Currently viewing the category: "Creactivity"

The teams of an organization move around three distinct environments, that is, people, processes and tools.

Most of the time, people stop looking at themselves and others and care on focusing their activity on processes and their choices on tools.

It is an interesting playful activity that leads people to adopt new trends in methodologies and processes or to find the coolest tool in the digital world, but we rarely see people on social networks or sharing platforms asking how one can we “improve thinking” or how to increase team member satisfaction (in addition to some team building experiences that are not well suited to contexts).

It is true that occasionally we see someone suggest different attitudes or call attention to the need to collaborate (implies dialogue) and to revitalize communication. Revitalize not the process itself, but the attitude towards the interlocutor and other teams that depend on our work or that are part of the same organizational system of our team.

We rarely hear anyone cry out that it is important and a priority to define problems well and frame them or contextualize them before we go on to discover solutions or innovative creation (redundancy).

We rarely hear a voice say to stop choosing in the storefront, which they prepared especially for us, and start building our solutions that give a full response to our problems and needs.

It is not usual to see one or more people in a team using a medium (critical thinking) to assess and improve their ability to judge well the options that are put to them, or built, to deliberate on a particular subject (evaluating alternatives, weighing one against the other, in order to make it possible to choose between them).

It is very rare to see someone express a desire for more diversity in the teams or to wish more interdisciplinary teams to avoid the predominance of the more homogeneous teams in the basic training or in the cultural network, but which, although usually more efficient in the execution, lose quality in creative problem solving and in the development of innovative products and services.

An organization that wants to use creativity as a lever for business success must constantly be looking for people with an open mind to collaborate with representatives of the various disciplines within and outside the organization.

After all it is this ability that distinguishes multidisciplinary teams from interdisciplinary teams. In a multidisciplinary team, everyone seeks to defend their own specialty and their techniques of choice, which leads to long-term approaches and probably weak conclusions.

On the contrary, in an interdisciplinary team, there is a collective appropriation of ideas with the transparent exposition of the positive points of the different ideas and a co-responsibility in the development of actions. In addition, contact with others causes self-reflection and allows confrontation with divergent thoughts that promote the coherence of the concepts.

We all know at what speed information flows and how cunningly it can be built and outdated constantly. This speed and the way we organize the data, when we want to make decisions, naturally implies moments of high tension and, therefore, relaxing is not a solution.

The tension within the teams when different elements need to decide must be managed in a way that benefits the team and the organization as a whole.

Most of the time these decisions are puzzling and challenge the combination of uncertainty, ambiguity, complexity, instability, and risk, and they also appeal to unique aspects of team experience as a cohesive group.

Often when we decide individually, we think about what will bring us the greatest benefits and eventually we are not aware of possible undesirable consequences for other people.

Thus, the best option is to work on the problem as a whole, paying attention to the diversity of factors and seeking to understand the complexity of causal relationships in the connections established in the organizational system.


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Today, more than ever, customers from different organizations are able to engage in the development and use of “things” that companies have to sell or propose that may end up becoming co-creators.

We can say that co-creation with customers (collaborative creation) is open innovation with customers, but it is not the same freedom offered to customers as a revolution of thoughts, desires and needs or want.

There are limits! There are boundaries! There are directions!

Most often there is almost always a set of constraints and legal, environmental, economic or social barriers.

Co-creation is not a clear path for everyone and everything. Organizations and their leaders establish a strategic line and define the boundaries of performance and possible contours for successful interaction.

We can create value by employing creativity, knowledge, experience and skills of people (internal and external to the organization) but for that we have to respect certain rules and principles.

Venkat Ramaswamy and Francis Gouillart describe “The four principles of co-creation” that is a great starting point to a successful path in co-creation. They say:

1 – “Stakeholders won’t wholeheartedly participate in customer co-creation unless it produces value for them, too.

2 – The best way to co-create value is to focus on the experiences of all stakeholders.

3 – Stakeholders must be able to interact directly with one another.

4 – Companies should provide platforms that allow stakeholders to interact and share their experiences”.


Although these principles are a good starting point, because they are liberators, they don’t cease, however, to provoke some questions which I leave open:

How to motivate stakeholders to participate?

