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How Reframing A Problem Unlocks Innovation

How Reframing A Problem Unlocks Innovation
Editors’ note: The following is an adapted excerpt of InGenius (Harper One) by Tina Seelig. What is the sum of 5 plus 5?" "What two numbers add up to 10?" The first question has only one right answer, and the second question has an infinite number of solutions, including negative numbers and fractions. Mastering the ability to reframe problems is an important tool for increasing your imagination because it unlocks a vast array of solutions. A classic example of this type of reframing comes from the stunning 1968 documentary film Powers of Ten, written and directed by Ray and Charles Eames. Starting at a picnic by the lakeside in Chicago, this famous film transports us to the outer edges of the universe. This magnificent example reinforces the fact that you can look at every situation in the world from different angles, from close up, from far away, from upside down, and from behind. You can open the frame even farther by asking why I want to get to the other side of the river. Related:  De todo un pocodesign thinkingSkills and mindset

La teoría del pobre perpetuo Marc Augé (Poitiers, 1935) lleva toda la vida observando humanos. Estuvieran en Togo o en el metro de París. Acaso sea esa curiosidad la que explica que el africanista se hiciera famoso por acuñar un concepto ultramoderno y superurbano, que pasaría desapercibido en boca del comisario de una feria de arte conceptual y que en la de Augé sonó a teoría para desbrozar el presente: los no-lugares, esos espacios anónimos que no son de nadie y son de todos como los aeropuertos, los supermercados o las autopistas. Pero dado que considera al etnólogo un “testigo del planeta” y al antropólogo “un especialista del presente”, no resulta extraño que Augé, con su ojo avizor, se vaya metiendo en todos los charcos, ya sean suyos o ajenos. Esa globalización, que va por partes, está al comienzo de un miedo que paraliza principalmente a las sociedades que antes vibraron con pujanza. Si no hay utopías para sustituir a las utopías, ¿cuál será el camino?

5 Paths To Doing Great Work At A Terrible Company What can I say? I needed the money. My kids were small, my own agency had just ground to a halt, and I needed a job--tomorrow. The phone rang. A headhunter told me about a place that wanted me for a ton of money and I could start right away. If you work in the creative industries, or you’re trying to break into them, then you’ve probably watched some industry legend swagger onstage to dish out career advice. You will search in vain for that job on my LinkedIn profile; I don’t admit to ever having been there. 1. “Work as if you live in the early days of a better nation.” Nancy Vonk is a partner at Swim, a coaching company for creative directors. You’re not the only frustrated talent in the place. 2. Today, James Bond is the best-known fictional character in the world. Nod. Watch this clip and see the difference a few helpful changes can make. A while ago, I talked to one of the most successful commercials directors at Cannes. “It’s not talent,” he said. 3. 4. David Ogilvy moonlighted.

History - 3M US Company Information: McKnight Principles Resources William L. McKnight, who served as 3M chairman of the board from 1949 to 1966, encouraged 3M management to "delegate responsibility and encourage men and women to exercise their initiative." His management theories are the guiding principles for 3M. William L. William L. Many believe McKnight's greatest contribution was as a business philosopher, since he created a corporate culture that encourages employee initiative and innovation. His basic rule of management was laid out in 1948: "As our business grows, it becomes increasingly necessary to delegate responsibility and to encourage men and women to exercise their initiative. "Mistakes will be made. "Management that is destructively critical when mistakes are made kills initiative. Back to History

Amy Cuddy: To Be Your Authentic Self, Get to Know Your Beliefs, Values, and Abilities Amy Cuddy: Presence is the state of being attuned to, and able to comfortably express, your true self — so your best qualities, your core values, your personality — and really to do so under stressful circumstances. Because when you can do that, you’re then able to kind of let your guard down and hear what’s actually happening in the situation rather than what you fear might be happening. Presence comes from knowing your story, you know, really knowing who you are — so knowing what your core values are, what makes you you. What’s one of the things about you that can’t be changed, no matter how you perform in this negotiation or on this math test? So it comes from knowing who you are, accepting who you are, believing your story and then being able to access those things. Everyone has these biggest challenges and they are situations that we approach with a sense of dread that we execute with anxiety and distraction. When people are present in a social interaction you can tell.

