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 […]
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.
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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