If employees feel threatened, how can we create value and avoid value destruction?

On the other hand we know that the sharing of experiences of all stakeholders promotes a deeper understanding of the issues and the interactions developed could enhance the experiences of all.

So how can we develop and maintain a desirable dynamic in interactions?

Co-creation is certainly a way that organizations must go but this also requires an agile processes and rapid learning cycles that the available platforms should allow.

The interactions that occur in co-creation with customers should also, in a agile and clear way, serve to correct deviations from the objectives and clarify the boundaries of performance.

So I like to think that some of the assumptions for moving ideas to services or successful products are:

The possibility of technical implementation of an idea (feasibility).

There is technology available to realize this idea?

The organization is prepared for execution?

The time required for its implementation fits the organization’s guidelines?

The economic viability.

Does the result fit the client’s budget?

Does the result fit the organization’s goals?

The return on investment is it satisfactory or good?

Your ability to express desire to users or consumers.

What is the impact on the lives of customers?

Does it meet the customer’s articulated needs?

It’s good to remember, by one hand, that the non-articulated needs, i.e., those that exist but that users or consumers failed to clearly display contains a message that needs help to translate into understandable language. The interactions, that are made possible by platforms, are based on a duality, the organization with its structure, its rules and resources, and customers, who are mutually influenced, often don’t clarify the real needs.

On the other hand, the “hidden needs” which are the types of “things” that people really want, but are unaware of or do not feel that need. These needs will manifest only in future plans and are often the result of a change in surroundings or in the evolutionary process of each person.

In conclusion, although it is tempting to be really creative, ignoring the restrictions, to be able to see the restrictions as liberators is to reach another level of wisdom and it is also motivating.

The ability to execute (feasibility), economic viability and the clear identification of desire of (need or want) of consumers or users, should not be considered steps of a process.

It is at the intersection of these constraints that we must seek a solution to a problem.

These constraints are the pillars of execution that simultaneously serve to filter all possible interactions in organizations that promote co-creation projects with their clients.

What do you think about this?


Have will and be empathetic

Last week I and some friends decided to postpone the realization of an event because we thought there was an amount out of normal range of events over the next 45 days.

The events are not all about creativity, innovation, service design or design thinking, lean, entrepreneurship or art (most dear to me), but all of them demonstrate the willingness of new and older people to do things and do it well.

This environment puts me, however, some interesting points to think about:

How is that different generations cohabit and collaborate to produce these new, useful, memorable things and true levers for the construction of a better world?

Is it just the younger generation who are able to develop the creativity to produce so many actions of value?

I think different generations represent different lenses to see the problems and different ways to find solutions, that is, the way we think, perceive or percept our well-being differs from generation to generation but is always the result of our participation in creative activities.

The ideas come up and we’ll grasp them, whatever our age, and when we talk about organizations, the very conducive atmosphere of creativity that people eventually find depends largely on their attitudes and beliefs.

As we advance in age, it may happen that our idea of change is crystallized and gives rise to a dominant thinking that is convergent in the sense of “old school”.

There is room for reflection and construction of the story of our life, to which we add some creativity to bridge memory leaks or scenes more or less submerged.

In these ways of organizing events is sometimes necessary to demystify the idea that creativity is on younger generations and focus the cases which show that “older workers not only had great ideas for making procedures and processes more efficient, but their innovations also produced significantly higher returns for the company than those of workers in younger age groups…

Given these sorts of results, why is the notion that older people are less productive or innovative so entrenched? Part of it is because there are deep stereotypes and cultural narratives at play.”

Research details a number of ways in which the brain actually improves with age. And what’s even more interesting is that many of these advanced abilities correlate with key conceptual elements of innovation and creativity

This is particularly true for the human-centered design process — empathize, define, ideate, prototype, test — as outlined by the Institute of Design at Stanford, also known as “the”…

First there is empathy, “the foundation of a human-centered design process.” Empathy is critical to design because of the need to understand the people for whom you are designing.

Older people have a greater capacity for empathy because empathy is learned and refined as we age….

“Because of their greater capacity to empathize, older people can have a better sense of the things that may charge up another person’s brain and get them excited.”

