Search Results for: creativity

Inspirational Quotations #757

October 7, 2018 By Nagesh Belludi

What I’ve learned about being angry with people is that it generally hurts you more than it hurts them.
—Oprah Winfrey (American TV Personality)

Men have called me mad; but the question is not yet settled, whether madness is or is not the loftiest intelligence—whether much that is glorious—whether all that is profound—does not spring from the disease of thought—from moods of mind exalted at the expense of the general intellect.
—Edgar Allan Poe (American Poet)

Freedom is about the willingness of every single human being to cede to lawful authority a great deal of discretion about what you do, and how you do it.
—Rudy Giuliani (American Politician)

Hard work and a proper frame of mind prepare you for the lucky breaks that come along—or don’t.
—Harrison Ford (American Actor)

That is the true season of love, when we believe that we alone can love, that no one could ever have loved so before us, and that no one will love in the same way after us.
—Johann Wolfgang von Goethe (German Poet)

Men are alike in their promises. It is only in their deeds that they differ.
—Moliere (French Playwright)

Like other practicing historians, I am often asked what the “lessons of history” are. I answer that the only lesson I have learnt from studying the past is that there are no permanent winners and losers.
—Ramachandra Guha (Indian Historian)

To tell the truth is the same as to be a good tailor, or to be a good farmer, or to write beautifully. To be good at any activity requires practice: no matter how hard you try, you cannot do naturally what you have not done repeatedly. In order to get accustomed to speaking the truth, you should tell only the truth, even in the smallest of things.
—Leo Tolstoy (Russian Novelist)

No act of kindness, however small, is ever wasted.
—Aesop (Greek Fabulist)

The notion of a universality of human experience is a confidence trick and the notion of a universality of female experience is a clever confidence trick.
—Angela Carter (English Novelist, Short Story Writer)

The difference between a simpleton and an intelligent man, according to the man who is convinced that he is of the latter category, is that the former wholeheartedly accepts all things that he sees and hears while the latter never admits anything except after a most searching scrutiny. He imagines his intelligence to be a sieve of closely woven mesh through which nothing but the finest can pass.
—R. K. Narayan (Indian Novelist, Short-story Writer)

From a management standpoint, it is very important to know how to unleash people’s inborn creativity. My concept is that anybody has creative ability, but very few people know how to use it.
—Akio Morita (Japanese Entrepreneur, Engineer)

The effect of having other interests beyond those domestic works well. The more one does and sees and feels, the more one is able to do, and the more genuine may be one’s appreciation of fundamental things like home, and love, and understanding companionship.
—Amelia Earhart (American Aviator)

Beware of Key-Person Dependency Risk

September 7, 2018 By Nagesh Belludi

Key-Person Dependency Risk is the threat posed by an organization or a team’s over-reliance on one or a few individuals.

The key-person has sole custody of some critical institutional knowledge, creativity, reputation, or experience that makes him indispensable to the organization’s business continuity and its future performance. If he/she should leave, the organization suffers the loss of that valued standing and expertise.

Small businesses and start-ups are especially exposed to key-person dependency risk. Tesla, for example, faces a colossal key-man risk—its fate is linked closely to the actions of founder-CEO Elon Musk, who has come under scrutiny lately.

Much of Berkshire Hathaway’s performance over the decades has been based on CEO Warren Buffett’s reputation and his ability to wring remarkable deals from companies in duress. There’s a great deal of prestige in selling one’s business to Buffett. He is irreplaceable; given his remarkable long-term record of accomplishment, it is important that much of what he has built over the years remains intact once he is gone. Buffett has built a strong culture that is likely to endure.

Key Employees are Not Only Assets, but also Large Contingent Liabilities

The most famous “key man” of all time was Apple’s Steve Jobs. Not only was he closely linked to his company’s identity, but he also played a singular role in building Apple into the global consumer-technology powerhouse that it is. Jobs had steered Apple’s culture in a desired direction and groomed his handpicked management team to sustain Apple’s inventive culture after he was gone. Tim Cook, the operations genius who became Apple’s CEO after Jobs died in 2011, has led the company to new heights.

