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CREATIVITY JOURNEY

MER KREATIVITET? JA, TAKK!

Creativity Hive Posted on Tue, August 25, 2020 15:30:11

KREATIVITET er evne til å skape nye koblinger og anvende kunnskap. Kreativitet hjelper oss til å bli smartere. Det kjennes ofte som noen løse tanker som er litt rare, ikke helt logiske. Det virker som de kommer fra et annet sted enn hode, kanskje fra mage eller du ikke engang skjønner hvor disse løse tankene egentlig kommer fra?!

Vi mennesker er på vårt mest kreative når livet står i fare. Da mobiliseres alt vi har av kunnskap og erfaring. Mens den største fienden til kreativitet er komfort – det er å ha det alt for behagelig over tid.  Ubehag – liker ingen, men utviklingen skjer ikke før vi befinner oss utenfor vår komfort-sone. Derfor når vi blir utfordret med nye oppgaver, nye situasjoner, nye mennesker eller må gjøre større endringer i livet – da er vi på vår mest kreative – da mobiliserer vi, da lærer vi, da skjer utviklingen. Det er faktisk slik at vår hjerne utvikles når vi må anstrenge oss.

Alle er KREATIVE og jo mer du øver på nye måter å bruke din kunnskap og kompetanse på, jo flinkere blir du.

En måte å øve på er å skape kreative spenning – en slags energimodus som gjør at vi får nye tanker og ideer som «plutselig» fører oss nærmere til en løsning. Det er motsetninger som skaper spenning og utløser kreativitet og når kontraster møtes blir vi utfordret til å tenke nytt.

Prøv for eksempel følgende:

  • vær samtidig avslappet og fokusert – gå på tur i naturen og tenke på en definert utfordring uten å anstrenge deg og la tankene flyte. e.g. hvilke grønnsaker kan jeg blande inn i pastaretten slik at det både smaker godt, er sunt og alle liker det?
  • bland struktur og frihet – definer tydelige rammer men tenk helt fritt på mulige løsninger. e.g. jeg kan bruke kun erter i pastaretten, kanskje jeg kan koke dem sammen med pasta for å spare tid…. og tilsette smør for mer smak…
verdiskapning skjer oss mennesker imellom

Den beste måte å skape kreative spenning er å oppsøke ulike meninger – MANGFOLD.

Mangfold øker kunnskap. Mangfold trigger kreativitet. Ulike perspektiver og annerledes erfaringer kan være motsetning i segselv. Når vi møter et annet perspektiv blir vi utfordret til å forsvare vår egen oppfatning. Det kan føre til diskusjon, frustrasjon, konflikt. Så lenge fokus er på å få til den beste løsningen – vil denne frustrasjonen føre til at vi tenker hardere, prøver, feiler og samarbeider til vi får til en løsning som tilfredsstiller flere perspektiver. Det gjør at selve løsningen blir bedre og mer robust.



ALWAYS HAVE A DREAM!

Creativity Hive Posted on Sat, May 25, 2019 18:00:18

Leaders are built, not born. And leading yourself is the most important life skill to develop. Your focus and energy creates your life. Never give up on what you truly care about!


We live today in a world where little is
certain, change is fast, and development dynamics are getting ever more
complex. A large part of living in today’s complexity
is dealing with unintended consequences.

Recently a friend told me:” I feel like I should live my
life, but it feels more like my life is living me”. I asked: “What do you want? What is your
dream?” The answer was:” I don’t know anymore.”

After this conversation, I reflected for a
while about “the luxury problems” we deal with when our safety is granted, and
comfortable existence secured. But aiming for the next level is our human
nature!


Hannah Arendt, American philosopher and
political theorist, has this beautiful question: “Who are you when
you are with no one but yourself?”

Knowing who we are at the deepest level is
the first step to building a strong identity, which brings both stability and
direction. This is the basis for leading authentically both ourselves and
others.

