Billed as "The Great Transformation", its work was cut out for itself from the moment you could register online. A conference paying homage to the brilliance of Peter Drucker has now become an annual calendar fixture not to be missed. The 6...
Creative geniuses do not start by tinkering with what exists today. They do not listen to the demands of customers or bosses or critics. They start with their own revolutionary ideas and pursue them relentlessly.
Peter Vander Auwera's insight:
"Creative geniuses do not start by tinkering with what exists today. They do not listen to the demands of customers or bosses or critics. They start with their own revolutionary ideas and pursue them relentlessly"
Every age needs an underground culture. So what’s ours?
Peter Vander Auwera's insight:
"There’s still an underground. Today’s underground is analog, not digital. It’s not fix after fix of pure pleasure by the click. It’s not heaven. It’s hell. It’s made of suffering, passion, discomfort, heresy, struggle, the fall, damnation. Not hearts, likes, fans, high scores, and smiley faces.
Book – Non-fiction. By Michele Bollinger and Dao Tran. 2012. 215 pages. A collection of 101 brief and accessible profiles of rebels, radicals, and fighters of social justice.
The editors of 101 Changemakers hope that their brief profiles of rebels and radicals will “inspire more young changemakers to shape their own history.” Too often, texts present “great individuals” in a way that leaves readers feeling small by comparison. “I could never do that,” is the message students can easily take away. 101 Changemakers focuses on extraordinary individuals, but in the context of the broader movements and events that sparked and nurtured their activism.
The editors feature the famous—like John Brown, Mary Beth Tinker, Rosa Parks, and Cesar Chavez—along with the less celebrated—like Harry Hay Jr., Mary and Carrie Dann, and Constance McMillen. Along with 500 word profiles, written by teachers and activists across the country, each selection includes a timeline of the changemaker’s life, provocative questions, and suggestions for further research.
Written for middle school students, but great for high school students, too.
People are innately wired to avoid risk. During times of times of change and uncertainty, our risk aversion is amplified. Yet the number one way to gaining competitive edge is by creating a culture where people feel safe and emboldened to innovate and challenge the status quo thinking. The first key to creating a 'culture of courage' is leading from possibility, not probability.
Gary Hamel still talks and writes with the passion of a revolutionary. In a recent blogpost, the management writer played with his own theory of the “core competencies” of companies, conceived with the late CK Prahalad, by pointing out their core
It’s not you, it’s your company. Management Innovation eXchange founders Gary Hamel and Michele Zanini believe that continuous improvement requires the creation of change platforms, rather than change programs ordained and implemented from the top. A McKinsey & Company article.
Large organizations of all types suffer from an assortment of congenital disabilities that no amount of incremental therapy can cure. First, they are inertial. They are frequently caught out by the future and seldom change in the absence of a crisis. Deep change, when it happens, is
We need to expand our definition of diversity to include the weird—a group often maligned and avoided. These are people who appear to us as different, strange, and even offbeat; they just don’t fit in.
There is potency and innovativeness in certain kinds of weirdness that can help businesses thrive.
The key for leaders is to figure out how to support weird people so that they create—not destroy—value for the company. Some of these people have stifled their offbeat creativity out of social fear, camouflaging their true selves because they think it’s not appropriate at work to be as they really are. They leave essential parts of themselves at the office door.
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