Working the land to sow Probably many of us have thought of changes we would like to do in our life. When it comes to cause changes in health-related behaviors, most people know what to do. People think having a varied and nutritious diet, keep their body mass index, getting enough sleep, vigilance with medical […]
Working the land to sow
Probably many of us have thought of changes we would like to do in our life. When it comes to cause changes in health-related behaviors, most people know what to do.
People think having a varied and nutritious diet, keep their body mass index, getting enough sleep, vigilance with medical examinations, reduce stress, etc.
“Making healthy lifestyle changes affects not only our risk for disease and the way we feel today but also our health and ability to function independently in later life. What we do for ourselves is often more important than what medicine can offer us. Yet making healthy changes is easier said than done. Even when we’re strongly motivated, adopting a new, healthy habit — or breaking an old, bad one — can be terribly difficult.” – Harvard Medical School
The change of behavior generally requires a gradual progression of small steps towards a larger goal.
When there is the intention to perform a specific behavior, we are influenced in the way we think, that is, there is a set of inner thoughts and feelings that result from the combination of standards and control mechanisms of society.
After all attitudes are a small thing that makes a big difference!
For example, we may think that knowledge plays an important role to get people to begin to change the behavior, but this is far from truth.
In fact, so that people begin to change, you must have the ability to socialize with others and encourage them to collaborate in order to provoke change.
Likewise our ability to express ourselves, to explain clearly what we want is essential so that we can encourage people to collaborate on this change through ideas.
We know that empathy is an individual capacity, which resides within the person, but only arises when in fact there is an exchange. For this exchange takes place, we must use our ability to understand the intentions and desires of others, and consequently we relate well in society.
The change arises if our behavior create a perception of honesty.
However, make changes in our professional lifestyle or work may not be a simple thing.
In organizations, apart from our own resistance to change us we counted hurdles often coated with informal characteristics as is the case of company culture.
The organizational culture includes the norms, values and beliefs that are shared by the company’s employees and whose frame is built by the leaders, by history and by the way work is valued and rewarded.
When a company begins to feel the resistance to change and to innovation, is probably a resistance with origin in leadership who doesn’t believe in their ability to be successful with innovation.
But when there is a company with a strong culture of innovation this can give the company a powerful competitive advantage, because culture permeates all levels of the company, including the beliefs shared by the leadership.
But, how can we go from a “culture of resistance to a culture of innovation?
For an organization to become innovative and don’t submit resistance to change the company have to make sure that the land where is developing their culture is fertile and that seed of receptivity to change were well launched.
Only when the culture becomes permeable to change is that collaborators are more likely to have an active participation in innovative environments.
The first steps are the recognition of the need for change and the definition of urgency.
It is important that the Organization recognizes clearly what are the reasons that push for change, and where they should focus their efforts.
It is also important that the leadership show employees how will be the Organization after the change and expresses support in addition to develop a compromise between all.
Once they have done the work on the ground with the seeds, it is necessary to maintain the transition as if it were a growing plant until they reach the mature stage to collect the fruits of this change.
As in any other culture, innovation culture requires a special care in the treatment of the land where we want it to be developed.
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Resistance to change and to innovation The courage to talk when you have a new idea or the courage to speak when you hear something that makes no sense, seems to be a usual thing, but if you look well, exposing us to the confrontation of opinions and to hypothetically ridiculous are moments that we […]
Resistance to change and to innovation
The courage to talk when you have a new idea or the courage to speak when you hear something that makes no sense, seems to be a usual thing, but if you look well, exposing us to the confrontation of opinions and to hypothetically ridiculous are moments that we frequently avoid.
This so-called lack of courage that we feel on many occasions is no more than a reaction to the discomfort that change brings, without any benefit to us.
To have new ideas and introduces them to an adjuster public is a risk that we are not always willing to assume.
We and our peers were subject to a formal education that has always given great importance to find correct answers to problems more or less specific. It is indeed that the privileged training in order to be employees in the companies that eventually can hire us and where we will discover comfort zones with ease.
People generally have a comfort zone that is where they feel happy. There are areas where things seem familiar and certain, the events are predictable and controllable, where there are no threats and consequently there is no need to change anything.
But, as we have evolved in the decision-making chain, the answers are not as easy or as fast as those required to perform certain routine tasks.
For example, the business issues are more ambiguous, complex and subject to a dynamic that is not inclusive of with a list of things to do, and can provoke a change for which we are not prepared!
In these circumstances, when faced with change and pushed for a decision, we run the risk of going into panic zones and all our comfort is called into question abruptly, causing concern, irritation, fear, resistance or inadequacy. Those are sudden changes that need support to not cause the personal and organizational break.
But is there anything wrong with comfort?
Of course not! Comfort is a nice area to relax, find meanings, deepen reasons, but almost sits there too long, you lose the value of the journey and ends up in a vacuum.
So, how to avoid panic zones?
The best way to not suffer serious injuries with change is learning to live with some comfort in the discomfort areas.
The discomfort zone is a place that lies on the borders of our comfort, but not far from it. It is the zone where begins the possibility of dreaming, where one can take root and grow doing exercise.
To challenge the discomfort requires the practice of regular exercise and the more we do, the more this becomes friendly and greater is the trust that we have to overcome these challenges. When we increase confidence we are lowering resistance to change and to the unknown and this allows us to face the fear of the areas of discomfort, often represented by only one of two things, success or failure.
Actively learn from our mistakes and learn not to know, i.e. unlearn some formal education guidelines that we had and which leads us by the way of quick and limited answers, puts us more comfortable in the areas of discomfort and fear of the unknown.
To feel comfort with the areas of discomfort we need to practice flexibility, movement, spontaneity and changing routines or create creative habits.
“The truth is that our finest moments are most likely to occur when we are feeling deeply uncomfortable, unhappy, or unfulfilled. For it is only in such moments, propelled by our discomfort, that we are likely to step out of our ruts and start searching for different ways or truer answers.” – M. Scott Peck
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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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