Nodding Acquaintance with Creativity


Creativity is the set of attitudes, abilities, and mental processes that increase the probability of hitting upon solutions that seem to the well informed both novel and appropriate. Thus, whether the outcome of an effort is going to be creative or not is likely to depend upon the personality and attitudes of the person involved, certain distinctive mental abilities that go beyond just IQ, and certain problem solving processes in which what is called convergent thinking is nicely balanced by what is known as divergent or lateral thinking.

 The essence of what we consider creative is the element of freshness, originality, and novelty that is also appropriate to the context. If a manager gives dictation standing on his head, it could be considered novel, but hardly appropriate. Feeding effeminate men rhino horn may be a novel way of infusing virility but there is no evidence that it works. Meditating for 20 minutes a is also a creative act for the manager, for it is known to raise creative ideas to consciousness. It is difficult to satisfy the two relatively contrary properties, namely, that the act must be novel and must be reasonably appropriate to the context. It is easy to think up novel ideas and it is easy to use solutions that have worked in the past. What is difficult is to find solutions that are novel and also effective.

 My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight

Building Shared Vision


The skills involved in building shared vision include the following:

  1. Encouraging Personal Vision. Shared visions emerge from personal visions. It is not that people only care about their own self-interest. People’s values usually include dimensions that concern family, organization, community, and even the world. Rather, it is that people’s capacity for caring is personal.
  2. Communicating and Asking for Support. Leaders must be willing to continually share their vision, rather than being the official representative of the corporate vision. They also must be prepared to ask, “Is this vision worthy of your commitment?” This can be difficult for a person used to setting goals and presuming compliance.
  3. Visioning as an ongoing process. Building shared vision is a never ending process. At any one point there will be a particular image of the future that is predominant, but that image will evolve. Today, too many managers want to dispense with the “vision business” by going off and writing the Official Vision Statement. Such statements almost always lack the vitality, freshness, and excitement of a genuine vision that comes from people asking, “What do really want to achieve?”
  4. Blending extrinsic and intrinsic visions. Many energizing visions are extrinsic, that is, they focus on achieving something relative to outsider, such as a competitor. But a goal that is limited to defeating an opponent can, once the vision is achieved, easily become a defensive posture. In contrast, intrinsic goals like creating a new type of product, taking an established product to a new level, or setting a new standard for customer satisfaction can call forth a new level of creativity and innovation. Intrinsic and extrinsic visions need to coexist; a vision solely predicated on defeating an adversary will eventually weak an organization.
  5. Distinguishing Positive from negative visions. Many organizations only truly pull together when their survival is threatened. Similarly, most social movements aim at eliminating what people don’t want: for example, anti-drug, anti-smoking movements. Negative visions carry a subtle message of powerlessness: people will only pull together when there is sufficient threat. Negative visions also tend to be sort term. Two fundamental sources of energy can motivate organizations: fear and aspiration. Fear, the energy source behind negative visions, can produce extraordinary changes in short periods, but aspiration endures as a continuing source of learning and growth.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please contact www.asifjmir.com, Line of Sight