Posts Tagged ‘creative thinking books’

Combine What Exists Into Something That Has Never Existed Before

combine

In his book Scientific Genius, psychologist Dean Keith Simonton of the University of California at Davis suggests that geniuses are geniuses because they form more novel combinations than the merely talented. He suggests that, in a loose sense, genius and chance are syn­onymous. His theory has etymology behind it: cogito—”I think”—originally connoted “shake together”; intelligo, the root of intelligence, means to “select among.” This is a clear, early intuition about the utility of permitting ideas and thoughts to randomly combine with each other and the utility of selecting from the many the few to retain.

Because geniuses are willing to entertain novel combinations, they are able to discard accepted ideas of what is possible and imagine what is actually possible. In 1448 Johannes Gutenberg combined the mecha­nisms for pressing wine and punching coins to produce movable type, which made printing practical. His method of producing movable type endured almost unchanged for five centuries. The laws of heredity on which the modern science of genetics is based are the result of the work of Gregor Mendel, who combined mathematics and biology to create this new science. Thomas Edison’s invention of a practical system of lighting involved combining wiring in parallel circuits with high-resis­tance filaments in his bulbs, two things that were not considered possi­ble.

Imagine, for a moment, that thought is water. When you are born, your mind is like a glass of water. Your thinking is inclusive, clear, and fluid. All thoughts intermingle and combine with each other and make all kinds of connections and associations. This is why children are spontaneously creative.

ICE CUBES

In school you are taught to define, label, and segregate what you learn into separate categories. The various categories are kept separate and not allowed to touch each other, much like ice cubes in a tray. Once something is learned and categorized, your thoughts about it become frozen. For example, once you learn what a can opener is, whenever someone mentions “can opener” you know exactly what it is.

You are taught, when confronted with a problem, to examine the ice cube tray and select the appropriate cube. Then you take the cube and put it in a glass, where your thinking heats and melts it. For example, if the problem is to “improve the can opener,” the glass will contain all you have learned about can openers, and nothing more. You are thinking exclusively, which is to say you are thinking only about what you have learned about the can opener. No matter how many times the water is stirred, you end up creating, at best, a marginal improvement.

Now if you take another cube (e.g., vegetables) and put it in the same glass with the can-opener cube, your thinking will heat and melt both together into one fluid. Now when you stir the water, more associations and connections are made and the creative possibilities become immensely greater. The vegetable cube, once blended with the can opener cube, might inspire you to think of how vegetables open in nature. For example, when pea pods ripen, a seam weakens and opens, freeing the peas. This might inspire you to come up with novel ideas. You could, for example, manufacture cans with a weak seam that can be pulled to open the can. You cannot get this kind of novel idea using your conventional way of thinking.

What happens when you think simultaneously, in the same mental space, about a showerhead and a telescope orbiting the earth? When the Hubble telescope was first launched into space, scientists were unable to focus it. It could be salvaged only by refocusing it using small, coin-shaped mirrors.

The problem was how to deliver and insert the mirrors precisely into the right location. The right location was in a light bundle behind the main mirror. The NASA experts who worked on the problem were not able to solve it, and the multi-million dollar Hubble seemed doomed.

NASA engineer James Crocker was attending a seminar in Germany when he found out about the problem. He worked on it all day. Tired, he stepped into the shower in his hotel room. The European-style shower included a shower-head on an arrangement of adjustable rods. While manipulating the shower-head, Crocker suddenly realized that similar articulated arms bearing coin-shaped mirrors could be-extended into the light bundle from within a replacement axial instrument by remote control. Blending the Hubble telescope and the shower-head in the same mental space simultaneously created this remarkable solution.

Crocker was startled by his sudden realization of the solution that was immensely comprehensive and at the same time immensely detailed. As Crocker later said “I could see the Hubble’s mirrors on the shower head.” Crocker solved it by thinking unconventionally by forcing connections between two remotely different subjects.

Look at the following illustration A of the rectangle and circle. Both are separate entities. Now look at the extraordinary effect they have when blended together in illustration B. We now have something mysterious, and it seems to move. You can get this effect only by blending the two dissimilar objects in the same space.

 SQUARE.AND.CIRCLE

Combining a rectangle with the circle changed our perception of the two figures into something extraordinary. In the same way, combining information in novel ways increases your perceptual possibilities to create something original.

