background preloader

Learn How to Think Different(ly) - Jeff Dyer and Hal Gregersen

Learn How to Think Different(ly) - Jeff Dyer and Hal Gregersen
by Jeff Dyer and Hal Gregersen | 10:24 AM September 27, 2011 In the Economist review of our book, The Innovator’s DNA, the reviewer wondered whether genius-level innovators such as Marc Benioff, Jeff Bezos, and Steve Jobs challenge the idea that working adults can really learn how to think differently and become innovators. We don’t think so. Reams of relevant research (including our own) proves Jobs right. But neither Steve Jobs nor Apple nor any other high-profile innovator or company has a corner on the think-different market. Take Gavin Symanowitz, whom we recently met in South Africa. Innovators (of new businesses, products, and processes) spend almost 50% more time trying to think different compared to non-innovators. If thinking different can make such a positive difference, why don’t more people spend more time doing it? Just do It. Shake it up. Repeat. As a leader, how often do you think different?

Thinking Methods: Creative Problem Solving They further divided the six stages into three phases, as follows: 1. Exploring the Challenge (Objective Finding, Fact Finding, and Problem Finding), Generating Ideas (Idea Finding), and Preparing for Action (Solution Finding and Acceptance Finding). Description: Since the arrival of the now classical Osborn-Parnes structure, any number of academic and business entities have re-sorted and renamed the stages and phases of what we now call the Creative Problem Solving Process (CPS). However, the originators' fundamental approach remains in tact. The Creative Problem Solving Institute of Buffalo, New York, has finessed the Osborn-Parnes process to include a divergent and a convergent stage within each of the six stages. In his 1988 book, Techniques of Structured Problems, Arthur B. Mess FindingData FindingProblem FindingIdea FindingSolution Finding Where to Learn CPS

Creative problem solving Creative problem-solving, a type of problem solving, is the mental process of searching for a new and novel creative solution to a problem, a solution which is novel, original and not obvious. Creative solution types[edit] The creative solution[edit] To qualify as creative problem-solving, the solution must solve the stated problem in a novel way, and the solution must be reached independently.[1] Creative problem-solving usually begins with defining the problem. Typically a creative solution will have 'elegant' characteristics such as using existing components without introducing any new components into the solution (i.e. Many times a solution is considered creative if components that are readily available can be used, and when there is a short time limit within which to solve the problem. Innovations[edit] "All innovations [begin] as creative solutions, but not all creative solutions become innovations." Inventions[edit] Not all inventions are created through creative problem-solving. Lists

7 Ways to Cultivate Your Creativity [Slide Show]: Scientific American Slideshows Email Order now to receive an issue of Scientific American MIND , risk-free, with no obligation to buy. » Get your risk-free issue today....[ More ] Give a Gift & Get a Gift - Free! Give a 1 year subscription as low as $9.99 Talent or Practice – What Matters More? Gary Marcus Gary Marcus is Professor of Psychology at NYU, the author of Guitar Zero: The New Musician and The Science of Learning , and editor of The Norton Psychology Reader. Will 10,000 hours of practice make you an expert at anything? That's the uplifting message of slew of recent books, but, sadly, it's not quite true. For one thing, how long it takes to get good at something depends on what it is that you are trying to learn. Just as importantly, the kind of practice matters. And, finally, studies that show that practice makes perfect don't show that talent doesn't matter. If you want to be good enough at something to enjoy yourself; practice alone is (as I know from personal experience) enough -- especially if that practice is focused.

How to Change Your Brain | Sam Wang With rendition switcher Question: What is neuroplasticity? Sam Wang: Well, people have known that experience can change the brain ever since it became known that the brain was the seat of consciousness, thought, and experience. And so, I would say that for hundreds of years, it’s been known implicitly that the brain must undergo change because, of course, if the brain is the physical object by which we generate our consciousness and ourselves, then there must be some physical change happening in the brain. So in that sense, I think neuroplasticity has been known implicitly for centuries. But I think it’s really been in the last few decades become really appreciated exactly what happens in the brain. And you can even find the suggestions of this in writings of Thomas Hobbes and even Aristotle. Question: Is stress good for the brain? Sam Wang: Well, certainly… When challenged, we can do more and everyone knows this. Question: Does brain food work? Question: Does art therapy work?

Realistic Lateral Thinking Puzzles Lateral Thinking Puzzles, unlike most puzzles, are inexact. In a sense, they are a hybrid between puzzles and storytelling. In each puzzle, some clues to a scenario are given, but the clues don't tell the full story. Your job is to fill in the details and complete the story. Obviously, there is usually more than one answer to any given puzzle, but, in general, only one solution is truly satisfying. You can try solving these puzzles on your own -- that's certainly a legitimate way to go about this -- but usually you can have more fun if you involve other people. Warning: For some reason, these puzzles have a tendency to be rather morbid. The scenarios given on this page are realistic, if unlikely.

Everyday Creativity The tattoo artists throughout Russia's prison system have never had lessons in painting technique (nor, apparently, hygiene training). They don't have ink and tools at their disposal. And yet they create entire murals on one another's chests and backs: onion-domed cathedrals, intricate cobwebs, chilly grim reapers. And they're not just beautiful decorations—they are coded biographies, telling those in the know their bearer's history and affiliations. One would be hard-pressed to find a tougher environment than the jails where these artists work. When we think of creativity , we think of Mozart, Picasso, Einstein—people with a seemingly fated convergence of talent and opportunity. Some do so every day. Herzog is director of the Institute for Security and Open Methodologies, a nonprofit dedicated to researching how security works in all aspects of our lives. "Every day, we use language to speak sentences that have never been spoken before.

Beer: creative thinking's old best friend (Photo: Raina + Wilson) Ernest Hemingway was a notorious drunkard. He’s also considered one of the 20th century’s greatest writers. With so many examples of artists overindulging, no wonder there’s a belief that alcohol plays a role in creative thinking. The researchers plied one group of male participants with vodka cranberries to get them “moderately” intoxicated. It’s hard to imagine employers allowing workers to booze it up on the job, but the research does raise a question that plagues everyone in business: How do you become more creative? Fortunately, the brain does not have to be primed with alcohol. Creative thinkers also expose themselves to a wide variety of information. But the corporate environment is generally not conducive to creativity. Her findings dispel some of the myths around creativity, such as tight deadlines and heavy pressure bring on innovation.

How Great Entrepreneurs Think What distinguishes great entrepreneurs? Discussions of entrepreneurial psychology typically focus on creativity, tolerance for risk, and the desire for achievement—enviable traits that, unfortunately, are not very teachable. So Saras Sarasvathy, a professor at the University of Virginia's Darden School of Business, set out to determine how expert entrepreneurs think, with the goal of transferring that knowledge to aspiring founders. While still a graduate student at Carnegie Mellon, Sarasvathy—with the guidance of her thesis supervisor, the Nobel laureate Herbert Simon—embarked on an audacious project: to eavesdrop on the thinking of the country's most successful entrepreneurs as they grappled with business problems. She required that her subjects have at least 15 years of entrepreneurial experience, have started multiple companies—both successes and failures—and have taken at least one company public. Do the doable, then push it Here's another: Woo partners first Sweat competitors later

Related:  Possibility Thinkingcreative tools