a set of visual stimuli that help us to produce more and better results, this is, it is translated into inspiration.

These results are often attributed to intuition which seems often establish a significant connection with innovation.

Our ability to visualize, our ability to recognize emotions and learn from them, together with our desire to speculate and consider alternatives are the primary factors to move from observation to creativity and innovation.

When people observe, they organize and make choices among the wide range of stimuli to which they are subject, particularly at the level of visual stimulus. The stimuli are then organized into a few patterns to make sense with the received data.

We’re accustomed to looking at the whole as being the image that we want to capture to subsequently incorporate as knowledge.

This is useful because they it allows a greater assimilation and facilitates answers, by elimination, when we are facing situations of adversity.

An understanding of how acquisition, translation and distribution of information is processed in individuals, can help deal with the adverse or favorable circumstances on the development of their work, especially when they are subject to internal and external stimuli to the organization where they are entered.

The external environment to a person or an organization has been defined as the environment that includes all events and/or variables in the world that has any effect on the activities or results of a person or organization.

The observation plans that we build , to identify this world, are replete with details that require attention and expertise.

Design thinking is grounded in the concrete analytical work done in the observation phase. Deeply understanding stakeholder needs—the needs of customers, users, value chain partners, as well as internal corporate requirements—through observation or ethnographic research methods lays the groundwork for the design thinking cycle. Effective observation takes in not only use- and usability-based needs, but meaning-based needs as well.”

To improve our responsiveness, solving a problem, and face a high number of stimuli, we need to focus on a limited number, and ignore those who are considered less important.

We know that the activities of organs of the senses, are the result of effects of preceding stimulation, or past experience of the subject, as well as factors of attention, motivation, and emotional states of an individual and so when we see it is vital that we are aware of our weaknesses as observers.

The stimuli affect the perceived visual organization according to their proximity to each other, their similarity, the tendency for the subject to understand full numbers, as well as the subject’s ability to distinguish important figures of a plan.

It is important to exit out of the box to show the outside or behind the objects in the context in which we find ourselves.

 

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Skills and conscience of needs

To be successful in the next decade, individuals will need to demonstrate foresight in navigating a rapidly shifting landscape of organizational forms and skill requirements. They will increasingly be called upon to continually reassess the skills they need, and quickly put together the right resources to develop and update these. Workers in the future will need to be adaptable lifelong learners”

And for that, “The safest course is to do nothing against one’s conscience. With this secret, we can enjoy life and have no fear from death. – Voltaire

Be aware may mean that we are in a waking state, that there is a guideline or that I am able to experience. This means that what we call consciousness, exist in me clearly and I have to be vigilant to try things out, and admit myself as part of the ever-changing environment.

In these circumstances the knowledge as something real can exist if inserted at a time. For me it is or was true depending on the time that it had happened. When we experience something, we only have conscience of the experience if it is clear, otherwise, everything seems dark and diffuse or disturb our navigation in rough sea of change.

When awareness decreases on quantity, our ability to transform information into knowledge and applying it in good time is reduced. When our consciousness decreases in qualitative terms, our communication deteriorates and our ability to continually re-evaluate the skills we need and quickly put together the right resources to develop and update decreases as well. Be aware is aware of ourselves.

This “reality” must be extrapolated to the organizations, if our aim is to share knowledge.

Organizations hardly are aware of themselves, i.e. they do not have a thorough and structured knowledge of themselves, as would be desirable.

The conscious organization is one that continually examines in itself the commitment to become as aware as possible. It has the collective will of vigilance, the collective commitment to continuous developments and collective courage to act.

In a conscious organization, any element that it is part gives a warning signal, when any element of their culture is not conscious and the entire organization is prepared to rectify the affected area and make it more conscious.

“Businesses must also be alert to the changing environment and adapt their workforce planning and development strategies to ensure alignment with future skill requirements. Strategic human resource professionals might reconsider traditional methods for identifying critical skills, as well as selecting and developing talent. Considering the disruptions likely to reshape the future will enhance businesses’ ability to ensure organizational talent has and continuously renews the skills necessary for the sustainability of business goals. A workforce strategy for sustaining business goals should be one of the most critical outcomes of human resource professionals and should involve collaborating with – Future Work Skills

This is how variances, of possible stroked paths to embrace change and innovation in an organization, are corrected.

Innovation comes, through the application of conscientious information by any element of the Organization, but until get there, they go through fantastic paths, as for example, through the terrain of the Department or person in charge of Human Resources.

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The path of collaboration is built

Today different generations with various social and cultural contexts can present themselves to work together in the same workplace and carry their experiences and expectations, their fears and their courage.

Each one carries a set of values and an individual experience that others cannot understand. When an individual connect and interact with the set of which he  is part, he loses some of the importance of their individual value but gains much more in collective value.

Today organizations, environment where these people are concentrated, cease to be the privileged place to exchange experiences, and they compete with social networks and knowledge.

Today, all individual efforts seem irrelevant in view of the power of social networking and collective knowledge replace organizations as a source of cohesion and coherence for all stakeholders.