The basic solution to key-person dependency risk is to identify and document critical knowledge of the organization. (Capturing tacit knowledge is not easy when it resides “in the key-person’s head.”) Organizations must also focus on cross-training and succession planning to identify and enable others to develop and perform the same tasks as the key-person.

Idea for Impact: No employee should be indispensable. A well-managed company is never dependent upon the performance of one or a few individuals. As well, no employee should be allowed to hoard knowledge, relationships, or resources to achieve job security.

Elevate Timing from Art to Science // Book Summary of Daniel Pink’s ‘When: The Scientific Secrets of Perfect Timing’

May 29, 2018 By Nagesh Belludi Leave a Comment

Daniel Pink’s When: The Scientific Secrets of Perfect Timing (2018) explores how the quality of the decisions we make are correlated with their timing.

Pink is an expert on motivation and management, and an author of such best-selling books as Drive: The Surprising Truth About What Motivates Us (2009) and To Sell is Human: The Surprising Truth About Moving Others (2012.) He describes When as not so much a “how-to” guide for making the most of our lives, but as a “when-to” manual for individual and group work.

The Best Times of the Day to Make Optimum Decisions

Pink’s principal theme is chronobiology—the science of how the body’s biological clocks can influence our cognitive abilities, moods, and attentiveness.

Drawing on scientific research on the science of timing, Pink concludes that the mental acuity, creativity, productivity, temper, and frames of mind for most folks follow an identifiable “peak-trough-rebound” template. Most people get their best work done in the mornings, suffer a trough of mental weariness in the afternoon, and experience a late-evening burst:

Our cognitive abilities do not remain static over the course of a day. During the sixteen or so hours we’re awake, they change often in a regular, foreseeable manner. We are smarter, faster, dimmer, slower, more creative, and less creative in some parts of the day than others. … [R]esearch has shown that time-of-day effects can explain 20 percent of the variance in human performance on cognitive undertakings.

Needless to say, this “peak-trough-rebound” phenomenon is fairly universal but differs among individuals. There are “larks” who do remarkably well in the mornings and “owls” who tend to embrace their late night productivity habits.

Optimizing Your Day with Daily Rhythms

According to Pink, “peak-trough-rebound” is attributable to the body’s relatively low temperature when we wake up. The increasing body temperature gradually boosts our energy level and alertness, which consequently “enhances our executive functioning, our ability to concentrate, and our powers of deduction.” As the morning evolves, we become more focused and alert until we hit a peak. Then our energy level wanes and our alertness declines, only to be restored in early evening.

Pink concludes that mornings are good for decision-making and that errors increase in the afternoons. Studies recommend that we schedule surgery in the mornings when surgeons tend to make fewer mistakes and avoid petitioning a traffic ticket in the afternoons because judges tend to be less considerate than in the mornings.

“Breaks are Not a Sign of Sloth but a Sign of Strength”

Pink emphasizes the risks of clouded judgment that characterizes the afternoon “trough.” As an example, Pink speculates that the sinking of the RMS Lusitania in 1915 was about the time of day—it’s captain’s ill-fated decisions were made in the afternoon following a night of no sleep.

With case studies of error-reduction in hospital operating rooms, Pink suggests “vigilance breaks” (quick team huddles for reviewing checklists and verifying courses of action) and restorative breaks (naps, short physical activities, or mental diversions) during troughs to “recharge and replenish, whether we’re performing surgery or proofreading advertising copy.”

