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Companies, teams and individual achievers are sharply focused on achieving goals. But this focus on completion often limits the scope of the results and stifles innovation.
There is a ...
Set aside time to tackle a problem and then use the entire time. Don't head for the door after the first good idea, as there may be bigger and better ideas to come.
Bring facilitation techniques to encourage participation.
By giving team members time and resources to grow, learn, and explore you get a better quality and wider brainstorming.
To better attract and maintain expansive thinkers, track the results of all progress made from expansive thinking sessions. Reward the teams and celebrate the accomplishments emphasiz...
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Great leaders only solve problems within their control. Ones connected to their biggest why. They ask:
Problems fuel great leaders, providing opportunities to learn and grow to the next level.
The greater the problem, the hungrier they are for a solution. Leaders like Richard Branson, Elon Musk, and Bill Gates view problems as golden opportunities to disrupt the market and revolutionize the customer experience.
Great leaders acknowledge there is a problem and demonstrate the severity of the problem and the benefit of the solution to stakeholders, partners, and shareholders.
This way, the leader not only takes responsibility for making the problem transparent, but he or she also explores different dimensions of the problem, consequently benefiting from others’ ideas.
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... is imperative for every successful business. Poor communication inevitably causes misunderstandings, confusion and conflicts that hinder productivity and professi...
It helps to prevent misunderstandings and conflicts. It can help to defuse a potentially explosive dispute while bad communication can set it off.
Avoiding Difficult Conversations.
Reacting, Not Responding.
Not Keeping an Open Mind. Accept and respect differences, listen without judgment and consider all sides of an issue.
When our curiosity is triggered, we are less likely to fall prey to confirmation bias (looking for information that supports our beliefs rather than for evidence suggesting we are ...
Encouraging people to be curious generates workplace improvements.
When we are curious, we view tough situations more creatively. Studies have found that curiosity is associated with less defensive reactions to stress and less aggressive reactions to provocation.
Curiosity encourages members of a group to put themselves in one another’s shoes and take an interest in one another’s ideas rather than focus only on their own perspective.
Thus, conflicts are less heated, and groups achieve better results.
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