Maybe tomorrow, the hierarchies begin losing its relevance in favor of the liberal professions, consultants, networks of collaboration and work by project.

Tomorrow, the leadership will lose the predominant organizational nature and will include a social power and community. The diversity and interdisciplinarity of communities promote in leadership very significant behavioral changes, fruit of the democratization of knowledge and openness of spaces to creativity.

Today the work in an environment of diversity and the search for solutions to complex problems requires the construction of interdisciplinary teams.

For example:

Interdisciplinary teaming will drive innovation and solve problems in all kinds of situations where nutrition matters.  The profession will have to be assertive and opportunistic to secure positions in a world where competencies and credentials are less important than teaming and problem solving”

“What company climate promotes innovation?

Interdisciplinary teams, from engineer to social scientist to physicist, are an important factor. Furthermore, companies must consciously provide scope for action. And have courage: it should be possible to install certain processes even if they are perhaps not immediately successful.” – Marion a. Weissenberger-Eibl

The success of interdisciplinary teams rests in interactions between team members, where the whole is greater than the sum of the parts, but that doesn’t mean that there are no problems.

While the lone work can provide a path with fewer errors, although narrower scope, inter-disciplinary work is more failure-prone but are compensated by the innovative nature of the results beyond providing the opening the new search fields arising from the combination of several types of approach.

The development of an interdisciplinary team requires the domain of a common language and the ability in each one to understand the values underlying the statements of others.

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Empathy, trust and collaboration

When I started working I was a teenager who, despite rebel, i was getting used to “obey” on hierarchies with the passage of time and with the help of fear of retaliation.

I cooperated silently with the established authority!

When at some point of my professional career I began to represent the authority, first by competence and rebelliousness and after that as a significant part of the hierarchy, I have tried to develop a more participative environment with people who worked with me.

I wanted to, but still wasn’t a collaboration environment. Share knowledge, learn and build consensus was not an easy task for those who worked with a group that cultivates the comfort of familiar and trained tasks.

Collaboration as “a process through which parties who see different aspects of a problem can explore constructively their differences in the search for solutions that go beyond your own vision”, was not an encouraging prospect of work.

Collaboration implied more desire and effort, more dialogue and more creativity and people were accommodated at heavy hierarchies, to games of interest and to recognize the authority by statute and not by competence.

Despite everything people accepted the cooperative work, i.e., accepted the job as something that is done by the division of labor among them and as an activity where each person is responsible for resolving a part of the problem.

Today, with the technological developments and with the instruments at our disposal, we expand the context of our interaction, connect with a wide range of people from different disciplines and we can cooperate with the aim of creating something new and with value.

Truly collaborative processes embrace different points of view, even those that are conflicting, allowing their merger and creating something new and never before imagined.

To sustain a mindset of collaboration we need of a common purpose. People should collaborate for a reason and this means having a common vision.

This work typically involves the participation of different disciplines and how they interact through their representatives can have an important significance in the expected results.

When we talk about the interaction of various disciplines working on a project we can be talking about multidisciplinary teams (closer collaboration and cooperation and where there is a summation of opinions and tasks that tend towards a goal), interdisciplinary or trans-disciplinary teams (holistic).

An interdisciplinary team is characterized by the interactivity between people from different disciplines and that present an advantage resulting from the formation of generalist skills on the part of the team members, when they have the possibility to discuss third-party interventions in its areas of expertise.

This interaction promotes the development of T-shaped people. While the vertical line represents the specialty skills of each one, the horizontal line represents more tangential competences related to change management and teamwork among others.

If we cannot create observers saying “Observe”, we can’t also create collaborators saying “collaborate”. To collaborate is a decision and this decision is both emotional and rational in order to be able to work in teams.

I think, when we discussed the work of teams in the perspective of collaboration where there is a predominance of a particular discipline, be it design, engineering, economics or psychology, there may be room for some personality conflicts at the detriment of “healthy” knowledge conflicts more probable in interdisciplinary teams. 

A collaborative process is not simple and typically we do not implement it immediately.

Usually goes through several distinct phases (see this article) beginning with an analysis of the situation and a diagnosis of the main issues involved, passes through a definition of the desired outcome, a shared vision, a strategy for achieving that vision and targets, a calendar and concludes with the assessment of the results.

Because it is not simple and immediate it is important to have in mind some aspects:

-In an interdisciplinary team, collaboration success hinges on the availability of each one to collaborate, the desire to share by knowing how and what to share and building confidence.

-In groups seeking to solve problems, curiosity feeds all members which alone cannot solve it. Interdisciplinarity creates a larger exploration field that gives rise to the emergence of more ideas fruit of established connections.

-On teams where generations cohabit, there may be a feeling that the work is not shared with effectiveness and could lead to a decline of expectations in terms of results.

-The best tool to work in interdisciplinary teams and collaborative process is empathy. Try to understand the reasons underlying the options or ideas of each of the people of different disciplines.

-We cannot cultivate a collaborative participation of a team without celebrate the small victories of its members.