Leaders are built, not born. And leading
yourself is the most important life skill to develop. Leadership goes
far beyond managerial competency, technical knowledge, and functional skills. Real
leaders have the drive to create – to bring something they truly care about
into being.

The most important skills to build are:

1.
Flexible mind with genuine curiosity and inclusion of different perspectives

2.
Emotional
intelligence and self-awareness,
knowing who you are and what is your aim

3. Strong, empathic interpersonal relationships
seeking and appreciating diversity of thought, letting go of the need for
certainty, and listening and thinking from a place of not knowing

What we all need is continuous “software” upgrade, continuous development, blissful maturity.

In the 1970s, Harvard psychologist Robert Kegan
developed his Theory of Adult Development, which outlines five stages of mind’s maturity:

  1. Stage 1: Impulsive mind – early childhood
  2. Stage 2: Imperial mind – adolescence; 6% of the adult population
  3. Stage 3: Socialized mind – 58% of the adult population
  4. Stage 4: Self-authoring mind – 35% of the adult population
  5. Stage 5: Self-transforming mind – 1% of the adult population

In Stage 3, external sources shape our sense of
self and understanding of the world. For example, we take too much personal
responsibility for how other people experience us and we look for external
validation to derive our sense of self. For many people, social maturity seems
to stop here like my friend who forgot his dream.

In Stage 4, we can define who we are, and not
be defined by other people, our relationships or the environment. You know who
you are and have developed an internal sense of direction and the capacity to
create and follow your own course. You can take responsibility for your own
inner states, emotions and realize that you are always changing. These are the
leaders we look up to.

In Stage 5 one’s sense of self is not tied to
particular identities or roles but is constantly evolving through the
exploration and interactions with others. You continuously expand who you are
reinventing your identity according to changing circumstances in your life. You
integrate multiple ideologies and can understand things from many different
perspectives. These are really, really free people indulged in serenity.

“Any intelligent fool can make things more complex. It takes a touch of
genius and a lot of courage to move in the opposite direction.”
— Ernst F.
Schumacher

OSLO/Amela Koluder

ref: https://medium.com/@NataliMorad/how-to-be-an-adult-kegans-theory-of-adult-development-d63f4311b553



COLLABORATE OR DIE?!

Creativity Hive Posted on Tue, January 08, 2019 11:01:32

Er du god til å samarbeide? De
fleste av oss klarer fint å koordinere gjennomføring av oppgaver, sparring og lignende. Men er du god til å samskape? Hva er egentlig forskjellen mellom samarbeid
og faktisk å skape noe sammen?


HVA BETYR Å SKAPE SAMMEN? HVA ER COLLABORATION?

Den første assosiasjon de fleste av
oss har når vi hører «collaboration» er samarbeid – jobbe sammen.
«Collaboration» kan også bety å samarbeide med fienden. Det som regel betyr at
en, i skjul, gir verdifullt bidrag til den andre parten på bekostning av parten
man er en del av.

Det er forskjellige grader av
«collaboration». Det kan være å delta, å bidra, å samarbeide eller å samskape.

Hvis du deltar eller bidrar tar ikke
du ansvar for slutt resultatet.

Å samarbeide betyr å ta ansvar for å løse noe sammen.

Å samskape betyr å forplikte seg til å skape noe nytt sammen, noe som
har verdi.

«Jazz jam session» – er kanskje en av
de beste eksempler på samskaping. Alle deltagere har samme ferdighetsnivå på
ulike instrumenter og de improviserer fritt innenfor jazz regler. «Jamming»
oftest brukes for å utvikle ny musikk. Samtidig er det underholdende og
inspirerende.

«Collaboration» ofte oppstår
naturlig i nødssituasjoner, på grunn av lite ressurser eller stor risiko. Derfor
er det stadig flere bedrifter som tar i bruk «collaborative leadership» som
samarbeidsform, først og fremst for å kunne agere raskere. Utviklingen skjer eksponentiell, en fart vi ikke er i stand til å begripe. Og ingen kan lengre få
til noe som helst alene. De som får til å skape sammen vil være med å forme
fremtiden.