“Timing is Everything” and “Everything is Timing”

Based on the mentioned studies’ correlations and causations, Pink offers advice further than daily scheduling—from marriage to switching careers and sports:

The best time to perform a specific task depends on the nature of that task. Identify your chronotype (Pink offers an online survey,) understand your task, and decide on the most suitable time. Do not let mundane tasks sneak into your peak period. Additionally, if you’re a boss, understand your employees’ work patterns and “allow people to protect their peak.”
Tasks that need creativity and a flash of insight (rather than analytical perspicacity) are best done during the late-evening recovery period when the mind tends to be less inhibited and more open to inventive associations.
Harness the psychological power of beginnings—New Year’s Days, birthdays, and anniversaries are all natural times to make resolutions and start working on goals. Other opportunities for fresh starts include the first of the month, the beginning of the week, and the first day of spring.
“Lunch breaks offer an important recovery setting to promote occupational health and well-being”—especially for “employees in cognitively or emotionally demanding jobs.”
Afternoon coffee followed by 10- to 20-minute naps and leisurely daily walks are “not niceties, but necessities.” Drink a cup of coffee just before a nap—the 25 minutes it takes for the caffeine to kick in is the optimal length of a restorative siesta.
Morning workouts are best for people aiming to burn fat, lose weight, or build sustainable exercise habits. Folks trying to reach personal bests should seek out the afternoons, when physical performance tends to reach its zenith.
Studies suggest that people are most likely to run their first marathons at ages ending in 9—but those ages are also when people are most prone to cheating on their spouses.
According to one survey, switching jobs every three to five years in your early career can lead to the biggest pay increases.

Recommendation: Skim Daniel Pink’s ‘When’ for the Life Hacks

Daniel Pink’s When: The Scientific Secrets of Perfect Timing offers little fresh substance. Many of the cited studies’ implications, causations, and correlations are open to debate.

A speed-read of When, especially of the takeaway points at the end of each chapter, can offer some practical tips about when you are likely to be creative, focused, and least error-prone.

Parenthetically, the third and the final section on “Synching and Thinking” is out-of-place to Pink’s principal theme of timing, even if the case study of the synchronized effort that constitutes the Mumbai Dabbawala lunchbox delivery system is interesting. Pink explains that the importance of “syncing up” with people around you through a collective sense of identity and a shared purpose is “a powerful way to lift your physical and psychological well-being.”

Complement skimming Daniel Pink’s When with Michael Breus’s The Power of When (2016; Talk at Google.)

Ideas to Use When Delegating

January 24, 2018 By Nagesh Belludi Leave a Comment

The American industrialist Alfred P. Sloan once declared, “The most important thing I ever learned about management is that the work must be done by other men.”

A manager’s principal task is to get things done through other people. Therefore, delegation is one of the most important skills a manager can master.

In addition, being effective at delegation has benefits in many areas of life—enlisting a friend to repair a computer, or getting your kids to rearrange a bookshelf, for example.

Here are a few ideas for effective delegation.

Delegate every task that can be performed just as well by someone who is paid less than you are.
Pick people who can accept responsibility.
Match the person to the task.
Remember that the person performing the task may not do it as well as you do it.
Build employees’ confidence by assigning low-risk projects at first. By giving employees tasks that are right at the limit of their existing capability, or even just beyond, you can motivate them to develop their skills and knowledge.
Let employees put their own spin on the assignment. Learn to have faith in the ingenuity of your employees, and give much latitude in how they do things.
Delegate outcomes, not just tasks. Identify the precise problem and define exactly what you want your employee to do.
Confirm understanding. Don’t assume that your employee understands what we mean. Have the employee restate the outcome you’ve delegated in his own words.
Give a due date for the assignment.
Monitor what you delegate. Don’t meddle—an overly-engaged boss can create self-induced commotion. Effective managers delegate results when they can and interfere only when they must.
Learn to be patient. Expect employees to make wrong decisions. Spend time with them to learn why a decision was wrong and how to avoid it the next time, rather than reproach or assign blame.
Set the standards, but tell your employees what you’re willing to accept as tradeoffs of delegation. Offer to lend a hand wherever necessary. As Peter Drucker wrote in The Leader of the Future, “Effective leaders delegate, but they do not delegate the one thing that will set the standards. They do it.“

By learning to delegate effectively, you can create a work environment that is more time- and skills-efficient, foster creativity and opportunities for professional growth, and focus on the importance of managerial communication.

