SOLITUDE is out of fashion. Our companies, our schools and our culture are in thrall to an idea I call the New Groupthink, which holds that creativity and achievement come from an oddly gregarious place. Most of us now work in teams, in offices without walls, for managers who prize people skills above all. Lone geniuses are out. Collaboration is in. And y Rementer But there’s a problem with this view. Research strongly suggests that people are more creative when they enjoy privacy and freedom from interruption. And the most spectacularly creative people in many fields are often introverted, according to studies by the psychologists Mihaly Csikszentmihalyi and Gregory Feist. They’re extroverted enough to exchange and advance ideas, but see themselves as independent and individualistic. They’re not joiners by nature.
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. Tweet ______________________________________________________________________________________
Entries in Collaboration (24)
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.
This is the story of how we used open source principles at Red Hat to develop a new workflow for our technical support staff based on collaboration. There are two key parts to the story: discussing the process we used to develop our new collaborative work flow, and an overview of that new collaborative work flow itself.
Work in knowledge-based organizations is social. Activities include collaboration and sharing. Work products are improvisational. Success requires judgment and freedom to act. There is a heavy reliance on others. Trust is key. Knowledge creation and flow span organizational boundaries. Social networks propel excellence in knowledge-based organizations.
The following is a highlight of a competitive analysis I did earlier this year when I was involved in designing software that would allow remote research teams to work together. While software is still a long way from replacing all in-person collaboration it's becoming easier for remote or mobile workers to stay productive and communicative with their team. Certainly the tools we have available today are a vast improvement over what I used when I first tried telecommuting 12 years ago! There are many articles out there covering similar if not exactly the same ground. Hopefully you will find some gems in mine.