-Exists in us a predisposition for confirmation bias, i.e. a tendency to realize and browse what confirms our beliefs and not to seek or underestimate the relevance of what those contradict.

When we entered on a project where collaboration is key to knowledge transfer and for co-creating, small steps must be taken together which means finding within the common points of interest in diversity.

Collaboration is valuable when people need to work together on something that requires negotiation, but assumes a common language and some discipline.

 

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A voluntary act

Collaboration can be seen simply as a series of conversations and behaviors to achieve an objective.

But this involves the connection of people in a given context where you ask questions, you collect responses, information and ideas, and receive feedback on the results of experimentation until you reach a consensus outcome.

Collaborate is a voluntary act that emerges in interdisciplinarity.

Interdisciplinary collaboration refers to the positive interaction of two or more professionals, that lead to a context their “unique” skills and knowledge.

An organization or community have seen almost always the presence of a consolidated hierarchy that often plays an important role in the completion of projects or in the development of business activities.

But in a world where technology leveraged a more active participation of everyone, does it must be that way?

“Hierarchies are very good at aggregating effort, at coordinating the activities of many people with widely varying roles. But they’re not very good at mobilizing effort, at inspiring people to go above and beyond. When it comes to mobilizing human capability, communities outperform bureaucracies.” -Gary Hamel -The Future of Management

The problems that companies face today are too complex to be settled by individuals alone or by a single organization.

To achieve sustainability solutions, collaboration within organizations and outside them is essential. Internal collaboration is required to be competitive abroad.

We can collaborate to devise a solution that is not easily or that is not available as a response to frequent problems.

We can work together to find a path or a support structure to reconcile with our project but which is not familiar.

We can collaborate, because it is optional and the transfer of knowledge is vital for the attainment of desired results.

But to collaborate we must reach an agreement on how to proceed and this can only be done once we have a common definition of the problem, that reflects an understanding between our own interests and the interests of others who collaborate.

Collaboration involves a common goal and direction of the way forward for joint decision-making.

The collaboration may not be advisable:

-When problems require a quick and decisive action because the collaboration can be a process.

-When inequality of power between the parties can derail the process.

-When the groups are too large.

-When there is no power to implement the final decisions, etc.

Collaboration is not a magic formula to solve the problems when asking the participation of everyone. The definition of the problem and its context are important to assess the benefits of collaborative work.

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Is it fear of what did not happen, or is it fear of what will happen?

I think it is curious how some messages cause me some whirlwind of ideas.

This was the case with an article by Nilofer Merchant where we can read:

“When you are courageous (or fearless, bold – some synonyms), you have what you need to face the inherent uncertainty in all growth. It is the opposite of what most corporate hacks are: risk-averse. If we had more if it at work, we’d have more innovation for sure, but we’d probably have more real conversations. When you are courageous, you will be authentic and honest, you will perseverance rather than give up, and you will be brave even when you would rather not be.”

Often courage is a question of risk of image that people feel when they want to submit suggestions for the improvement of something or for innovation in an organization.

It is a feeling that, in doing so, we will be judged for the rest of our life or that we will not support a moment of contempt or humiliation which in many cases is very strong. But if our attitude is seen as an act of courage to overcome the mentality more conformist or systematically fitted in the comfort of proof of the data, so even if our idea is ridiculed, our self-confidence increases.

For example, if an employee has functions that do not normally call for innovation, he will have a tendency to avoid giving his opinion for fear of being called to attention. However when the company encourages employee participation in innovation processes the company is creating a culture of courage that will unlock the silence of the employee.

Create a culture based on the courage to face challenges and we all understand that being innovative is a desirable image and leads, as says Nilofer, to “more real conversations”.

It seems to be possible to say that without a culture of innovation it can hardly exists climate for the courageous participation and collaboration of all the elements of an organization.

Courage is also need in the high management and all middle managers, for example, to recognize the innovation initiatives of those who have not felt fear and therefore must be commended.

It is courage that should exist in the “Department of Human Resources” to develop an environment favorable to creativity and sharing, leaving back the use of knowledge as a weapon. It is part of the establishment of a culture of innovation, innovation processes and organizational structures, their definitions and their descriptions.

Although the fear may arise in a clear way or masked in fear of pinching the image, in fear of failing, or fear of being punished, this fear differs according to the experiences of the past and it is possible that in the reflection of these experiences it will be the solution of the problem.

“Fear can take hold of us and make us think our dreams are unattainable. Fear can stop us in our tracks before we even get going. When we are afraid of failing we are afraid of something that hasn’t even happened. Fear and anxiety are natural emotions we experience when faced with obstacles; however, successful individuals are those who experience fear and do whatever they’re scared of anyways” – Katherine m. Spragu

Courage is a matter of heart! Is calm, strong, based on truth and the more we use more powerful it becomes. Courage takes time to be heard within us, but when it comes leads us with force to the front of the battle.

Courage cannot be given.

Courage calls for us when we want to be creative or when we disagree with how it is being done our involvement on a project.

Courage calls for us when we are alone and we need collaboration or when we are confronted with interdisciplinary teams.

Courage calls for us when we want to be who we are!


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