Collaboration eller samskaping på arbeidsplassen handler om
kontinuerlig læring sammen med andre. Når vi tenker, løser problemstillinger, utforsker
og utvikler, må vi finne fram til svarene sammen ved å bygge på hverandres
kompetanse og kreativitet.

Man sier at «rommet er smartere enn den
smarteste person i rommet», men dette gjelder bare hvis vi får til «collaboration».

HVA MÅ TIL FOR AT ET TEAM SKAL FÅ TIL Å SKAPE SAMMEN:

1. trygghet: bli
kjent «på ordentlig» – det er menneskelig å være skeptisk til en man ikke
kjenner

2. forpliktelse: innsats og engasjement er et krav – alle som er med skal gjøre
sitt beste

3. mangfold: ulike perspektiver er nødvendighet – vi klarer ikke å tenke nytt uten
å bli utfordret

Kort sagt, samskaping er
en kultur for å lære sammen. Brennende lærelyst og ønske om kontinuerlig
forbedring må komplementeres med forståelsen om at egen kompetanse øker ved å
engasjere seg og bidra selv når man ikke ser direkte relevans. Det handler både
om holdning og ferdigheter. Det handler om å trene adferd gjennom strukturert arbeidsprosess
og bevisst ledelse.

Øvelse gjør mester!

OSLO/Amela Koluder



ARE YOU FUTURE-PROOF?

Creativity Hive Posted on Mon, April 02, 2018 19:43:31

Financial
Time reporter John Gapper, wrote an article about Norway’s innovation ability,
in October 2016: “The trouble is that
Norway is too comfortable. It takes crisis to get most people to change their way
radically. Now, Norway has more official think-tanks and innovation incubators
than entrepreneurship and disruption. Norway is consensus-driven society that
feels comfortable with reform that has been carefully discussed and agreed.
Norwegians like the idea of creativity, but fear disruption.”

He has
point or two. But is innovation about always disrupting? I do not think so. Innovation
is about creating value. I believe that it is enough to be future-proof!

In general,
the term “future-proof” refers to the ability of something to
continue to be of value into the distant future. Very few
things are truly future proof. But, it should not stop us from trying.

I have
learned that having enough resources is a competitive advantage both in life
and business. But I have also experienced that having too much resources
available, reduces your competitiveness. Comfort leads to complacency and complacency
is the cause of stagnation!


The real choice is between staying in comfort
dams of complacency and stagnation or keep swimming in capricious river of continuous,
fresh challenges!

If you
choose comfort, I envy you. Sometimes, I wish I could. But I cannot. Because, I
fear stagnation. I fear loss of competitiveness. Most of all, I fear losing
opportunities to improve, to learn, to create.

SIMPLIFY
& JUST DO IT

Whenever
you feel too comfortable, you should create discomfort – “put a small stone in
your shoe” – as Bosnian proverb recommends.

Create a
challenge and solve it. And when doing so, focus on simplifying and acting,
instead of overthinking. Small deeds done are better than great deeds planned!

Four steps
to simplify and act:

1. Define a challenge.
I want to move abroad, but I speak
only one language!

2. Understand the problem.
It will take much more time and
effort to establish abroad, if I don’t speak the language.

3. Think of possible solutions.
A. I can learn the language before I
go.
B. I can find a job where I can
speak language I know.
C. I can go abroad and focus on
learning the language for a year.

4. Act, test and repeat.
Get information available on
internet. Apply for language course or job. Visit the country and explore
further.

Being
future-proof means being ready for whatever might come by stimulating
flexibility and adaptability, fortifying and diversifying your competence.

Being
future-proof means embracing discomfort as blessing. Spending time with those
who inspire you by challenging you, and make you develop.

Being
future-proof means indulging passionately in creating value while sharing your
knowledge and experience. It makes you learn. It makes you grow.

… and we
don’t have to disrupt!