Older people are also highly capable when it comes to the “define” aspect of human-centered design — that is, the unpacking and synthesizing of empathy findings into compelling needs and insights.”

Despite these complimentary findings for the older ones, we know that there are periods in our lives when we feel more encouraged to accept challenges and to which we replies based on our dominant concern in these moments.

Can any of these periods explain the quest for the impossible?

Is it possible a period where creativity is fostered to entrepreneurship?

Is there a period where creativity is guided to complex things?

Anthony Storr writes: “Actually, according to some psychologists, the work of all artists typically passes through three phases, provided they live long enough. Third period works have certain characteristics. First, they are less concerned with communication than what has gone before. Second, they are often unconventional in form, and appear to be striving to achieve a new kind of unity between elements which at first sight are extremely disparate, Third, they are characterized by an absence of rhetoric or any need to convince. Fourth, they seem to be exploring remote areas of experience which are intrapersonal or suprapersonal rather than interpersonal. That is, the artist is looking into the depths of his own psyche and is not very much concerned as to whether anyone else will follow him or understand him.”

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The fear of risking

When we want to learn something, exploratory behavior and intellectual activity are two manifestations of our interest.

Exploratory curiosity, as a result of the attraction of new stimuli that encounter a lack of fear is quite different from intellectual curiosity that translates into our need to think.

For example, if we look at the exploratory behavior of the babies, we find that this behavior will not imply that these babies when they are high school students have a natural curiosity for the intellectual learning.

“Arthur Schawlow, winner of the Nobel prize in physics in 1981, was once asked what, in his opinion, made the difference between highly creative and less creative scientists. He replied, “The labor of love aspect is important. The most successful scientists often are not the most talented. But they are the ones who are impelled by curiosity. They’ve got to know what the answer is.” – Teresa Amabile

Curiosity can be seen as a need or desire for knowledge and is essential for the exploratory behavior’s motivation (the pleasure of seeing and searching), i.e. all activities related to the collection of information on the environment.

Curiosity is our main ally in the understanding of complexity that involves many challenges we face today, however, a clear distinction between exploratory and intellectual curiosity can often not be possible.

We can verify that we know people who are regularly exploitative but are not intellectually curious. I.e. is there a holding and contemplative observation without the intention of aggregating and integrating knowledge.

On the other hand we can observe people who seek incessantly the meaning of things, but with fear risk exploration of the unknown.

The risk factor may have an important weight in doing some exploratory activities demonstrating the ability that the environment have in shaping our attitudes and is often responsible for the direction and focus of our curiosity.

But it’s not just the environment that can shape our curiosity and naturally with this it decrease our ability to build the future. The trust we have in ourselves is also a factor to consider when we want to take chances and to be curious.

The more we develop our curiosity the more we are closer to understanding our surroundings and more easily participate in problem-solving. Curiosity allows us to see things with other eyes and see new truths which in turn make us evolve as individuals, as a community or as organizations.

Our future is closely tied to our curiosity because this keeps our mind active, rather than passive, and therefore more directed to ask questions rather than answered yes to almost everything. Keep an open mind and don’t take things as granted is an important step for the future.

Curiosity makes us observers of new ideas and opens the way to new worlds and opportunities quickly translate into new and emotional experiences. Without the company of curiosity we tend to find things boring and rather than do questions, we have complaints and feelings of displeasure.

We are all lifelong learners, from day one to twenty-thousand-and-one, and that’s why we keep exploring, wondering and discovering, yearning and learning, reaching with more than just our hands… The future belongs to the curious.”

Learning is fun!


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Clarity, innocence and creativity

An astonishing imagination, fertile minds and willingness to take risks are characteristics of children from an early age in kindergartens, but that most of us were lost by obfuscated rules.

Many of us have learned and save for use in adult life some of the most curious and important ways to be in life. I am referring to sharing, fair play, to morals and ethics, hygiene habits, and habits for a balanced lifestyle.

But later, lifelong learning, we learn also other things more “serious” that prevent us from playing, see the colors of the world and understand each other.