Turning a Minus Into a Plus … Constraints are Catalysts for Innovation

November 29, 2017 By Nagesh Belludi Leave a Comment

Creativity Thrives Best When Constrained

“Art consists in limitation,” as the English writer G. K. Chesterton remarked. Constraints are the sine qua non of creativity.

One of the great ironies of creative thinking is that it seems to benefit from constraints. At first blush, inventive thinking may seem to require a great degree of freedom and a lack of restrictions, but the reality of the creative process is that it is frequently entwined with many challenging constraints and intractable requirements. In the right light, demanding constraints can truly be blessings in disguise as the French poet Paul Valery observed, “A person is a poet if his imagination is stimulated by the difficulties inherent in his art and not if his imagination is dulled by them.”

Constraints can shape and focus problems and provide clear challenges to overcome. Constraints stimulate creativity because they not only invigorate inventive thinking but also reduce the complexity of the problem at hand. That is to say, constraints can make a problem more controllable, and possibly even more appealing.

Constraints and Challenge Can Actually Be Assets to the Creative Process

When you explore inventions that are creative, you’ll discover that the creators often exploited some core constraints that had characterized their domain in the past. Here are six examples of creativity that exploited a constraint to great advantage.

In 1986, British Airways ran a “Go for it, America!” marketing campaign to give away 5,200 free seats—all seats on its scheduled flights between USA and UK on June 10, 1986. In response, the upstart Virgin Atlantic ran its own newspaper advertisements that declared, “It has always been Virgin’s policy to encourage you to fly to London for as little as possible. So on June 10 we encourage you to fly British Airways.” And in smaller type, the ad read, “As for the rest of the year, we look forward to seeing you aboard Virgin Atlantic. For the best service possible. At the lowest possible fare.” The British Airways giveaway generated a lot of publicity, but most of the news coverage also mentioned Virgin’s unexpected, witty response.
In October 1984, during the second presidential debate with challenger Walter Mondale, Henry Trewhitt of the Baltimore Sun questioned President Ronald Reagan about his age: “You already are the oldest President in history, and some of your staff say you were tired after your most recent encounter with Mr. Mondale. I recall, yes, that President Kennedy, who had to go for days on end with very little sleep during the Cuba missile crisis. Is there any doubt in your mind that you would be able to function in such circumstances?” Reagan famously replied, “Not at all, Mr. Trewhitt and I want you to know that also I will not make age an issue of this campaign. I am not going to exploit for political purposes my opponent’s youth and inexperience.” Tyrwhitt responded, “Mr. President, I’d like to head for the fence and try to catch that one before it goes over.” Mondale lost and Reagan got elected for his second term as President. [See YouTube clip of this debate.]
An determined young woman I knew was embarking on a career as a new architect. She had set her sights on a job with a prominent architectural firm, but her professors and career councilors urged her to gain experience at a smaller employer first, as no prestigious firm would take on an inexperienced, new graduate. Undeterred, the young woman applied to the firm she had set her sights for. When asked about her experience, she declared slickly, “I have no experience at all. You see, I want to learn this business at a top quality firm. Employ me and mentor me to suit your design practices. This way, I’ll not have to unlearn any of the second-rate skills I’d have learned in another place.” She got the job.
When YouTube launched in 2005, many of its upstart competitors examined each uploaded video for copyright infringement. However, unlike its competitors, YouTube calculatedly let users upload any content and waited for copyright owners to complain before taking down noncompliant videos. By choosing to put their business model at risk, YouTube rapidly grew in content and viewers. Its early rivals faded out, and YouTube got acquired by Google and went on to became the world’s leading video-sharing platform.
Legend has it that one day, the Spanish painter Pablo Picasso (1881–1973) had only blue paint to work with. When he started toying with the effects of painting with one color, he discovered the potential to produce interesting paintings that conveyed a sense of melancholy. Picasso had just relocated to Paris and was deeply affected by a close friend and fellow artist’s suicide. Art historians believe this event marked the onset of Picasso’s Blue Period (1901–1904,) during which he produced many stoic and sentimental paintings in mostly monochromatic shades of blue and blue-green. In what would become the hallmark of this greatest artist of the 20th century, Picasso leveraged an apparent constraint into an unintended creative outcome.
When American sculptor Janet Echelman’s art supplies never arrived to South India on a Fulbright scholarship trip, Echelman altered her plans and started working with bronze casts inspired by the local materials and culture of Mahabalipuram, fishing village famous for sculpture. However, she soon found the material too heavy and expensive for her Fulbright budget. While examining fishermen bundling their nets one evening, Echelman began speculating if nets could be a new approach to sculpture. However, the delicate surfaces of the fishnets revealed every ripple of wind. Echelman hoisted the fishnets onto poles and created sturdy volumetric forms without heavy, solid materials. Echelman’s building-sized constructed net art structures are now featured in many cities around the world. [See Janet Echelman’s TED talk.]

