True Development

2018-01-11

True Insights

Newsletter #13

Battle of the Brains
中文版本

Dear Friends,

Happy New Year! I hope 2018 is a fantastic year for you, your loved ones, and your colleagues. 

In 2017 we developed several creativity and innovation programs for our clients. If you had to guess, what would you say is the biggest challenge for me as a facilitator in such programs?

It ISN’T getting people to understand and find value in a creative process like Design Thinking. They can feel the “magic” within a few hours.
 
It also isn’t getting people to acknowledge the value of creativity and innovation. Very few people would argue against that.

The single biggest challenge is to get people to change the way they think



Two Types of Thinking

In Design Thinking or any creative process, you must engage in two types of thinking.

Type #1: You can call this Traditional Thinking. What is the goal? What is stopping us? What should we do about that? What would work? What wouldn’t work?

Traditional Thinking is primarily left-brain, result-oriented, critical thinking. It’s called “convergent thinking” by brain experts. Everyone in our programs is quite accustomed to this type of thinking.

 

 #2 積極踏實的價值觀


我的小女兒需要瞭解到自己就是船艦上的船長,她要決定在面對生活中不同的挑戰和機會時須如何理解及應對。

當我在進行培訓或Coaching時,有幾件事情更令人欣慰。我看見人們與此信念連結並決定掌控自己命運的主人,不是他們的老闆、同事、客戶或是配偶而是自己。這就是當責的價值,也是維持長期愉悅與成功的成長心態之關鍵要素。
 

 

 #2 積極踏實的價值觀


回想起早年我在中國廣東教授的一門領導力課程。學員都是他們公司裡聰明積極的菁英。只要我一開口,他們幾乎都會挑戰我的每一句話。

那天晚上,我帶著擔心第二天課程的心情入睡。為什麼他們要如此質疑我呢? 為什麼不先以活動價值說服他們,就這麼難讓他們參與其中?

為何讓他們休息後準時回到教室那麼難? 那一天我覺得自己像個受害者。

 


那天晚上的某個時候,自我激發的部分潛意識救了我。當我早晨起床的那一刻,我開始深思我是如此幸運有一個能讓我如此投入的工作。
一個感激的想法滲透了我的意念,接著我用積極與樂觀的心情開始了這一天,並感到這是我職涯中最棒的一天

我領悟到心懷感恩能使我走在人生道路上,遇到的任何事情時都能享受當下,且在任何情況下若以正面的角度去看,就會帶來一個當責的
態度


非常感謝您的閱讀,如果你需要我的任何協助再讓我知道。
 

你學習上的夥伴,

True 

 

點擊這裡下載我們的當責研究摘要

 

 
           
 #2 積極踏實的價值觀

 

相反地,我看見團隊與企業的許多問題是來自那些選擇將生活與挑戰視為負面的個人或是主管。他們把負面情緒帶給自己與周遭的每個人,只因想採取對自己容易輕鬆的方式,並在富有壓力的情況下態度也是極為消極的。假如我們決定在一家公司工作,那就必須學習如何與壓力及具有挑戰的情況相處。不做跟當責相反的行為。

 

 

 #2 積極踏實的價值觀

 

相反地,我看見團隊與企業的許多問題是來自那些選擇將生活與挑戰視為負面的個人或是主管。他們把負面情緒帶給自己與周遭的每個人,只因想採取對自己容易輕鬆的方式,並在富有壓力的情況下態度也是極為消極的。假如我們決定在一家公司工作,那就必須學習如何與壓力及具有挑戰的情況相處。不做跟當責相反的行為。

 

 

 #2 積極踏實的價值觀

 

相反地,我看見團隊與企業的許多問題是來自那些選擇將生活與挑戰視為負面的個人或是主管。他們把負面情緒帶給自己與周遭的每個人,只因想採取對自己容易輕鬆的方式,並在富有壓力的情況下態度也是極為消極的。假如我們決定在一家公司工作,那就必須學習如何與壓力及具有挑戰的情況相處。不做跟當責相反的行為。

 
 #2 積極踏實的價值觀

 

相反地,我看見團隊與企業的許多問題是來自那些選擇將生活與挑戰視為負面的個人或是主管。他們把負面情緒帶給自己與周遭的每個人,只因想採取對自己容易輕鬆的方式,並在富有壓力的情況下態度也是極為消極的。假如我們決定在一家公司工作,那就必須學習如何與壓力及具有挑戰的情況相處。不做跟當責相反的行為。

 


回想起早年我在中國廣東教授的一門領導力課程。學員都是他們公司裡聰明積極的菁英。只要我一開口,他們幾乎都會挑戰我的每一句話。

那天晚上,我帶著擔心第二天課程的心情入睡。為什麼他們要如此質疑我呢? 為什麼不先以活動價值說服他們,就這麼難讓他們參與其中?