Creativity in all domains, including science, technology, medicine, the arts, and day-to-day living, emerges from the basic mental operation of conceptually blending dissimilar subjects. When analyzed, creative ideas are always new combinations of old ideas. A poet does not generally make up new words but, instead, puts together old words in a new way. The French poet Paul Valery is quoted by Jacques Hadamard in Jacque Hadamard: a universal mathematician by T.O. Shaposhnikova as saying “It takes two to invent anything. The one makes up combinations; the other chooses, recognizes what he wishes and what is important to him in the mass of things which the former has imparted to him.” Valery related that when he writes poetry he used two thinking strategies to invent something new in writing poetry. With one strategy, he would make up combinations; and with the other he would choose what is important.

Think for a moment about a pinecone. What relationship does a pinecone have with the processes of reading and writing? In France, in 1818, a nine-year-old boy accidentally blinded himself with a hole puncher while helping his father make horse harnesses. A few years later the boy was sitting in the yard thinking about his inability to read and write when a friend handed him a pinecone. He ran his fingers over the cone and noted the tiny differences between the scales. He conceptually blended the feel of different pinecone scales with reading and writing, and realized he could create an alphabet of raised dots on paper so the blind could feel and read what was written with it. In this way Louis Braille opened up a whole new world for the blind. Braille made a creative connection between a pinecone and reading. When you make a connection between two unrelated subjects, your imagination will leap to fill the gaps and form a whole in order to make sense of it.

Just as conceptual blending allows information to intermingle in the mind of the individual, when people swap thoughts with others from different fields it creates new, exciting thinking patterns for both. As Brian Arthur argues in his book The Nature of Technology, nearly all technologies result from combinations of other technologies, and new ideas often come from people from different fields combining their thoughts and things. One example is the camera pill, invented after a conversation between a gastroenterologist and a guided missile designer.

Suppose you are watching a mime impersonating a man taking his dog out for a walk. The mime’s arm is outstretched as though holding the dog’s leash. As the mime’s arm is jerked back and forth, you “see” the dog straining at the leash to sniff this or that. The dog and the leash become the most real part of the scene, even though there is no dog or leash. In the same way, when you make connections between your subject and something that is totally unrelated, your imagination fills in the gaps to create new ideas. It is this willingness to use your imagination to fill in the gaps that produces the unpredictable idea. This is why Einstein claimed that imagination is more important than knowledge.

Michael Michalko is a highly acclaimed expert on creative thinking and conducts seminars and think tanks worldwide. He has published several books which contain creative thinking techniques and are available at Amazon, Barnes&Noble, and major bookstores worldwide. http://www.creativethinking.net

How to Get Ideas while Dozing

ideas

In the history of art, most people could easily argue that Salvador Dalí is the father of surrealistic art. Surrealism is the art of writing or painting unreal or unpredictable works of art using the images or words from an imaginary world. Dali’s art is the definition of surrealism. Throughout his art he clearly elaborates on juxtaposition (putting similar images near each other), the disposition (changing the shape of an object), and morphing of objects, ranging from melted objects dripping, to crutches holding distorted figures, to women with a heads of bouquets of flowers.

Dali was intrigued with the images which occur at the boundary between sleeping and waking. They can occur when people are falling asleep, or when they are starting to wake up, and they tend to be extremely vivid, colorful and bizarre. His favorite technique is that he would put a tin plate on the floor and then sit by a chair beside it, holding a spoon over the plate. He would then totally relax his body; sometimes he would begin to fall asleep. The moment that he began to doze the spoon would slip from his fingers and clang on the plate, immediately waking him to capture the surreal images.

The extraordinary images seem to appear from nowhere, but there is a logic. The unconscious is a living, moving stream of energy from which thoughts gradually rise to the conscious level and take on a definite form. Your unconscious is like a hydrant in the yard while your consciousness is like a faucet upstairs in the house. Once you know how to turn on the hydrant, a constant supply of images can flow freely from the faucet. These forms give rise to new thoughts as you interpret the strange conjunctions and chance combinations.

Surrealism is the stressing of subconscious or irrational significance of imagery, or in more simplistic terms, the use of dreamlike imagery. Dalí’s absurd imagination has him painting pictures of figures no person would even dream of creating.  Following is a blueprint Dali’s technique.