In each situation, the inventor reframed elements of his/her world that he/she couldn’t control.

When faced with an element of the situation that they cannot ignore or overcome, instead of tackling those problems head-on, creative folks tend to leverage their constraints in a creative way and reframe them into an exceptionally powerful problem-solving technique.

Idea for Impact: Constraints often stimulate creativity rather than suppress it.

The heart of many a problem lies in what seems to be a single, intractable element. When that’s the case, instead of asking, “how can I minimize this liability?” explore “how can I make the most of it?”

This is Yoga for the Brain: Multidisciplinary Learning

August 11, 2017 By Nagesh Belludi 1 Comment

You need a broad-based understanding to succeed in today’s increasingly complex world.

Modern scientific and technological advances are increasingly born at the frontiers of more than one science disciplines.

It’s impossible to know everything. However, if you work to understand the basics of the biggest, most important paradigms in the fields of science, humanities, and social sciences, you can progressively expand your decision-making process.

A multidisciplinary methodology entails drawing suitably from multiple disciplines to examine problems outside of their normal boundaries and reach solutions based on an understanding of complex situations.

Multidisciplinarity Leads to Better Internalization of Knowledge

Multidisciplinarity allows you can transform a perspective in one discipline to expand your thought-frameworks in other disciplines. The renowned venture capitalist Paul Graham, author of the bestselling Hackers & Painters: Big Ideas from the Computer Age, said this best when he once wrote,

Studying things from unrelated subjects (multidisciplinary learning) is a lot like yoga for brain. You don’t actually get anywhere when you do yoga. You stand in one place and bend yourself in various shapes. But it makes you more flexible, so when you go out and do walk around, you can walk better.

“Cross-Training for the Mind” à la Charlie Munger

The great investor Charlie Munger, Vice-Chairman of Berkshire Hathaway, is a big proponent of multidisciplinary thinking. This distinguished beacon of rationality and wisdom coined the term “latticework of mental models” to enable the “cross-training for the mind.” Rather than silo your mind just in the narrow areas you tend to concentrate on at college and work, Munger advocates developing a broad, functional set of interdisciplinary knowledge about the world, which can serve you in all parts of life. According to the anthology Poor Charlie’s Almanack, Munger said at a 1998 talk at the Harvard Law School,

If A is a narrow professional, B consists of the big, extra-useful concepts from other disciplines, then, clearly, the professional possessing A plus B will usually be better off than the poor possessor of A alone. How could it be otherwise? And thus, the only rational excuse for not acquiring B is that it is not practical to do so, given the man’s need to A and the other urgent demands in his life. I will later try to demonstrate that this excuse for unidisciplinarity, at least for our most gifted people, is usually unsound.

Many of the world’s leading companies in science and technology are employing multidisciplinary people for managerial positions. These people understand a range of science principles and methods and can synthesize the works of domain-specific experts to invent creative solutions to problems.

Idea for Impact: Pursue Multidisciplinary Thinking

People who think very broadly and comprehend many different models from many different disciplines make better decisions.

Pursue multidisciplinary thinking. Open your mind to new ideas and new experiences. Make new friends, travel afar, read more, and discover new stories.