“Most students never get to explore the full range of their abilities and interests … Education are the system that’s supposed to develop our natural abilities and enable us to make our way in the world. Instead, it is stifling the individual talents and abilities of too many students and killing their motivation to learn.” – Ken Robinson

When we were children and even teenagers norms served us standards to counteract and to give wings to creativity, to look for the difference and feel pleasure in our new identity.

We look for different things but we frequently also do some experiments or demonstrations in groups.

But we grow and we create habits, we’ve created fear of fail and we gain our comfort zone. Now, we do not relate things like when we were kids, because while we were children, we flew to the other side of the world and we fight the evil. Today, some of us hide under the covers to escape the problems plaguing the world.

Our creativity has been molding in accordance with our use of knowledge that we possess, the new information that we are receiving and data containers for treatment.

Therefore, the ability to combine the information in a new way is important so that we can develop our creativity in solving problems. Our learning must be made not focused exclusively on the traditional processes of information but also geared to the significance of the results obtained.

The data are records from the past that tell us a story and even if true does not mean it are always repeatable. Moreover, in many cases, they serve exactly to avoid repetition of adverse events in our life.

Relive the past can be good but not in the sense of justifying what happens or predict what will happen. The future needs of our creativity.

Recognize a problem or opportunity, meditate on it, identify a way forward and accomplish an idea are steps in the creative process.

Creativity has no time or place nor is ability to a particular discipline or a blessing in a person. Creativity is democratic and appears in painting as in technology, in cooking or in finance, but in all the ethical issues is extremely important.

“So, by definition, creativity is morally neutral. The myth that it’s good is a dangerous misconception. Societies must constantly strive to ensure that novel ideas in government, business, education, and every other realm are wedded to strong ethical values.” – Teresa Amabile

“Every child is an artist. The problem is how to remain an artist as it grows!” – Pablo Picasso

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 The eggs are permeable!

I have always had a special appreciation for the data and to the processing that often expert teams give them! Not because they are critical to my decisions but because they give rise to a lot of creativity.

I think that to help predict the future is one of the functions of the data record of the past, i.e., producing the best information possible from the available data.

And it is from the available data that we can imagine the unavailable.

It is here that creativity arrives!

The choice of which is relevant, how combine the data, the identification of connections or correlation determination is a precious help to make decisions.

The point where I want to get is that often we look at nuclear factors, said representative, and we forget the ends or the more superficial elements.

It’s a bit like looking at an egg and think of yolks to make an omelet or a cake, forgetting in the white and shell.

They are often the small details that make a difference.

Why is it that instead of bringing the ideas into the nucleus of the companies, that is, until the center of decision, we do not bring managers up to the fringes of the organization where reside most of the ideas?

In general the fringes of the organizations are the peripheral areas with high growth potential, but this growth is only real if it is accompanied with the necessary care on the part of the decision-making centers.

The fringes of the organizations represent the initial phase of business initiatives, with high growth potential, for example, when new market-oriented initiatives or new working practices are introduced in the work force, it is necessary to create an environment of motivation and hear the experience of this force.

The first test is done internally when it verifies whether resources are aligned with company strategy and the guidelines given.

Are the egg shells that enable the protection but at the same time are permeable to change the environment and are therefore spokesman of the news of the world.

These fringes are also with new ideas and are both fertile grounds for their development. It is certain that they will find in the core of the company fostered by resistance often certain profits and or statistically advised.

The core needs to realize that these ideas are opportunities, a more promising than others, as well as need to realize they don’t have to apply great resources to transform those ideas into business.

Each tomorrow represents in an organization a growth of the knowledge and connections that join seas of inspiration to develop the creativity that can’t be ignored.

Is in the fringes of the Administration, the sector or Department or even the fringe of the Organization, the border with the outer environment, there is a territory to explore that cannot be described by a messenger.

The holders of power of decision and distribution of resources have to accomplish this trip up to the edges. If they do not have availability for direct dialogue must at least listen to the ideas entered in their idea management applications.

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This post has been rewritten from a previous published on this blog!


Values that we do not measure but we feel

“The ability to think about what is not happening is a cognitive achievement that comes at an emotional cost.”

Imagine you have a garden colorful, if by chance you have not already, and place there white and grey stones of various sizes.

