Creativity HivePosted by Amela Koluder 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
«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
«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
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
2. forpliktelse: innsats og engasjement er et krav – alle som er med skal gjøre
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!
Creativity HivePosted by Amela Koluder Mon, April 02, 2018 19:43:31
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.”
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!
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.
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,
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.
& JUST DO IT
you feel too comfortable, you should create discomfort – “put a small stone in
your shoe” – as Bosnian proverb recommends.
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!
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
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
future-proof means being ready for whatever might come by stimulating
flexibility and adaptability, fortifying and diversifying your competence.
future-proof means embracing discomfort as blessing. Spending time with those
who inspire you by challenging you, and make you develop.
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!
Creativity HivePosted by Amela Koluder 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
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
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?
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
Don’t fear conflict, face
it – thrive with
good intentions and give feedback
Trust each other – put effort and produce
Show your vulnerabilities- weaknesses, skill deficiencies,
interpersonal shortcomings, mistakes and help each other
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
Creativity HivePosted by Amela Koluder Mon, February 05, 2018 19:15:54
og struktur klarer seg ikke uten hverandre. Kreativitet uten strukturen er kaos
og struktur uten kreativitet er livløs.
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
struktur og kreativitet oppstår det naturlig spenningen, en slags søt musikk
som driver innovasjon.
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
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.
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.
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
team med høy kompetanse og stor grad av frihet er, som regel, mest verdiskapende
Tar kollektivt ansvar
Har en effektiv flyt mellom autonomi og samskaping
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
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.
Creativity HivePosted by Amela Koluder Thu, November 16, 2017 19:13:57
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
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.
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
the end of the industrial revolution, we have seen a progression from a dominant leader style from the
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
· “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
· “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
· “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
“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
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?
Creativity HivePosted by Amela Koluder 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
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.
to trigger the uncontrolled, creative thinking?
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.
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
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.
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.
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.”
Creativity HivePosted by Amela Koluder Wed, March 29, 2017 15:21:20
Do you want to be
more creative, engaged and boost your energy?
Be yourself and break rules!
our lives and careers, we are taught to conform — to the status quo, to the opinions
and behaviors of majority, and to information that supports our views. After a
while, conformity has been so hammered into us that we stop to question the
especially the big ones, have been focused on designing efficient processes and
getting employees to follow them.
days, the conformity is bigger challenge than efficiency. Lack of “questioning
and disruptive behavior” hurts the business.
most innovative companies promote “constructive
behavior that deviates from organizational
norms, others’ actions, or common expectations, to the benefit of the
There are three main
reasons why we fall in conformity: social pressure to fit in, acceptance of status
quo and interpretation of information in a self-serving manner.
What is the danger?
majority sticks with the status quo, it can lead to boredom., which fuels
complacency and stagnation. The
result is people who feel they can’t be themselves on the job, are bored, and
don’t consider others’ points of view. Big
companies like BlackBerry or Polaroid, not to mention Kodak once had winning
formulas. Overly comfortable with the status quo, they fell back on tradition
and avoided the type of nonconformist behavior that could have secured their
addition, we tend to prioritize information that supports our existing beliefs
and to ignore information that challenges them. We also tend to view unexpected
or unpleasant information as a threat and to avoid to face it — a phenomenon
psychologists call motivated skepticism.
promotes innovation, improves performance, and enhances authority. For example, research at
the Columbia Business School and Harvard, showed that observers judge a keynote speaker
who wears red sneakers, a CEO who makes the rounds of Wall Street in a hoodie
and jeans, and a presenter who creates her own PowerPoint template rather than
using her company’s as having higher status than counterparts who conform to
Going against the
crowd gives us confidence in our actions, which makes us feel unique and
engaged and translates to higher performance and greater creativity.
THE CAPTAIN AND THE
PIRATE IN ONE
How to encourage
and promote constructive nonconformity?
makes you feel authentic? What is your mission?
b. In collaboration
focus on what job needs to be done rather than how to do it
others solve problems on their own
2. BRING OUT YOUR SIGNATURE
3. QUESTION THE STATUS QUO
“Why?” and “What if?”
b. Nobody is
c. Urge for
excellence not basics
4. CREATE CHALLENGING
b. Try new
ways of doing “old” tasks
c. What is
your personal agenda for learning and growth?
d. Give others
responsibility and accountability
5. FOSTER BROADER PERSPECTIVES
problems from multiple angles
b. Use simple
language and reduces self-serving bias
c. Engage people
with diverse perspectives
6. CREATE “CONFLICT” OF OPINIONS
Look for disconfirming
different opinions by default
c. Be courageous in opposition
source: FOSTERING REBEL TALENT AT WORK, by FRANCESCA GINO
Creativity HivePosted by Amela Koluder Wed, December 21, 2016 16:45:08
In which direction is the bus pictured below traveling, left or right?If you do not know the answer, scroll down
you ever experienced how difficult is to concentrate and specially have new,
fresh thought if your stomach is very full? New research shows that you will
feel better and preforme more effectivly if you keep 20% of your stomach empty at
all times. Why is that?
of all, it takes a lot of willpower to keep your stomach 20% empty at all
times. It takes even more willpower to eat slowly, consciously, paying
attention to each smell, each taste, each texture sliding down your tongue and
throat. But when your brain (it is your brain, not your body – your stomach
hates to be so full and work very, very hard to digest), learns to enjoy the
emptiness and the silence, it starts to explore new things. It is where
creativity emerges - where there is empty space for the unexpected.
it doesn’t just apply to eating. It applies to the way we work, live and
the empty space can be very uncomfortable, because we do not know what the
future holds. That makes us awake and aware. It sharpens our instincts and
forces us to trust our intuition. In empty space lies potential. All that is
not, can be.
In a study published in the journal Science,
researchers placed participants in a room by themselves for six to 15 minutes
with nothing to do but think. Many of the people from the study found the
experience so "unpleasant" that they would choose electric shocks the
next time around rather than experience the boredom all over again.
being bored is torturous for some, various studies have found that boredom
fuels creativity because it allows our minds to wander. In another study,
psychologists at the University of Central Lancashire had participants from one
group copy numbers out of a telephone book for 15 minutes while participants
from another group were assigned a more creative task. Next, when both groups
were asked to come up with different uses for a polystyrene cup, the group that
copied numbers from the telephone book came up with the most uses.
applies this principle in their 80-20 rule. Keeping your employees 20% empty at
all times gives them the space to create something unexpected. If you keep them
busy constantly, they won’t have the time or space to be bored, be relaxed, be
open to a simple human discovery.
Being bored is uncomfortable and even scary.
What would happend if we left a little empty space in our daily lives?
it worth a tiny bit of discomfort to discover the unknown? In a world that
increasingly values creativity and innovative thinking, reducing what you
consume to increase what you produce can only be a worthy endeavor.
Creativity emerges out of a quiet emptiness and the discomfort you might be experiencing is actually fueling your creativity.
what’s stopping you from finding out? You can start today, no matter who or
where you are. Just keep 20% of your stomach empty at all times. Who knows what
potential your creativity has?!
which direction is the bus traveling, left or right?
Look carefully at the picture. The only possible answers are “left” or “right.
Think about it and don’t get frustrated of how the bus
This is the visual logic test for the pre-schoolers. Their answer is:“to the left.”
When asked:“Why do you think the bus is traveling in
the left direction?",they answer: “Because you can’t see the door."
Amela Koluder / OSLO