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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 behaviours (43)


Colliding Towards Innovation - Forbes

Let’s look at the 2nd letter – C: Collisions. It originated in the early 15th Century as the Middle French collision from the same period of Latin collisionen, “a dashing together”. The definitions imply a variety of outcomes: 1) the act or process of colliding; a crash or conflict; 2) Physics: a brief dynamic event consisting of the close approach of two or more particles, such as atoms, resulting in an abrupt change of momentum or exchange of energy [emphasis mine]. While the first definition is rather violent, and innovation can arise from major clashes and conflicts, the 2nd definition is closer to type of Collision in #RCUS.

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Recognizing creative leadership: Can creative idea expression negatively relate to perceptions of leadership potential?

Drawing on and extending prototype theories of creativity and leadership, Jennifer S. Mueller, University of Pennsylvania, Jack A. Goncalo Cornell University, ILR and Dishan Kamdar Indian School of Business theorize that the expression of creative ideas may diminish judgments of leadership potential unless the charismatic leadership prototype is activated in the minds of social perceivers. Study 1 shows creative idea expression is negatively related to perceptions of leadership potential in a sample of employees working in jobs that required creative problem solving. Study 2 shows that participants randomly instructed to express creative solutions during an interaction are viewed as having lower leadership potential. A third scenario study replicated this finding showing that participants attributed less leadership potential to targets expressing creative ideas, except when the “charismatic” leader prototype was activated. In sum, we show that the negative association between expressing creative ideas and leadership potential is robust and underscores an important but previously unidentified bias against selecting effective leaders.

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The Four Strands: Creating Companies Aligned With Human DNA - Dr Henry Cloud, Change This

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“There are universal developmental issues and milestones in the construction of all people, which like gravity, must be obeyed. They are like the laws of physics, non-negotiable. Break these laws and dysfunction occurs. But, obey these laws and people thrive. They will be what we call “healthy.”

So, when a company is designed and operates in ways that are aligned with how people are constructed, it will be like an airplane aligned with the laws of physics that govern force or torque. It will reach the altitude, speed and course that its horsepower allows. But if its design is not aligned, it will fly in circles, stall out, crash, or break apart.”

Click here to download and read the full manifesto

About Henry Cloud, Ph.D | Dr. Cloud is a psychologist, communicator and leadership coach. As the author of many best-selling books, his writing reflects experience not only in the clinical world, but the arenas of business, leadership consulting, and live audience interactions. For over twenty years, his practice has focused on working with leaders in a wide range of organizations and corporations, from family held firms to Fortune 25 and Fortune 500 companies. Dr. Cloud is the co-host of the nationally syndicated radio program New Life Live heard in over 150 markets with a weekly audience estimated at 2,000,000 listeners. He serves on the board of the Los Angeles Mission, a rescue mission on Skid Row in downtown Los Angeles, and lives in Los Angeles with his wife, Tori, and their two daughters, Olivia and Lucy.


How the Illusion of Being Observed Can Make You a Better Person: Van Der Linden, London School of Economics 

Many years ago, when I was still in high school, I was extremely fond of chewing gum, especially during class hours. However, sooner or later the chewing gum would either lose its taste or I would become bored with it. After a while, I would start looking around, wondering how I could get rid of the gum nice and quietly. As you might have guessed by now, yes, I was that kid sticking his used gum underneath the desk. And as I grew older, I started noticing that I wasn’t the only one deviating from the social norms that society has laid out for us. How often is it that we conveniently forget to return dirty food trays in the cafeteria? Or let our dogs poop in the park and head off before anyone has a chance to notice? I think Thomas Jefferson was on a similar train of thought when he wrote, “Whenever you do a thing, act as if all the world were watching.” I always found this to be a particularly interesting quote, as it reminds us of the fact that we tend to be on our best behavior when we know that we are being observed. While this may seem obvious, new research points to something far less obvious:

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Building Trust through Subliminal Cues - Li Huang and J. Keith Murnighan (Northwestern University)

Here is a precise of a full academic article that is worth subscribing to to discover the results of some fascinating reseach on behaviour and trust. Direct contact with someone may not be as important in judging trustworthiness as was previously believed.

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