What you are doing is to praise the plants!

Or if the garden is simple try put colored stones of similar size and shape. This causes the abstraction.

But if your garden is of white roses add black and white stones.

“Simplicity is the ultimate sophistication” – Da Vinci

The mind of people likes to wander and often this state brings discomfort and makes us feel unhappy when we want something and we think it is not nor will be within our reach.

However our future can be the garden we want if we really can build it, and we can build a lot.

We may want products or services that are all as almost people want, that is, we want to be in conformity with the medium that surrounds us, or we may want something that differentiates us from others, something uniquely with what we think we are.

Only that in the latter case we normally acquired a signature and we use or enjoy the creation of another person.

We can create our garden or we can co-create what we want if our mentality is not just the easy consumption. We can participate in the satisfaction of our needs by giving more meaning to what we use and enjoy.

We can cooperate more in the construction of our lives and share what we are. We can sculpt our thoughts.

Talking about a sculptor: – “He does this because, for him, the sculpture is not just a reproduction of reality he is concerned with the attempt of capture of attributes, such as character and personality.

It gathers your information; it uses it to help shape the clay sculpture, which is the first step in the process. Later, he will make a plaster mold of the piece in his foundry place, which is in the basement, and then sends it to a foundry where it is transformed into a bronze sculpture. “

As creativity goes fueling innovation and the business world, the posture in the face of creation will evolve.

“What’s happening is that designers used to be those that made chairs, or those that made posters. Instead, right now they look at the way people live and they try to translate their observations into better products, better interfaces. Objects that are better, more flexible, more adaptable, and more elegant artifacts that we can surround ourselves with. Since people are changing everyday faster, and what’s happened in the past decade is the rate of change has become more rapid, what designers have to do is first and foremost be like anthropologists, or ethnographers. They have to observe how things happen and interpret them as fast as possible in a smart way.” – Paola Antonelli

Some creators use empathy to identify what are the needs of people, looking to propose effective solutions for resolving problems or even proposing services and experiences that meet our desires and dreams.

It is for us an important part in this process and that is, being able to honestly identify our reality and we are also able to collaborate in the construction of our happiness that is an intangible value.

When we give meaning to simple things, in our day to day, we participate in the creation of value.

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Passion, imagination and experimentation

About four years ago I needed to change of residence I left my hometown (Porto) and tried to rent the house where I live today.

All this would be the most normal thing in the life of any person, if I had changed from one type to another similar housing. But not! I changed a 9th floor for a villa with 600 m2 of exterior space and everything else is just a click away or have the cost of one or two toll higway.

And then began the future!

What should be a garden or a vegetable garden had been covered by a layer of gravel to facilitate parking cars for a selling stand. Although the housing be excellent outer space was appalling.

I looked to the future and accept the challenge!

I wanted to transform the space into a place where I could enjoy the shade and read a book, look at the flowers and listen to the birds, sow and reap the fruits and vegetables without consuming a few shelves of supermarkets.

Well! What is important in this story, it is not the “bricolage” activity, gardening or construction work more or less heavy. The important thing is what I felt, what I thought and what is possible when we have passion for what we do.

The desirable!

Naturally, we generally have a bag full of ideas, desires and dreams, but when a stimulus triggers the opening of the bag of opportunities, we started to see the future. In the case of that space that I wanted to build a garden and a small vegetable garden where I would enjoy some experiences and not just on any weekend.

I wanted to have lunch or dinner with family and friends outdoors whenever conditions allowed, and at the same time listen to the music of the water running, walking barefoot, reap the fruit of the trees, and pick plants condiments or vegetables for salads.

I wanted to read a book under an umbrella, or access the internet without concerns, as happens in a public garden.

I wanted to experiment with outdoor games, even the traditional and refresh me on the days of more heat.

Well, these are some of the wishes, but how to satisfy them?

The feasible!

When I looked to the ground covered with stones I saw a promise of work and many days of execution. When I looked at the sky I saw the trees there, felt the smell of flowers and listening to the water and the birds.

But I knew that, to transform the ground in heaven that I had to be realistic and promise myself only the possible. The impossible doesn’t exist, that is, whenever I heard or thought was impossible I was looking for a solution.