Humberto Maturana "conversa" sobre cómo lograr cambios en la sociedad chilena El biólogo chileno, conocido mundialmente por el concepto de autopoiesis y la Biología del Conocimiento, conversó con AméricaEconomí desde su Escuela Matríztica, acompañado de la epistemóloga Ximena Dávila y el ingeniero Cristóbal Gaggero. En el intento de comprender el fenómeno de los movimientos sociales desde su origen, y obtener una mirada más profunda de la coyuntura chilena, de América Latina y del mundo, AméricaEconomí conversó con los miembros de la Escuela Matríztica, el destacado biólogo y premio nacional de ciencias de Chile, Humberto Maturana, la epistemóloga Ximena Dávila y el ingeniero Cristóbal Gaggero. La entrevista, en realidad, fue "una conversación". En el lugar se respiraba absoluta tranquilidad. -Respecto de la coyuntura actual que vive Chile, donde los movimientos sociales se han tomado las calles y son protagonistas en las redes sociales, demostrando su desafecto hacia las instituciones, ¿cuál es su diagnóstico de la situación? HM: Queriendo.

How Serious Play Leads To Breakthrough Innovation The following is an excerpt from Creative Intelligence by Bruce Nussbaum (HarperBusiness), out March 5th. It took several hours, but Harry West and his team eventually reached a conclusion about their current challenge: Drinking was weird. West, the CEO of the Boston-based consultancy Continuum, had brought together a diverse group of his top people--collectively, they had degrees in packaging, design, business, engineering, human factors, and technology policy--to help redesign one of the greatest innovations in Swedish commercial history: the tetrahedron-shaped Tetra Paks now so common in Europe, Asia, and much of the world. Dr. After years of trying to fix the problem on their own, Tetra Pak’s executives contacted West for help. So West gathered together a team that had worked together before and trusted one another to be, well, a little nutty. The original Tetra Pak design from the 1950s. Play That Doesn’t Work When we play, we try things on and try things out. Planning For Play

Designers: Learn To Code! Here's How To Start A friend, formerly a competitive fighter, once asked me: "Have you ever been punched in the face?" He and I were about to get in a bar fight. He needed to know if I could handle myself: Apparently, the fear of getting punched in the face holds you back from being effective in a fight. But once you’ve been punched in the face, you realize it’s not so bad—it’s easy to fling yourself into a fight without hesitating. Similarly, learning how to code can be intimidating if you’ve never done it before. The first punch I want you to download Processing. If you want to just download the code, it’s here. Once you get it typed out, hit the play button and see what cool stuff you just made with the code. Playing around is fun, but how does this all relate back to your work? When you start playing with these tools and you understand how they work, you’ll start adding these things into what I call your "mental toolbox." Case study: fluxAbstract About a month ago, I decided to experiment. It’s not pretty

8 Habits of Curious People Apple's Worldwide Developers Conference next Monday will be all about the brains behind Apple devices—the operating systems. It's not likely we'll see any new gadgetry (I could be wrong; it's happened), but we'll get a busload of information about new tricks in iOS, Mac OS, watchOS, and tvOS. At last year's WWDC, you may remember, Apple introduced OS X 10.11 (El Capitan), iOS 9, and WatchOS 2. The News app debuted, Maps added public transit directions, and HomeKit and CarPlay both got updates. This year we'll hear a lot about how Siri is moving deeper into Apple's major OSs, and about her advances in general smarts and usefulness. The Cupertino, Calif. What’s In iOS 10? Apple has a habit of adding things to its mobile OS that Samsung has already added to its smartphones. It’s a good bet that Apple will show some functional and cosmetic improvements to the Photos app, possibly adding new editing features. Apple Music Makeover The Siri Show The Year Of Messaging AI A VR Surprise? Read More:

