Creative values for innovation:

One doesn’t discover new lands without consenting to lose sight of the shore for a very long time. Andre Gide, The Counterfeiters

Creativity is in the mind of the individual and it is a rearranging of a relationship that takes place, as opposed to entirely new thinking or completely new ideas. Most innovations are the result of rearranging the relationship between or among ideas or products that already exist. Adding or subtracting a part of an existing idea or product is not considered to be innovative. Robert Graham offers the example where “the first railroads were used to haul coal from the coal mines to the ships in the port. These railroads were drawn by horses. The steam engine was created to pump water out of the coal mines. Each of these products exited independently (there was no direct relationship between them) until someone applied some creativity and combined the products to form the first locomotive. Thus the innovation of the locomotive was the result of rearranging the relationship between existing products to form a new product”.

However, it is easier to state than to accomplish as many organizations don’t encourage, nurture or reward creativity. But there is also a paradox in the organizational need for stability and conformity that can inhibit the need for organizational survival that usually depends on innovation.

We offer clients advice on what the conditions needed for creativity look like and how they sit with the conditions of most organizational functioning allowing us to create a model for managing creativity with you.

Lateral thinking comes from the capacity to be creative. Creativity is a capacity within but also needs an environment that knows how to nurture, support and protect creative work. When we create we perceive values. These are the values we discover from what we create, task related skills, a work of art, or commitment to a cause.

Another point of discussion is that rather than the type of work being the focus, what really matters is what we bring to work as a personality, as a human being which gives the person their particular role. Seen in this light, it is what makes each person indispensible, irreplaceable, singular and unique. This is summed up best by Viktor E. Frankl who said “The job at which one works is not what counts, but rather the manner in which one does the work. It does not lie with the occupation, but always with us”. “The meaning and value however is attached to the persons work as a contribution to society, not to the actual occupation”. Proff Viktor E. Frankl (1905 – 1997).

So not only is work important for what we do, but how we do it can hold the key to meaning.

BIS have soft skill offerings in organizing:

Socrates

  1. How to create the conditions for a creative environment so that people can plan and organize for cohesion before all heading in the same direction.
  2. How to form and lead multi disciplined, cross functional and virtual project teams.
  3. How to manage a team of direct reports with the essentials of business leadership.
  4. How to deal with conflict and the role of two pathogenic patterns in flight ‘from’ and fight ‘to’.
  5. How we cope with feelings of meaninglessness, emptiness and being overwhelmed at work.
  6. How we learn to recognize our natural response to loss, be that of identity, interconnectedness or rejection in the workplace.
  7. How to sell services as opposed to products by understanding the dynamic matrix of qualification & selection as opposed to marketing & sales.