Not got a date of opening, but determined a runtime and according to the plan of implementation started the construction of the future.

Everything that I had thought was achievable.


The economically viable!

A joint venture of this magnitude, although household, requires an assessment of financial availability because there are always tools and materials to purchase or the possibility of recourse to external services. I noticed that the dream was economically viable and as there was no HR costs it was surprisingly low cost.

To facilitate understanding of this text see here or imagine yours!

The exercise of creativity!

The search for the satisfaction of the desire became an environment extremely favorable to creativity. The constraints were of various kinds, soil, water and electricity and the tools were not suited and to that I joined a possible budget to produce new ideas and achieve the desired results.

Experimentation and prototypes!

It was the experimentation and the use of small prototypes that enabled learning to build a pergola and a tank with a built-in irrigation system. Sustainability was also a dominant concern throughout the project, because it was important that the outcome was not a product but rather a space for experiences in everyday life.

Ease and low cost of maintenance were important requirements.

The motivation for progress, for meaning and purpose!

As we get small victories we renewed energy and passion for the project grew. After all it was a living sculpture under construction whose progress fed new experiences.

Small and large obstacles, even physical were transformed into opportunity to creativity and learning.

What this means to me!

It means that when there is a strong purpose and clear conscience of our capabilities we don’t wait for the future. We built it!


Tell me about the future!

The passion, the environment and different thinking

Creativity depends on the change and the changing needs of creativity.

Our life is a trip, full of change, with spots more or less alterosas and when change happens it takes creativity to react adequately to this situation.

Want to change and creativity involve risks that we bring anxiety and lead us to experience fear or joy. Sometimes change can occur very quickly and in a short space of time other times she does slowly and brings an adaptation process.

“How to change things when change is hard?”

Let’s see some notes from the book “Switch” Chip Heath that covers several types of change but assuming all change begins with a person when that person is focused on three things simultaneously change works best.

Focused on what?

Motivate the elephant. The elephant is our emotional, instinctive side, which is lazy and skittish and will take any quick payoff over a long-term reward. We all have that. The elephant is usually the first cause of any failure to change, because the change we want usually involves short-term sacrifice in pursuit of long-term benefit.

Direct the rider. The rider, perched atop the elephant, is our rational side. We presume our rational side holds the reins and chooses the way forward. But the rider’s control is precarious, because he is tiny compared with the elephant…You must give the rider clear direction with which it can steer the elephant.

Shape the path. Change often fails because the rider can’t keep the elephant on the road long enough to reach the destination. The elephant’s hunger for instant gratification pulls against the rider’s strength, which is the ability to think big picture and plan beyond the moment.”

But why would we think differently?

We need to find the motivation. The motivation may come from the desire to correct mistakes or desire to be better or embrace creativity and innovation.

The capacities to change and to be creative are two characteristics often associated with people and organizations.

Despite all these capabilities seem to create some confusion with frequent fears that we feel, with no longer needs or obstacles that we face daily.

And then we are patiently waiting for someone to create something new or will make change for us.

This is not only let the elephant without a driver such as let the others clarifying our path. Our emotional side is subject to the “best deals” from the market supported by “herds of emotions” and let our rational side eventually stuck to the logic of conformism.

If we are not able to open our minds to new information and establish new links or connections to produce new ideas we let the elephant be responsible for our trip to the world of change, but it is also true that only the rational side not nutty leads by good roads. The balance between the rational and the emotional side provides not only the acceptance of change but also the participation in the creation of this change.

Organizations change has a broader impact not only by the diversity of its human potential, but also by the different waves of change outside the organization.

When the change is an imperative for organizations creativity is a protective factor against the threats to which they are subject.

Teresa Amabile presents a significant example of how organizations manage to resist threats to creativity. It is the combination of three fundamental ingredients:

Smart people who think differently. The first threat to business creativity is our endangered education system, with its downward trends in science and math, and its increasingly narrow focus on basic subjects. The four dozen people working at PARC were really smart, with two important kinds of smarts. First, they had deep expertise — in computer science, optical science, and system dynamics, as well as broad acquaintance with seemingly unrelated fields…Second, the PARC inventors had creative smarts. Rather than getting trapped by what was already inside their heads, they voraciously consumed new information and combined it in ways no one had previously imagined. They didn’t develop those habits of mind by following mandated curricula.