En 2013, il faudra plus encore se méfier de la docte ignorance des experts LE MONDE | • Mis à jour le | Par Edgar Morin, sociologue et philosophe Hélas, nos dirigeants semblent totalement dépassés : ils sont incapables aujourd'hui de proposer un diagnostic juste de la situation et incapables, du coup, d'apporter des solutions concrètes, à la hauteur des enjeux. Tout se passe comme si une petite oligarchie intéressée seulement par son avenir à court terme avait pris les commandes." (Manifeste Roosevelt, 2012.) "Un diagnostic juste" suppose une pensée capable de réunir et d'organiser les informations et connaissances dont nous disposons, mais qui sont compartimentées et dispersées. Une telle pensée doit être consciente de l'erreur de sous-estimer l'erreur dont le propre, comme a dit Descartes, est d'ignorer qu'elle est erreur. L'erreur n'est pas seulement aveuglement sur les faits. Hélas. Notre machine à fournir des connaissances, incapable de nous fournir la capacité de relier les connaissances, produit dans les esprits myopies, cécités. Ce mal est généralisé.

Models for Decision Making Have you ever been faced with a simple or complicated problem, and you didn't know where to being with the decision making process? I have often found that there are a variety of factors that cloud my ability to properly make decisions. Making decisions is often more complicated then we truly believe it to be because we often don't consider the side effects or consequences of our actions. Stress, emotions, personal feelings, bias, and the events of the day can all impact our ability to make informed and positive choices. Some decisions appear to be relatively straight forward until you take a step back and look at the entire picture with a fresh perspective. Brainstorm One of the best ways to make decisions is to get a piece of paper and start jotting down ideas. What is the decision? Prioritize with the Pareto Analysis The method of Pareto Analysis is often referred to as the 80/20 rule. I found a useful site that provided the following examples of the 80/20 rule: Create a Decision Tree

Why the 'most innovative companies' aren't By Jeff DeGraff (TheMIX) -- Pull out the list of the "most innovative companies" from your favorite business magazine. With the exception of their brand recognition, which is the entry fee for these beauty pageants, they have few innovation practices in common that would distinguish them from the rest of the rabble, whether it's unique strategies, unusual financing, or novel ways of hiring and staffing. The fact is that one size never fits all. What makes innovation companies unique is, well, unique. Corporations spend billions of dollars on innovation training every year. While important, the problem is that these subjects don't get at the real issue that stops companies from innovating. Unlike most other forms of value, innovation doesn't belong to any one department, discipline, or region. Consider the 2010 BusinessWeek innovation survey of thousands of senior leaders in dozens of countries. Innovation needs to seamlessly sync up across a labyrinth of boundaries and barriers.

Reframe: Shift the Way You Work, Innovate, and Think By Mona Patel Published: September 7, 2015 This is an excerpt from Mona Patel’s new book, Reframe: Shift the Way You Work, Innovate, and Think. 2015 Lioncrest Publishing. Why isn’t innovation happening? People have closed, biased perspectives and are not seeing the problem or opportunity space clearly. This all changes with reframing. Think of it this way: the Reframework contains a set of eight modules that you can choose from depending on the type of business problem you have and the answers you need. STEP 1—The Real Problem STEP 2—A Different Lens STEP 3—Ask What If STEP 4—Funnel Vision STEP 5—Themes STEP 6—BS Excuse Personas STEP 7—Rapid Refine STEP 8—Execute Most of the time, you’ll want to do all the modules in order and in full, maybe not. Note—We are just focused on ideation. “This process … will cultivate your curiosity, encourage exploration, and increase your self-awareness around barrier-oriented thinking.” I should warn you that we designed this process. Does it work every single time?