為何讓他們休息後準時回到教室那麼難? 那一天我覺得自己像個受害者。

 


那天晚上的某個時候,自我激發的部分潛意識救了我。當我早晨起床的那一刻,我開始深思我是如此幸運有一個能讓我如此投入的工作。
一個感激的想法滲透了我的意念,接著我用積極與樂觀的心情開始了這一天,並感到這是我職涯中最棒的一天

我領悟到心懷感恩能使我走在人生道路上,遇到的任何事情時都能享受當下,且在任何情況下若以正面的角度去看,就會帶來一個當責的
態度


非常感謝您的閱讀,如果你需要我的任何協助再讓我知道。
 

你學習上的夥伴,

True 

 

點擊這裡下載我們的當責研究摘要

 

 
           
 #2 積極踏實的價值觀

 

相反地,我看見團隊與企業的許多問題是來自那些選擇將生活與挑戰視為負面的個人或是主管。他們把負面情緒帶給自己與周遭的每個人,只因想採取對自己容易輕鬆的方式,並在富有壓力的情況下態度也是極為消極的。假如我們決定在一家公司工作,那就必須學習如何與壓力及具有挑戰的情況相處。不做跟當責相反的行為。

 

 

 #2 積極踏實的價值觀

 

相反地,我看見團隊與企業的許多問題是來自那些選擇將生活與挑戰視為負面的個人或是主管。他們把負面情緒帶給自己與周遭的每個人,只因想採取對自己容易輕鬆的方式,並在富有壓力的情況下態度也是極為消極的。假如我們決定在一家公司工作,那就必須學習如何與壓力及具有挑戰的情況相處。不做跟當責相反的行為。

 

 

 #2 積極踏實的價值觀

 

相反地,我看見團隊與企業的許多問題是來自那些選擇將生活與挑戰視為負面的個人或是主管。他們把負面情緒帶給自己與周遭的每個人,只因想採取對自己容易輕鬆的方式,並在富有壓力的情況下態度也是極為消極的。假如我們決定在一家公司工作,那就必須學習如何與壓力及具有挑戰的情況相處。不做跟當責相反的行為。

 
 #2 積極踏實的價值觀

 

相反地,我看見團隊與企業的許多問題是來自那些選擇將生活與挑戰視為負面的個人或是主管。他們把負面情緒帶給自己與周遭的每個人,只因想採取對自己容易輕鬆的方式,並在富有壓力的情況下態度也是極為消極的。假如我們決定在一家公司工作,那就必須學習如何與壓力及具有挑戰的情況相處。不做跟當責相反的行為。

 

Type #2: This is Divergent Thinking. What are all of the possibilities we could consider? What have we never tried before? What would be crazy and unique and fun?

This is right-brain, open and unrestricted, creative thinking. Most everyone in our programs is NOT used to engaging in this type of thinking for more than few minutes, especially at work.


I can use my trainer tricks to can get a group of results-oriented leaders, engineers, or sales people to understand the concept of Divergent Thinking, along with the meaning of its guiding principles.  I can even get them to use creative problem solving tools based on divergent thinking to create a bunch of options before selecting the best ones. You’ve seen pictures of multi-colored Post-It notes on the wall of training rooms. That’s the result of Divergent Thinking and creative problem solving exercises.
 


But I can tell you, it’s a long, hard struggle to get these smart professionals to stick with Divergent Thinking for more than a few rounds. The application of divergent thinking rules is foreign to most people, as is the use of divergent thinking to solve problems. So the power of the old way of thinking always draws them back.

I have to use every trainer trick I know—coaching, reminding, joking, nagging,
gamifying, recruiting helpers—just to keep them thinking divergently during a one or two day workshop.


Divergent Thinking’s Fight to Survive

I have empathy for our participants. I too was a 97% Convergent Thinker back in my corporate leadership days. I had targets to achieve, a team to lead, lots of stuff to get done. I would only get creative when my usual approach wasn’t bringing me the results I wanted. But even then, my process was to think of an idea and then immediately evaluate it. This is not Divergent Thinking, which requires us to do the work to generate lots of ideas before evaluating each one and selecting our favorites.

Who has time to engage in a long daydreaming session? Who has time to sit and fantasize about what might be possible? We might diverge for a few minutes, but then we’ve got to get back to e-mail and meetings.

Today’s complex business environment takes one’s full attention just to handle the issues and targets in front of us. True creativity is something we do “when we have time.”

But of course, we never have time.

 


How Do We Give Life to Divergent Thinking?

There are thousands of books written on this topic (here’s a really good one from one of my favorite authors: A Whole New Mind). I’ve read a lot of them, been through creativity and innovation trainer certification programs, learned from globally known experts.
 
My advice is based on what I learned through these activities, but even more so on what I’ve learned on the front lines of corporate innovation efforts.



Getting people to think creatively boils down to four actions: 

1. Educate the Leaders:
Everyone follows the boss, particularly in this part of the world. If the boss doesn’t “get” divergent thinking and promote it, nobody who wants to keep her job will spend company time on it. So the first thing to do is to make sure your company’s leaders are knowledgeable about how to use Divergent Thinking to produce value.

2. Spend Time on It:
If Divergent Thinking and Creativity aren’t on the agenda, they won’t happen. I’ve personally witnessed companies boost their innovation prowess and results by consciously investing time and money in a series of creativity programs, projects, and other interventions. It can’t just be a slogan, a core value, or an intention. You have to get serious about it or nothing happens.

3. Incentivize It:
People who come up with wild new ideas that they shape into actual, high-value solutions need to be recognized and rewarded. Make creative people the heroes of the organization, invite others to join them, and you’ll change your culture.

4.Make it Work for You

Nothing motivates like success. But success in using a new tool doesn’t happen overnight. The concept of “small wins” is helpful here. You’ve got find a way to make Divergent Thinking pay off in a visible way in order to get buy in and learn. 

Divergent Thinking does not meet the standard definition of efficient. The irony is that it is usually more effective than traditional ways of thinking, but because it takes a bit more investment up front it isn’t as popular as it could be.

 

There’s a lot more on this topic. If you are interested in one particular area of innovation or creativity, e-mail me and I’ll send you whatever resources might be useful to you.

Here are two more that you might like to access:
An Introduction to Design Thinking

*The rules for Divergent Thinking can be found on page 17 of the guide.

 

Thanks for reading, 
 
True

 

 

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