Passionate engagement. Aside from small startups, too few organizations today give people a chance to do what they love in service of a meaningful mission…Bauer and his colleagues found immense interest, enjoyment, satisfaction, and challenge in “dreaming, proving and making things that had never been done before”.

A creative atmosphere. Under the severe pressures of the financial crisis, contemporary organizational atmospheres resemble assembly lines more than hotbeds of creativity. Too often, the imperative is to do the same thing repeatedly, ever faster and more efficiently; reflection, exploration, and intense collaboration become superfluous luxuries. The PARC culture could hardly have been more different. Like all great organizational cultures, this one started with a bold vision… Even the smartest, most passionate people won’t thrive in — or will soon abandon — a work environment that stifles them. Most people who got into PARC never wanted to leave.”

Facing what Heath and Amabile wrote it is important to retain that construction of the path of creativity or to choose the best environment to fight threats to creativity is the result not only of the driver but also the elephant that we select.

Creativity facilitates change and change lever creativity!


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Yesterday was an amazing day!


When my hometown presents me with events like yesterday I am happy to have been born there!

Yesterday was a day of “Talks 2.0″ and “happiness and CREATIVITY in your WORK LIFE” an happy experience, not because it is the fruit of chance, but because it was the fruit of creativity, passion and joy. Congratulations to the Organization and participants (speakers and us as actors of interaction).

When I say amazing it not only means that exceeded my expectations, it also means that during and after the event was created an enabling environment of interrelationships and connections, or if we want of Serendipity.

A day in which when looking for what we didn’t before we also find what we are not looking for.

The way how the presentations and moderations were held gave each of us a way to establish contact points between each of the approaches undertaken within the framework of creativity and happiness and with these points to build our own history.

Without having spoken storytelling, storytelling was everywhere as a lived experience and to live.

And in the future how it will be?

The experiences reported are success stories of the lives of the speakers where the law and respect for failure are well emphasized and where there is place to a lot of experimentation to find happiness.

It was not been given a special sauce recipe to build happiness and happiness at work. What was suggested were paths to each of us produces its own sauce and some of the ingredients are well known:

-Tolerance of failure and ambiguity

-Participation in the choice of paths to follow

-Environments that are facilitators of creativity

-Face barriers as challenges and opportunities

The energy required for our day to day comes primarily from our motivation to overcome barriers and the way we see these barriers, may lead us to moments of happiness or negative states of mind to experience the work.

Being satisfied our needs of subsistence, the path to happiness at work is to find business environments of facilitation of intrinsic motivation, whether the work environment, an empathic interrelationship or projects with purpose and meaning.

When the working groups consist of people with skills that are not limited to a great expertise and are complemented by social skills and in these groups there are several disciplines the progress in results is clearer and the motivation is higher.

When this happens frequently happiness begins to install.

To be responsible for the work to be performed and the recognition of work fruit of progress that we achieve are fundamental to move fuel from “I wanted to do what I like” to “I do what I like”.

It is good to remember that, despite all kinds of work have good things and bad things our tendency is to make it stand out the bad things. So it might not be a bad idea to appeal against a suggestion presented in “Talks 2.0″ when bad things arise:

Share a chocolate!

“While we certainly can’t argue with the value of congratulating an employee on a job well done, we have another novel trick that we’ve found rather effective: chocolate. Yes, when you “sweeten the deal” quite literally, you’ll find that your employees will actually experience a bit of an emotional boost. It’s not just because of the sweet taste, either. Chocolate contains over 300 different chemicals, including caffeine, theobromine, and phenylethylamine, which stimulate the neurotransmitters in the brain linked to concentration and mood. In other words, a few handfuls of M&M’s could have employees feeling better and working smarter. (Quite a big accomplishment for a little chocolate candy!)” – Linda Kaplan Thaler and Robin Koval

Alexander Kjerulf said yesterday: “The happier the company is, the more money you make”


Don’t you agree?