The benefits of mindfulness, or being fully conscious and aware of one’s actions and surroundings, have been well documented by psychological scientists. Advantages include decreased risk of burnout at work, improved mental health, and smarter decision-making, according to recent studies. Now, researchers are turning their attention to a potential new connection: mindfulness and creativity.
To foster an environment of smart risk-taking, leaders should use guardrails, not handcuffs.
Examples from the list of 7 strategies for defining guardrails:
1. Define smart vs. stupid risks. Every leader’s level of risk tolerance varies, but some amount of risk is essential to innovation.
3. Encourage experimentation. ...give the go-ahead for “managed experimentation” ...resource boundaries...and have the small team that’s in charge share the results of the experimentation phase with a larger team upon completion.
7. Celebrate smart risk-taking. The Tata Group, a global conglomerate, hosts an annual “Dare to Try” awards, which celebrates the idea that failures often lead to groundbreaking innovations. This type of public acknowledgement that every big bet won’t pay off fuels a spirit of smart risk-taking among its employees.
Within your own organization, you can use the company’s intranet, e-letters, and Twitter account to showcase individuals who take smart risks. By identifying them, you publicly reward the person/team and provide a company-wide reference point for acceptable risk-taking.
While 45 percent of people make New Year's resolutions, only 8 percent of that group report achieving their resolutions. Why do so many fail? What can we do to increase our odds of accomplishing these all-important goals? In this blog, I'll share some of the tricks and apps that have helped me accomplish my resolutions for the past four years.
This post defines innovation and explains why it's so vital. It explains what the blog will cover going forward including how marketers can organize, work with other departments, collect and disseminate stimuli, and create cultures of innovation at their firms.
Ever feel like your brain is out to get you? Like it's convincing you to do things that aren't actually in your best interest? Our brain is a funny thing, and sometimes the only way to fight it is to trick it right back.
If you are uncomfortable, dissatisfied, disappointed in your products and services, you may be an innovator. Of course, you may simply be a curmudgeon, never happy with anything, but that will be evident to everyone around you. The difference between curmudgeons and innovators is often subtle, but it deals with the difference between simply complaining, and acting on your passion. Innovators are frequently dissatisfied, but are simultaneously seeking new and better solutions. As Emerson wrote, "The reasonable man adapts himself to the conditions that surround him... The unreasonable man adapts surrounding conditions to himself... All progress depends on the unreasonable man."
Jean-Lou Chameau on the essential ecology of science and technology universities
As in previous years, the 2013-14 Times Higher Education World University Rankings will be noted and celebrated – or criticised. Among the plethora of academic rankings, THE’s have gained significant respect and (whether we agree with them or not) influence.