OSLO/Amela Koluder



TRUST – a BIG thought and a funny little FEELING

Creativity Hive Posted on Sun, February 11, 2018 16:09:56

Trust is a feeling
with the switch – either I trust you or I do not.
Trust can also be a choice. We tend to trust more
those who share our values, have same background or same passion.

Trust is powerful and fragile at the same
time. When you open yourself up
emotionally to someone, there’s always a chance they’ll take advantage of your
vulnerability.

So why bother then?

Because, new ideas, new thoughts, new learnings won’t come without passionate
or even emotional exchange of opinions and perspectives. Because, intelligence
and skills cannot reach their full potential in comfort zone. Because, being
mostly comfortable and never taking risks make us inferior, reducing our ability
to create and compete.

When there’s no trust, everyone spends their energy protecting their
own backs. It’s a drain on everyone, and
robs energy from giving your best where you have your best to give.

When you know that somebody has your back, you can go out on a
limb. You can stretch more. You can reach for the sky.

Definition: trust is both and emotional and logical act. We feel
trust as companionship, friendship, love, agreement, relaxation, comfort. Trust
increases subjective well-being because it enhances the quality of your
interpersonal relationships. Trust is also integral to the idea of social
influence. It is easier to influence or persuade someone who is trusting. https://en.wikipedia.org/wiki/Trust_(emotion)

TRUST and BUSINESS OF CREATING VALUE

Sooner or later, companies discover that they are in the people business.
Trust than becomes the most valuable commodity within all relationships, both
within the company and outside, with clients, customers, suppliers, the entire social
network.

When your customers trust you, they are more likely to buy from you.
When you have their trust, you can boost the value for both of you. Trust comes
as a commitment to quality and excellence, over time.

As usual, everything starts from within and therefore the priority of
leadership should always be to create the
culture of trust encouraging collaboration, ambition and impact.

So, how can we build a collaborative team that trusts each other to
speak their mind and take risks?

1.
Be personal and patient – share your life
stories, identify your personal contributions, spend time on your behavioral
preferences and personality styles, build shared experiences and spend time together

2.
Don’t fear conflict, face
it
– thrive with
good intentions and give feedback

3.
Trust each other – put effort and produce
high-quality work

4.
Show your vulnerabilities– weaknesses, skill deficiencies,
interpersonal shortcomings, mistakes and help each other

5.
Park your egos – focus on ambitions, improvement
and collaboration over competition with each other and being right

We are born vulnerable,
and as babies, we are completely dependent. As children we trust, and learn sooner
or later that trust can be betrayed. We learn how to protect ourselves by
questioning other’s intentions. As adults, we tend to characterize those who trust
too much as naïve, even less smart.

Fortunately, trust is also
a matter of choice. You can choose who to trust and indulge with your
vulnerability.

OSLO/Amela Koluder



KREATVITET + STRUKTUR = SANT

Creativity Hive Posted on Mon, February 05, 2018 19:15:54

Kreativitet
og struktur klarer seg ikke uten hverandre. Kreativitet uten strukturen er kaos
og struktur uten kreativitet er livløs.

Men
kjærlighetsforholdet mellom struktur og kreativitet er ikke en dans på roser. Kreativitet
vil være fri og prøver å bli kvitt struktur, systemer og prosesser. Struktur,
på sin side, vil ha fremdrift, og prøver å fokusere, anvende og drifte
kreativitetens lidenskap.

Mellom
struktur og kreativitet oppstår det naturlig spenningen, en slags søt musikk
som driver innovasjon.

Norsk
lederstil aspirer mot harmoni og trivsel og legger vekt på oppløsning av
spenninger og konflikter. Men det er noen organisatoriske spenninger vi ikke
bør forsøke å løse. Det er for eksempel nødvendig med krigføring mellom utforskning
og kunnskapsbygging i praksis og dens implementerer gjennom prosessen. Når du utforsker
skal du være nysgjerrig og søkende og i gjennomføringen skal kunnskapen
anvendes raskt og målrettet. Isolert kan spenningen mellom disse kreftene være ødeleggende,
men når spenningen fokuseres på å løse konkrete oppgaver, blomstrer nytenking og
verdiskapning

Denne
balansen er selvfølgelig ikke lett å oppnå. Prosessen legger vekt på den hierarkiske,
kontrollsiden av organisasjonen – strukturen som gjør ting gjort. Mens det utforskende
mindset intuitivt bryter regler og utfordrer hierarki. Nøkkelen ligger i balansen
mellom rammer og autonomi.