Interact with people who work in different disciplines and dabble with the arts and the media. Let the new sights, sounds, smells, languages, tastes, sensations, stories, and perspectives spark your creativity.

Inspirational Quotations #696

August 6, 2017 By Nagesh Belludi Leave a Comment

Irrigators guide the water. Fletchers shape the arrow shaft. Carpenters shape the wood. The wise control themselves.
—The Dhammapada (Buddhist Anthology of Verses)

Let no man ever look for what is pleasant, or what is unpleasant. Not to see what is pleasant is pain, and it is pain to see what is unpleasant.
—The Dhammapada (Buddhist Anthology of Verses)

It is much easier to ride a horse in the direction it’s going.
—Abraham Lincoln (American Head of State)

An insult is either sustained or destroyed, not by the disposition of those who insult, but by the disposition of those who bear it.
—John Chrysostom (Greek Christian Saint)

People universally tend to think that happiness is a stroke of luck, something that will descend upon you like fine weather if you’re fortunate enough. But that’s not how happiness works. Happiness is the consequence of personal effort. You fight for it, strive for it, insist upon it, and sometimes travel the around the world looking for it. … Once you have achieved a state of happiness, you must never become lax about maintaining it, you must make a mighty effort to keep swimming upward into that happiness forever, to stay afloat on top of it.
—Elizabeth Gilbert (American Novelist)

We must dare to think ‘unthinkable’ thoughts. We must learn to explore all the options and possibilities that confront us in a complex and rapidly changing world. We must learn to welcome and not to fear the voices of dissent. We must dare to think about ‘unthinkable things’ because when things become unthinkable, thinking stops and action becomes mindless.
—J. William Fulbright (American Political leader)

The things we fear most in organizations—fluctuations, disturbances, imbalances—are the primary sources of creativity.
—Margaret J. Wheatley (American Management Consultant)

Job-Hunting While Still Employed

June 30, 2017 By Nagesh Belludi Leave a Comment

Searching for a new job without revealing that you aren’t very pleased at your current job or getting fired can be a challenge. Here are four ways to job-hunt with caution.

Examine your motivations before job-hunting. Many people who jump ship in frustration run into the same problems that were an obstacle with previous employers. Try to ask for honest feedback about how you’re perceived by your managers and what’s holding you back from a promotion. You’ll find it easier to tackle career progression frustrations in a familiar environment at your current employer rather than at a new company where you’ll be under pressure to learn the ropes and produce results quickly.
Respect your employer’s time and resources. Don’t job-search on company time—your current job responsibilities are your priority. Looking for another position typically involves having to be away from your office for interviews; use your vacation days—not sick days—for job-searching and interviewing. Be careful about using your work computer to look up jobs, contact recruiters, or update your social-media presence.
Be tactful about whom you tell that you’re looking for another job. Even if you trust your coworkers, you can’t limit what they may share with others. Some of your coworkers may be ethically obligated to keep your boss and your company informed about any prospective changes in staffing or anything that might affect the organization’s goals. Be cautious about how you promote yourself on LinkedIn and job-search websites.
If you are offered a new job, be straight with everyone. Inform your boss immediately. Give as much notice as required, plan to tie up loose ends, and offer to help transition your responsibilities to a successor. Don’t be unreasonable in leveraging your new job offer to negotiate a counteroffer from your employer. Do your best to leave on the right note. Be consistent in what you tell different people about why you’re leaving. Do not burn bridges in the job-transition process.

Good Questions Encourage Creative Thinking

May 23, 2017 By Nagesh Belludi Leave a Comment

Thought-provoking questions: potential game changers that are not asked nearly enough

“To think creatively, we must be able to look afresh at what we normally take for granted,” wrote George F. Kneller (1909–1999), the American academic and pioneer in the field of philosophy of education, in Art and Science of Creativity (1965.) Many people don’t know how to probe their thought processes with questions that encourage creativity.

