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Constraints are viewed as obstacles. The common wisdom regarding obstacles suggests that we have to remove all constraints.
We tend to believe that by getting rid of all rules and regulations...
New research suggests that managers can innovate better by embracing and working with constraints, instead of viewing them as a hindrance to innovation.
When there are no challenges in the creative process, complacency comes in, and people tend to go for the most intuitive and easy ideas rather than investing in the development of better but diffic...
Managers may intentionally limit inputs by capping resources in corporate entrepreneurship projects, to motivate employees to challenge themselves and innovate.
Do not impose too many constraints, otherwise, employee motivation is hampered and creative ideas don't have breathing space.
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There is a big misconception that ideas generate like a flash.
Researches show that such insights are actually the culminating result of prior hard work on a problem. Itt&#...
A lot of people think that creative ability is a trait inherent in one’s heritage or genes. In fact, there is no such thing as a creative breed.
Creative minds are not born, they are made. People who have confidence in themselves and work the hardest on a problem are the ones most likely to come up with a creative solution.
There's a long-standing myth about intellectual property - the idea that a creative idea is proprietary to the person who thought of it.
But history and empirical research revealed that new ideas are actually combinations of older ideas and that sharing those helps generate more innovation.
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... is a term used in reference to innovation jams and describes an event that pools eager entrepreneurs and software developers into a confined space for a day or two and challenges them to inn...
When hiring, managers look for hard-to-define or quantify skillsets in employees, like self-discipline, creative problem-solving, empathy, flexibility, rational judgement, and kindness.
Top business leaders and CEOs usually recommend non-fiction books, however, studies point towards fiction as an effective way to enhance the brain's ability to keep an open mind while processing information, leading to effective decision making.
Non-readers often jump to conclusions, but the ones who invest in reading are more thoughtful, creative and comfortable with competing narratives and contradictory information.
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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There is ongoing turbulence in the workplace due to the uncertainties provided by the new virus, resulting in a whole lot of people working from home. Normally the work-from-home policies are esta...
Even high-performing employees can face a decline in job performance and engagement when working remotely. This can be due to:
A few specific, research-backed steps that can be taken to improve the engagement and productivity of remote employees:
Creativity isn’t the preserve of one side of the brain, and it isn’t a talent confined to people with a special kind of brain. If you’re human and you’ve got a brain, you’re capabl...
This myth encourages the belief that creativity is a passive process. It suggests you have to wait and hope that you’ll make a breakthrough.
That Eureka moment is actually the last step in a long, involved process and not the only step. For this to happen, your unconscious mind needs material to work with. You have to put in the hard work of studying and mastering your field and exposing yourself to different perspectives.
In reality, creativity is a team sport.
The lone genius myth is a stereotype and it’s unhelpful because it suggests the route to innovation is to cut oneself off from colleagues and collaboration. You need a modest amount of intelligence to be creative, but extremely high IQ is neither sufficient nor necessary for being an innovator.
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Workplaces are communities. Healthy relationships can be a source of energy, learning, and support. When they break down, they become sources of frustration that harm people and organizations....
When we notice some tension in your work relationships, it is better to reset the emotional tone rather than pulling away. Do this by bringing up positive memories with your colleague, which can strengthen your bond and counterbalance the negative feelings so you can express them effectively.
The purpose is to create a supportive environment where you can talk about the issues without creating further damage to your relationship.
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Learning as an adult can be challenging. Leaders need to foster an environment of psychological safety among its workforce that is in the midst of re-skilling itself.
It helps if leaders...
It helps to keep an eye on the long-term benefits and roles of the future. Leaders need to be transparent and help people in their organization understand where the world is heading in the next 3 to 5 years.
There is a need to transition the company culture as the current leadership roles are no longer sufficient. This is to ensure the company will thrive in the future.
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Normally managers put an emphasis on having a written meeting agenda prior to a meeting.
Research shows that having an agenda is of no relevance, and what's important is how the leader fa...
By having a question-based approach as opposed to topics, participants begin to think and act differently, marching towards the true intent of the being together, with intention.
Agenda questions can be molded to be like goals for the employees, to get them on their feet, energizing them and focusing their attention.
Group goals promote group performance, and specific goals are much better than vague goals. The meeting questions, formed as goals, need to be challenging but not outlandish.
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.... while nearly 50% are involved with remote or virtual team work.
This continuing shift calls for a new range of behaviors and skills.
The best way for managers to drive team performance is by focusing on reducing affinity distance.
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