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Making Innovation Happen

A Global Aggregation of Leading Edge Articles on Management Innovation, Creative Leadership, Creativity and Innovation.  

This is the official blog of Ralph Kerle, Chairman, the Creative Leadership Forum. The views expressed are his own and do not represent the views of the International or National Advisory Board members. ______________________________________________________________________________________


Entries in arts-based learning (5)


Reflections Using Arts Based Processes when Working with Centers of Excellence - Linda Naiman, Creativity At Work

Over the past year I have been invited by some of the largest and most successful companies in the world to introduce the arts as a catalyst for developing creativity, leadership and innovation within the organization. I’ve been working within specific business units of these global organizations, and I would describe these units as centers of excellence with an entrepreneurial appetite for creativity, innovation and the willingness to try something new. I’ve noticed the leaders who run these business units, track what’s on the leading edge, and invite “best of breed” to learn from. This approach, combined with sufficient resources, and sound-management practices, contributes to creating a culture that fosters innovation as well as excellence in business performance.

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Creativity Loves Constraints - Business Week

When people think about creativity, they think about artistic work -- unbridled, unguided effort that leads to beautiful effect. But if you look deeper, you'll find that some of the most inspiring art forms, such as haikus, sonatas, and religious paintings, are fraught with constraints. They are beautiful because creativity triumphed over the "rules." Constraints shape and focus problems and provide clear challenges to overcome. Creativity thrives best when constrained. But constraints must be balanced with a healthy disregard for the impossible. Too many curbs can lead to pessimism and despair. Disregarding the bounds of what we know or accept gives rise to ideas that are non-obvious, unconventional, or unexplored. The creativity realized in this balance between constraint and disregard for the impossible is fueled by passion and leads to revolutionary change.

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How artforms can address business issues - Tim Stockil - Arts and Business UK

This 45 comprehensive report analyses the characteristics and attributes of a number of different art forms and evaluates what each art form offers to business in the field of creative training and development. It provides a model to show how arts-based training and development can make a significant impact on a wide range of business issues. Although it is not an academic paper, the report draws on a range of academic publications as well as the experience of practitioners in the field.

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The Creative Brain and How It Works - Applied Neuroscience: A New Workshop with Silvia Damiano and Ralph Kerle

There is a body of theories and papers starting to emerge in neuroscience around how our brain works creatively. This body of work suggests if you can be more aware of how your brain works in a context that calls upon creative endeavour, you will be able to alter your thinking or adjust your actions, in the process becoming more aware of your own creative praxis and how you can comfortably and confidently contribute your best to creative collaboration and awareness that can be knowledgeably sustained and improved over time.

In this highly experiential session, participants will

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Why Arts Based Learning is The Next Organisational Learning and Development Frontier 

Below is an excerpt from the editorial of the latest Journal of Business Strategy Volume 31, Series 4 written by Harvey Seifter and Ted Buswick and at the bottom of this excerpt you will find Nick Nissley's article "Arts Based Learning at Work " that provides an excellent global overview of this emerging phenomena. For about 20 combined years, a large part of our professional energies and personal passions have been engaged by the use of artistic skills, processes and experiences as learning tools: in complex global corporations, small and medium-sized businesses, professional associations, universities, historical and cultural centers, government agencies, leadership academies, and non-profit organizations.

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