Consider a brainstorming meeting where a new idea was received with comments and judgments like, “this won’t work,” “we’ve never done it this way,” “the customer won’t like it,” or, “if this is such a great idea, why hasn’t it been done before?” Immediately, a dysfunctional pattern ensues. Defensiveness sets in and the meeting’s participants will resist making any more suggestions and will fail to explore those ideas that were previously made. (One of the key principles of “divergent thinking” for idea-generation is to defer judgment. Neuroscience has suggested that the human prefrontal cortex—the self-monitoring element of the brain—is less active when we’re most creative.)

Creative thinkers ask open-ended, accommodating, and exploratory lead-in questions such as,

“I wonder if/why/whether … “
“Perhaps we could … “
“That would work if/when … “
“In what ways can we … .” This favorite of mine was introduced by Edward de Bono, the lateral thinking pioneer and creator of the “Six Thinking Hats” method for group creativity. De Bono called this lead-in question the ‘IWW.’

Instead of declaring “we could never do this,” ask “IWW (in what ways) may people start to do this?” In practical terms, this rephrasing may seem a small thing, but it embodies a leap in unhindered, open-minded thinking. The former seems a categorical rejection; but the latter invites an exploration of possibilities and signals the beginning of the search for solutions to constraints.

Idea for Impact: The ability to pose meaningful—and often deceptively simple questions is the hallmark of creativity

Often, what leads a creative person to get fresh insight is the quality of questions he/she asks. Questions such as “I wonder if …” and “In what ways can we … ” ignite dialogues in your mind that can lead to creative insights and new discoveries.

The prospect for creative thinking expands when you can reframe restraining statements into creative questions. Consider the following examples:

Restraining statement: “We can’t possibly do that.”
Creative question: “If it were possible, how would you do it?”
Restraining statement: “It’ll take too long.”
Creative question: “If it’s time-consuming, how can I make it short?”
Restraining statement: “I can’t talk to her.”
Creative question: “If you could talk to her, what would you say?”
Restraining statement: “I’m too busy to do this.”
Creative question: “In what ways can we free up some time for you?”

During brainstorming, asking questions in a way that opens participants’ minds to newer possibilities can have a transformative shift in the creative atmosphere. When participants suspend their judgments, everyone in the brainstorming session will feel comfortable enough to explore creative solutions to constraints.

Books I Read in 2016 & Recommend

December 27, 2016 By Nagesh Belludi Leave a Comment

Personal Finance: Thomas Stanley and William Danko’s The Millionaire Next Door summarizes anthropological research from the ’90s on the attributes of unassuming wealthy Americans. The authors discuss the fancy trappings of affluence and the high cost of maintaining social status. They explain that prosperous individuals prioritize financial independence over a high social status. Key takeaway: It’s easy to get rich by living below your means, efficiently allocating funds in ways that build wealth, and ignoring conspicuous consumption. {Read my synopsis in this article.}

Decision-Making / Problem-Solving: Dan Ciampa’s Taking Advice offers an excellent framework on the kind of advice network you need on strategic, operational, political, and personal elements of your work and your life. Taking Advice offers important insights into a seemingly obvious dimension of success, but one that’s often neglected, poorly understood, or taken for granted. {Read my synopsis in this article.}

Creativity / Decision-Making / Teamwork: Edward de Bono’s Six Thinking Hats describes a powerful problem-solving approach that enriches mental flexibility by encouraging individuals and groups to attack an issue from six independent but complementary perspectives. Key takeaway: The ‘Six Thinking Hats’ method can remove mental blocks, organize ideas and information, foster cross-fertilization, and help conduct thinking sessions more productively than do other brainstorming methods. {Read my synopsis in this article.}

Presentation / Communication: Edward Tufte’s The Cognitive Style of PowerPoint argues that presentations reduce the analytical timbre of communication. In other words, presentation slides lack the resolution to effectively convey context, “weaken verbal and spatial reasoning, and almost always corrupt statistical analysis.” Tufte contends that, by forcibly condensing our ideas into bullet point-statements, phrases, and slides, we break up narrative flow and flatten the information we’re trying to convey. Key takeaway: Well-structured and succinct memos can convey ideas comprehensively, clearly, and meaningfully. {Read my synopsis in this article. Also, learn about Amazon’s ‘Mock Press Release’ discipline and Procter & Gamble’s ‘One-Page Memo’ practice to communicate ideas.}