BLUEPRINT

  • Think about your challenge. Consider your progress, your obstacles, your alternatives, and so on. Then push it away and relax.
  • Totally relax your body. Sit on a chair. Hold a spoon loosely in one of your hands over a plate. Try to achieve the deepest muscle relaxation you can. •
  • Quiet your mind. Do not think of what went on during the day or your challenges and problems. Clear your mind of chatter.
  • Quiet your eyes. You cannot look for these images. Be passive. You need to achieve a total absence of any kind of voluntary attention. Become helpless and involuntary and directionless. You can enter the hypnogogic state this way, and, should you begin to fall asleep, you will drop the spoon and awaken in time to capture the images.
  • Record your experiences immediately after they occur. The images will be mixed and unexpected and will recede rapidly. They could be patterns, clouds of colors, or objects.
  • Look for the associative link. Write down the first things that occur to you after your experience. Look for links and connections to your challenge. Ask questions such as:

What puzzles me?

Is there any relationship to the challenge?

Any new insights? Messages?

What’s out of place?

What disturbs me?

What do the images remind me of?

What are the similarities?

What analogies can I make?

What associations can I make?

How do the images represent the solution to the problem?

A restaurant owner used this technique to inspire new promotion ideas. When the noise awakened him, he kept seeing giant neon images of different foods: neon ice cream, neon pickles, neon chips, neon coffee, and so on. The associative link he saw between the various foods and his challenge was to somehow to use the food itself as a promotion.

The idea: He offers various free food items according to the day of week, the time of day, and the season. For instance, he might offer free pickles on Monday, free ice cream between 2 and 4 P.M. on Tuesdays, free coffee on Wednesday nights, free sweet rolls on Friday mornings, free salads between 6 and 8 P.M. on Saturdays and so on. He advertises the free food items with neon signs, but you never know what food items are being offered free until you go into the restaurant. The sheer variety of free items and the intriguing way in which they are offered has made his restaurant a popular place to eat.

Another promotion he created as a result of seeing images of different foods is a frequent-eater program. Anyone who hosts five meals in a calendar month gets $30 worth of free meals. The minimum bill is $20 but he says the average is $30 a head. These two promotions have made him a success.

The images you summon up with this technique have an individual structure that may indicate an underlying idea or theme. Your unconscious mind is trying to communicate something specific to you, though it may not be immediately comprehensible. The images can be used as armatures on which to hang new relationships and associations.

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To discover more creative-thinking techniques read CRACKING CREATIVITY (THE SECRETS OF CREATIVE GENIUS) by Michael Michalko http://www.amazon.com/Cracking-Creativity-Secrets-Creative-Genius/dp/1580083110/ref=pd_sim_b_2?ie=UTF8&refRID=16NCRBEMHRCEQ1RAZG5V

 

What the CIA Discovered about Smiling

Mona LisaOur attitudes influence our behavior. But it’s also true that our behavior can influence our attitudes. The Greek philosopher Diogenes was once noticed begging a statue. His friends were puzzled and alarmed at this behavior. Asked the reason for this pointless behavior, Diogenes replied, “I am practicing the art of being rejected.” By pretending to be rejected continually by the statue, Diogenes was learning to understand the mind of a beggar. Every time we pretend to have an attitude and go through the motions, we trigger the emotions we pretend to have and strengthen the attitude we wish to cultivate. 

You become what you pretend to be. The surrealist artist Salvador Dalí was pathologically shy as a child. He hid in closets and avoided all human contact, until his uncle counseled him on how to overcome this shyness. He advised Dalí to be an actor and to pretend he played the part of an extrovert. At first Dalí was full of doubts. But when he adopted the pose of an extrovert, his brain soon adapted itself to the role he was playing. Dalí’s pretense changed his psychology. 

Think for a moment about social occasions — visits, dates, dinners out with friends, birthday parties, weddings, and other gatherings. Even when we’re unhappy or depressed, these occasions force us to act as if we are happy. Observing others’ faces, postures, and voices, we unconsciously mimic their reactions. We synchronize our movements, postures, and tones of voice with theirs. Then, by mimicking happy people, we become happy. 

CIA researchers have long been interested in developing techniques to help them study the facial expressions of suspects. Two such researchers began simulating facial expressions of anger and distress all day, each day for weeks. One of them admitted feeling terrible after a session of making those faces. Then the other realized that he too felt poorly, so they began to keep track. They began monitoring their bodies while simulating facial expressions. Their findings were remarkable. They discovered that a facial expression alone is sufficient to create marked changes in the nervous system. 