Kreativitet
kveles av rigiditet, mens det får vind under vingene når rammene er stramme og
tydelige. Autonomi innenfor rammene gir fart, mens styring skaper motstand.
Tydelig ambisjon er motiverende, mens generelle mål er irrelevante.

Frustrasjon
er en undervurdert kraft og er helt nødvendig for å skape ny verdi, så lenge alle
har samme mål og «konflikten» handler om å løse oppgaven på en best mulig måte.

RASKT AGERENDE TEAM

Små
team med høy kompetanse og stor grad av frihet er, som regel, mest verdiskapende
når de:
·
Deler kunnskap
·
Tar kollektivt ansvar
·
Har en effektiv flyt mellom autonomi og samskaping

Alle
må kunne spille hele spillet, mens hver enkel bør ha sin ekspertiseområdet. Slike
tette, nyskapende, agile team kan fostre fram best praksis, også i store
selskaper.

De
beste teamene er de som klarer å opprettholde fremdrift, favoriserer verken
kreativitet eller struktur, har respekt for både praksis og prosess, og evner å
gjøre begge deler samtidig.

Amela Koluder/OSLO



Creative leadership – an emerging philosophy in action

Creativity Hive Posted on Thu, November 16, 2017 19:13:57

Do
we need management?

I believe that the whole idea of managing people is
obsolete. People are perfectly able to manage themselves. What we all need is
great leadership.

Management
is about controlling people and motivating them to do tasks in a “right” way. Leadership is about inspiring and releasing
potential of everyone to do the right things in their own way within defined
constrains and clear goal.

Creative leadership is an emerging philosophy in action. It is about creating an
environment that promotes innovative thinking and entrepreneurship.

Creative leadership embraces change, courage, collaboration and creativity. It encourages
sharing, generosity, purpose and pragmatism. It creates value in action; from critical
analysis, experimentation, bold decisions, calculated risk taking, agility and
hard work. The main purpose is the triple bottom line:
planet, people, profit.


Leadership
Theories from the past

Leadership theories have been
around since storytelling was created. Let’s mention some of them:

·
“The heaviest penalty
for declining to rule is to be ruled by someone inferior to yourself”
– Plato’s dialogue on leadership in Republic
·
It is better to be
feared than loved
” – Machiavelli’s The Prince
·
“A leader is best when
people barely know he exists, when his work is done, his aim fulfilled, they
will say: we did it ourselves
.” – Lao Tzu’s polar
definition

At
the end of the industrial revolution, we have seen a progression from a dominant leader style from the
early 20th
century, to a more egalitarian style, in which
interpersonal communication has lost its hierarchy, and value is judged on more
than consumer satisfaction alone.

·“Maximizing employees’ effectiveness through specialism” – Scientific Management, Taylor (1905)

· “Leaders are born, not made”
The Great Man
theory (1840s)

· “Only men with the inborn characteristics for leadership will be
successful, and have the innate ability to take their natural place when crises
arise”
The Trait theory
(1930s)

· “Three organizational leadership styles: autocratic, democratic, and
laissez-faire, with varying levels of management involvement and directive”
– Lewin et al. (1939)

·
“Leaders show great concern for employees, and include them in the
decision-making”
– the Participative Leadership theory, Dr. Rensis Likert

· “The best leadership style is the
one that best fit a given situation” – the Contingency Theory of Leadership, Fred
Fiedler (1973)

· “Leader is characterized as “dominant”, having a strong desire to
influence others, being self-confident, and having a strong sense of one’s own
moral values”
– Charismatic Leadership, Robert
House (1976)

·
“Conscious joint decision, and delegation of
authority” – of the Participative Leadership Gary Yukl (1971)

·
“The maturity or developmental level of the follower” – Situational Leadership, Dr. Paul Hersey and Dr. Ken Blanchard
(1977)

Currently, the limitations of
big companies are renewing interest in leadership qualities associated with
small enterprise development.