Happiness / Relationships: Janice Kaplan’s The Gratitude Diaries. For one year, Kaplan maintained a gratitude journal and wrote down three things that she was thankful for each day. She also decided to “find one area to focus on each month—whether husband, family, friends, or work—and … see what happened when I developed an attitude of gratitude.” Key takeaway: A grateful heart is a happy heart. Stop whatever you’re doing, take stock of your blessings, and be grateful for everything you have in life. {Read my synopsis in this article.}

Psychology: Viktor Frankl’s Man’s Search for Meaning. When subject to brutal treatment at Nazi concentration camps in Germany, Frankl changed his initial reaction from ‘Why me?’ and ‘Why is this happening?’ to ‘What is life asking of me?’ Such profound shifts in thinking, Frankl argues, could help you find meaning in life, regardless of what is happening on the outside. Key takeaway: The one power you have at all times is the freedom to choose your response to any given set of circumstances. Uncover a sense of purpose in life and you can survive nearly anything. {Read my synopsis in this article.}

Psychology: John Tierney and Roy Baumeister’s Willpower: Rediscovering the Greatest Human Strength. The book’s central theorem is the much-debated “muscle metaphor” of self-control, which states that willpower is like a muscle that tires out—or runs out of energy—as you use it, but can be replenished and purposely fortified through practice. Key takeaway: Budget your willpower and spend it where and when you need it the most. Eliminate distractions, temptations, and unnecessary choices. {Read my synopsis in this article.}

Biography / Leadership: Sam Walton’s Made in America is the Walmart founder’s very educational, insightful, and stimulating autobiography. It’s teeming with Walton’s relentless search for better ideas learning from competitors, managing costs and prices to gain competitive advantage, asking incessant questions of day-to-day operations, listening to employees at all levels of Walmart, and inventing creative ways to foster an idea-driven culture. Takeaways: ten rules of management success, learning from failure, cost and price as a competitive advantage, and Walton’s ‘Ten-Foot Rule’ to become more likeable.

Biography / Leadership: Deborrah Himsel’s Beauty Queen: Inside the Reign of Avon’s Andrea Jung offers an insightful tale of the spectacular rise to the top and the tumultuous fall from grace of the former Avon CEO. Jung initially led six consecutive years of double-digit growth and then presided over a series of operational missteps that led to her resignation. “Her story is a cautionary tale, one that suggests the critical importance of being aware of your weaknesses and how they can sabotage you.” Key takeaway: Spectacular success, especially those attributable to external circumstances, can often conceal on organization’s or an individual’s flaws. When the tide turns, the deficiencies are exposed for all to see. {Read my synopsis in this article.}

Biography / Leadership: David Packard’s The HP Way recalls how Bill Hewlett and David Packard built a company based on a framework of principles and the simplicity of management methods. In addition to their technical innovations, Bill and David established many progressive management practices that prevail even today. Starting in the initial days, the HP culture that Bill and David engendered was unlike the hierarchical and egalitarian management practices that existed at other corporations of their day. Key takeaway: The essence of the “HP Way” was a strong and clear set of values, and a culture of openness and respect for the individual. {Read my synopsis in this article. Also learn about management by walking around and Bill Hewlett’s ‘Hat-Wearing Process’ for decision-making.}

Leadership: Warren Bennis and Robert Thomas’s Geeks and Geezers. The authors posit that all potential leaders must pass through a “leadership crucible” that provides an intense, transformative experience. Only after they “organize the meaning” and draw significant lessons from their “crucible experiences” can they become leaders. Key takeaway: Find your “leadership voice” by reflecting on transformative experiences in your life and examining what you’ve learned from them. {Read my synopsis in this article.}

Look at my articles on how to process a pile of books that you can’t seem to finish, and on how self-help books bring hope that change is possible.

Also, see a list of books I read in 2015 and 2014 and recommend.

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