Change Implementation Techniques for Forming Transitional Team, Creating Alignment, Maximizing Connectedness and Creativity

Whole-Brain Creativity Technique

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"...The brain is specialised ‐ not just physically, but mentally as well. Its specialised nodes can be organised into four separate and distinct quadrants ‐ each with its own language, perceptions, values, gifts and ways of knowing and being. We are all unique composites of differing modes according to our particular mix of mental preferences and avoidances..."

Ned Herrmann as quoted by David Tanner, 1997

organisational development change management

The use of the whole brain when approaching any challenge is desirable. On the other hand, generally, right-handed people tend to have a dominant left hemisphere (rational-self and safety keeping-self) and the reverse is true of left-handers, ie dominant right hemisphere (experimental-self and feeling-self)

As the brain is a self-organising unit, it is not designed to be creative; it is designed to cope and survive. Thus the need to find ways to exploit, manipulate and outwit the marvellous but rigid mechanism of the human mind.

Furthermore, the mind has a tendency to make judgments before the perceptions of a situation is complete. Feelings and emotions tend to make our decisions and judgments for us. Acting on our perceptions (logic-bubbles) before thinking has been thoroughly conducted, encourages stereotyping or pigeon-holing, cliches, prejudices, standard opinions - and, inevitably, conflict.

People must allow themselves thinking time before their feelings and emotions make judgments and decisions for them, otherwise the creative process is stifled.

Previously, to encourage growth, the emphasis was on science and technology but

"...focusing on science and technology is fighting the last war..the very basis of value creation is shifting from the disciplines of logic and linear thinking to the intuitive, nonlinear processes of creativity and imagination. Tech advances will cease to confer much competitive advantage as they circle the world almost instantly..."

Geoffrey Colvin, 2006b

An example of this is the iPod: its success was based on imagination and technology. The MP3 players had been around for awhile. Apple's achievement was to create an appealing design and extraordinary software that yielded a superior, intuitive interface plus incorporate business innovation of the iTunes online music store that dominates the market of MP3 players and online-music. It is

"...all based on existing technology plus a lot of ingenious creativity..."

Geoffrey Colvin, 2006b

Furthermore,

"...demand for new thinking is underway: the stars of the information age - rational, analytical and logical, the classic left brain thinkers - will be in less demand than those who can think conceptually, by using the right brain as well......they are concerned with autonomy, mastery and purpose......give them autonomy and allow them to move towards mastery and a context and a better framework......purpose is becoming a very important thing for business. At Google they let people spend 20 percent of their time on what they want. They get 50 percent of the new projects from that. 3M does this too. It's right to do inside an organisation at the high end of the talent market. People go there to do that because they want freedom and not bureaucracy..."

Dan Pink as quoted by Catherine Fox, 2007i

(sources: David Tanner, 1997; Piers Dudgeon, 2001; Robert Winton, 2003; Geoffrey Colvin, 2006b; Catherine Fox, 2007i)

 

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