·
Entrepreneurial leadership can
be defined as the ability to anticipate opportunities, envision new concepts, collaborate
and respond fast to changes or opportunities. (Kuratko, 2007).

Due to big global issues that
are already influencing people and planet, social
entrepreneurship
might be the only way for future leadership. In addition
to entrepreneurial leadership qualities, focus is on creating value with higher purpose, sharing resources and working
as community in small flexible teams
.

As time passes, leadership
theories will come and go. What will stay is the impact leader makes and created
value, for people and planet.

How do you want to be remembered?
What has been your impact?

Oslo/Amela
Koluder



STOPP THINKING & THE CHALLENGE WILL RESOLVE

Creativity Hive Posted on Fri, June 09, 2017 16:12:49

How to trigger the uncontrolled, creative thinking?
Be tired. Walk. Do simple activities. But first of all engage with passion in collecting and analyzing data.

Creativity is equally magical
and frustrating. Creating something of value requires hard work from two
contrasting thinking states: controlled and uncontrolled.

While you are gathering information,
and thinking of ideas consciously, you are also feeding your unconscious. The
more effort you put, the harder your brains will work. And you want your unconscious
mind to be involved – it processes data 500.000 times faster than your conscious mind.

We have two modes of
thinking:

1. the cognitive mode – creating
focused, controlled thinking
2. the default mode – mind
wandering, (day) dreaming, free association, intuition and sensation

The default mode –
uncontrolled thought is triggered when the cognitive control shuts down or
relaxes. The most obvious example of this is dreams. Most of us do not remember
our dreams, but we can all remember that we have been dreaming.

How
to trigger the uncontrolled, creative thinking?

Be
tired.

Research has shown that a
tired mind is often a more creative mind. It may sound counter-intuitive, but
early birds should try solving problems late at night, while night owls should
attempt to come up with solutions early in the morning.

The best time for “great, new
ideas” is the transitional state between wakefulness and sleep, occurring
before being fully awake and just before you are about to drop off to sleep.

Edison famously tried to tap
into this “Twilight Zone” with metal balls: he would sit upright in a chair and
take a nap while holding a large metal ball in each hand. Once asleep, the
balls would drop out of his hands and startle him awake, and he would
immediately write down what was in his mind at the time.

Do
something simple.

Simple activities that do not
demand much thinking are very good for triggering creative insight, for
instance while doing the dishes, walking, taking a shower,
and driving home from work.

Einstein would work hard on a
problem for a couple of hours and then stop to play the violin. Playing a piece,
he knew well would require little conscious effort allowing his mind to wander
and ideas to arise. By his account, “The theory of relativity occurred to me by intuition, and music is the driving force behind
this intuition.”

While doing simple
activities, your controlled thinking takes its foot off the gas, making room
for your uncontrolled thinking and allowing your mind to wander.

Walk.

Many of history’s great
creatives used to walk while solving challenges, including Beethoven,
Tchaikovsky, Freud, Milton, Dickens and Darwin. Steve Jobs was famous for
holding meetings while he was walking and Mark Zuckerberg is now following in his footsteps.

Dr. Oppezzo and Schwartz, professors at Stanford University, have compared the levels of
creativity in people while walking and sitting. Their research showed that
their creative output increased by 60% when they were walking.

No
creativity without relevant insight and analytic effort

New, creative thoughts and
solutions will not come if you haven’t previously put in the conscious effort
into the subject. But if you have and you are patient, you will be rewarded
with a gift from your unconscious.

As the painter Joan Miró said,

“I work better when I
am not working than when I am.”



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