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“The mediocre teacher tells. The good teacher explains. The superior teacher demonstrates. The great teacher inspires.”
William A. Ward
(1921 – 1994)
one of America’s most quoted inspirational writers,
author of Fountains of Faith
The brain has a unique approach to creativity. Several areas of the right hemisphere become highly active, while the visual processing area of the brain experiences diffuse, rather than focused, activity, according to a study by John Kounios, professor of psychology at Drexel University and Mark Jung-Beeman of Northwestern University, who monitored brain activity during creative problem-solving. Another recent study, by Kalina Christoff of the University of British Columbia and colleagues, found that the portion of your mind that wanders can sometimes cooperate with more focused regions of thought to help bring in fresh ideas and insights.
There are a lot of exciting new findings in brain research that suggest creativity involves complex coordination of many areas of the brain in particular, unique ways. Whereas we once might have described creativity as a sort of mental muscle that simply needed to be kept strong, now it appears that creative thought is a higher-level process involving the coordinated efforts of many mental muscles. Pumping a few ions every now and then in a brainstorming session won’t get you into peak creative shape, any more than lifting leg weights will prepare you to walk across Niagara Falls on a tightrope. So, what can we do to be in peak creative condition?
Since creativity requires complex coordination of multiple brain areas and functions, from daydreaming to connecting distant thoughts, it’s important to exercise your creative coordination through a variety of complex creative challenges. Here is a great set of exercises you can use, alone or in a team or staff meeting, to increase creative strength and coordination within the brain:
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About the Author
Alex Hiam (www.alexhiam.com) is the author of more than 20 popular books on business, including Business Innovation For Dummies
, Marketing For Dummies
, and Marketing Kit for Dummies
. A lecturer at the business school at the University of Massachusetts, Amherst, he has consulted with many Fortune 500 firms and large U.S. government agencies.
StrategyDriven Podcasts focus on the tools and techniques executives and managers can use to improve their organization’s alignment and accountability to ultimately achieve superior results. These podcasts elaborate on the best practice and warning flag articles on the StrategyDriven website.
Special Edition 40a – An Interview with Frank McIntosh, author of The Relational Leader, part 1 of 2 examines how a people-centered relational leadership approach breaks down organizational barriers and engages and motivates employees for achievement of truly superior results. During our discussion, Frank McIntosh, author of The Relational Leader: A Revolutionary Framework to Engage Your Team
, shares with us his insights and illustrative examples regarding:
the difference between management and leadership and what it means to be a Relational LeaderAdditional Information
In addition to the invaluable insights Frank shares in The Relational Leader, and this special edition podcast are the resources accessible from his website, www.FJMcIntosh.com. Frank’s book, The Relational Leader published by Course Technology PTR – a part of Cengage Learning, can be purchased by clicking here.
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About the Author
Frank McIntosh is author of The Relational Leader. During his 36 year career, Frank has worked with many of the most recognized companies and executives in the world. He has provided consulting services for peers across the country and helped initiate Junior Achievement programs in Ireland, the Ivory Coast, Oman, the United Arab Emirates, Bahrain, and Uzbekistan. Frank was inducted into the Delaware Business Leaders Hall of Fame in October 2008, one of 38 individuals so honored and the first not-for-profit executive to receive this distinction in Delaware’s 300 year business history. To read Frank’s complete biography, click here.
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StrategyDriven Podcasts focus on the tools and techniques executives and managers can use to improve their organization’s alignment and accountability to ultimately achieve superior results. These podcasts elaborate on the best practice and warning flag articles on the StrategyDriven website.
Special Edition 39b – An Interview with Sharon Drew Morgen, author of Dirty Little Secrets, part 2 of 2 explores a new decision facilitation model that helps buyers (and those seeking change) manage the behind-the-scenes decision issues they have to handle privately before they get internal agreement to make a purchase. Sharon Drew also explains why the traditional sales model – that only handles needs assessment and solution placement – creates overly long sales cycles and loses such a high percentage of sales. During our discussion, she shares with us her insights and illustrative examples regarding:
what sales professionals need to understand about the internal changes buyers deal with as a part of the buying decisionAdditional Information
In addition to the invaluable insights Sharon Drew shares in Dirty Little Secrets and this special edition podcast are the resources accessible from her websites, www.NewSalesParadigm.com and www.BuyingFacilitation.com. Sharon Drew’s book, Dirty Little Secrets, can be purchased by clicking here.
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About the Author
Sharon Drew Morgen, author of Dirty Little Secrets, is the Founder of Morgen Facilitations, a sales training, consulting, and decision facilitation firm. Sharon Drew is the visionary and thought leader behind Buying Facilitation®, the new sales paradigm that focuses on helping buyers manage their behind-the-scenes, offline, buying decisions. She has served many well known companies including: KPMG, Unisys, IBM, Wachovia, and Bose. Sharon Drew is the author of The New York Times Business Bestseller, Selling with Integrity
, and the new bestseller, Dirty Little Secrets, as well as five other books and hundreds of articles that explain different aspects of the decision facilitation model that teaches buyers how to buy. To read Sharon Drew’s complete biography, click here.
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Managerial decisions often deal with fluid conditions and high risk situations. What might be prudent at the time a decision is made may not be appropriate soon after and could even adversely impact the organization. Therefore, execution of these decisions and the circumstances they seek to address should be actively monitored.
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Additional information regarding the construction, maintenance, and analysis of performance measures can be found in the StrategyDriven Organizational Performance Measures topic area and Organizational Performance Measures whitepapers.
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