In one exercise they raised their inner eyebrows, raised their cheeks, and lowered the corner of their lips and held this facial expression for a few minutes. They were stunned to discover that this simple facial expression generated feelings of sadness and anguish within them. The researchers then decided to monitor the heart rates and body temperatures of two groups of people. One group was asked to remember and relive their most sorrowful experiences. The other group in another room was simply asked to produce a series of facial expressions expressing sadness. Remarkably, the second group, the people who were pretending, showed the same physiological responses as the first. Try the following thought experiment. 

THOUGHT EXPERIMENT

  • Lower your eyebrows.
  • Raise your upper eyelids.
  • Narrow your eyelids.
  • Press your lips together. 

Hold this expression and you will generate anger. Your heartbeat will go up ten or twelve beats per minute. Your hands will get hot, and you feel very unpleasant. 

The next time you’re feeling depressed and want to feel happy and positive, try this: put a pen between your teeth, in far enough so that it stretches the edges of your mouth out to the left and right without feeling uncomfortable. Hold it there for five minutes or so. You’ll find yourself inexplicably in a happy mood. You will amaze yourself at fast your facial expressions can change your emotions. 

In a further experiment, the CIA researchers had one group of subjects listen to recordings of top comedians and look at a series of cartoons. At the same time, each person held a pen pressed between his or her lips — an action that makes it impossible to smile. Individ­uals in another group each held a pen between his or her teeth, which had the opposite effect and made them smile. 

The people with the pens between their teeth rated the comedians and cartoons as much funnier than the other group did. What’s more, the people in neither group knew they were making expressions of emotion. Amazingly, an expression you do not even know you have can create an emotion that you did not deliberately choose to feel. Emotion doesn’t just go from the inside out. It goes from the outside in. 

HOW TO CREATE YOUR OWN MOOD 

Psychologist Theodore Velten created a mood induction procedure in 1969 that psychologists have used for over forty years to induce a posi­tive mind-set, especially in psychology experiments. It’s a simple approach that involves reading, reflecting on, and trying to feel the effects of some fifty-eight positive affirmations as they wash over you. The statements start out being fairly neutral and then become progressively more positive. They are specifically designed to produce a euphoric state of mind. 

Velten’s Instructions: Read each of the following statements to yourself. As you look at each one, focus your observation only on that one. You should not spend too much time on any one statement. To experience the mood suggested in the statement, you must be willing to accept and respond to the idea. Allow the emotion in the statement to act upon you. Then try to produce the feeling suggested by each statement. Visualize a scene in which you experienced such a feeling. Imagine reliving the scene. The entire exercise should take about ten minutes. 

VELTEN MOOD INDUCTION STATEMENTS 

  1. Today is neither better nor worse than any other day.
  2. I do feel pretty good today, though.
  3. I feel lighthearted.
  4. This might turn out to have been one of my good days.
  5. If your attitude is good, then things are good, and my attitude is good.
  6. I feel cheerful and lively.
  7. I’ve certainly got energy and self-confidence to share.
  8. On the whole, I have very little difficulty in thinking clearly.
  9. My friends and family are pretty proud of me most of the time.
  10. I’m in a good position to make a success of things.
  11. For the rest of the day, I bet things will go really well.
  12. I’m pleased that most people are so friendly to me.
  13. My judgments about most things are sound.
  14. The more I get into things, the easier they become for me.
  15. I’m full of energy and ambition — I feel like I could go a long time without sleep.
  16. This is one of those days when I can get things done with practically no effort at all.
  17. My judgment is keen and precise today. Just let someone try to put something over on me.
  18. When I want to, I can make friends extremely easily.
  19. If I set my mind to it, I can make things turn out fine.
  20. I feel enthusiastic and confident now.
  21. There should be opportunity for a lot of good times coming along.
  22. My favorite songs keep going through my mind.
  23. Some of my friends are so lively and optimistic.
  24. I feel talkative — I feel like talking to almost anybody.
  25. I’m full of energy, and am really getting to like the things I’m doing.
  26. I feel like bursting with laughter — I wish somebody would tell a joke and give me an excuse.
  27. I feel an exhilarating animation in all I do.
  28. My memory is in rare form today.
  29. I’m able to do things accurately and efficiently.
  30. I know good and well that I can achieve the goals I set.
  31. Now that it occurs to me, most of the things that have depressed me wouldn’t have if I’d just had the right attitude.
  32. I have a sense of power and vigor.
  33. I feel so vivacious and efficient today — sitting on top of the world.
  34. It would really take something to stop me now.
  35. In the long run, it’s obvious that things have gotten better and better during my life.
  36. I know in the future I won’t overemphasize so-called “problems.”
  37. I’m optimistic that I can get along very well with most of the people I meet.
  38. I’m too absorbed in things to have time for worry.
  39. I’m feeling amazingly good today.
  40. I am particularly inventive and resourceful in this mood.
  41. I feel superb! I think I can work to the best of my ability.
  42. Things look good. Things look great!
  43. I feel that many of my friendships will stick with me in the future.
  44. I feel highly perceptive and refreshed.
  45. I can find the good in almost everything.
  46. In a buoyant mood like this one, I can work fast and do it right the first time.
  47. I can concentrate hard on anything I do.
  48. My thinking is clear and rapid.
  49. Life is so much fun; it seems to offer so many sources of fulfillment.
  50. Things will be better and better today.
  51. I can make decisions rapidly and correctly, and I can defend them against criticisms easily.
  52. I feel industrious as heck — I want something to do!
  53. Life is firmly in my control.
  54. I wish somebody would play some good, loud music!
  55. This is great — I really do feel good. I am elated about things!
  56. I’m really feeling sharp now.
  57. This is just one of those days when I’m ready to go!
  58. Wow, I feel great! 

You’ll find yourself feeling good about yourself and thinking harmonious thoughts. When you are in a good mood, you find your body exhibiting it in your behavior. You’ll smile, and you’ll walk briskly. 

MONA LISA’S SMILE 

Leonardo da Vinci once observed that it’s no mystery why it is fun to be around happy people and depressing to be around depressed people. He also observed a melancholy atmosphere in many portraits. He attributed that to the solitariness of artists and their environment. According to Giorgio Vasari, Leonardo, while painting the Mona Lisa, employed singers, musicians, and jesters to chase away his melancholy as he painted. As a result, he painted a smile so pleasing that it seems divine and as alive as the original. 

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To discover the creative thinking techniques creative geniuses have used throughout history in the arts, sciences and business read CRACKING CREATIVITY by Michael Michalko. http://www.amazon.com/Cracking-Creativity-Secrets-Creative-Genius/dp/1580083110/ref=pd_sim_b_2?ie=UTF8&refRID=16NCRBEMHRCEQ1RAZG5VCRACKING CREATIVITY.2

 

 

 

 

Creative Geniuses Are Geniuses Because They Know How To Form Novel Combinations Between Dissimilar Subjects

woman.flower

Creative geniuses do not get their breakthrough ideas because they are more intelligent, better educated, or more experienced, or because creativity is genetically determined. Psychologist Dr. Dean Keith Simonton of the University of California researches a diversity of topics having to do with genius and creativity. One of his major conclusions is that geniuses are geniuses because they form more novel combinations than the merely talented. Creative thinkers form more novel combinations because they routinely conceptually blend objects, concepts, and ideas from two different contexts or categories that logical thinkers conventionally consider separate.

It is the conceptual blending of dissimilar concepts that leads to original ideas and insights.
In nature, a rich mixture of any two forces will produce patterns. For example, pour water on a flat, polished surface. The water will spread out in a unique pattern of drops. The pattern is created by two forces: gravity and surface tension. Gravity spreads the water, and surface tension causes the water molecules to join together in drops. It is the combination of the two different forces that creates the unique, complex pattern of drops.

Similarly, when two dissimilar or two totally unrelated subjects are conceptually blended together in the imagination, new complex patterns are formed that create new ideas. The two subjects cross-catalyze each other like two chemicals that both must be present in order for a new concept, product, or idea to form. This strongly resembles the creative process of genetic recombination in nature. Chromosomes exchange genes to create emergent new beings. Think of elements and patterns of ideas as genes that combine and recombine to create new patterns that lead to new ideas.

Educators could better help students understand the nature of creative thinking by offering examples of how creative thinkers actually created their ideas. Take, for example, Jake Ritty’s invention of the simple cash register we all take for granted. Jake Ritty’s invention is an example of combining two elements from two totally unrelated fields into an insightful solution. In 1879, Jake, a restaurant owner, was traveling by ship to Europe. During the voyage, the passengers took a tour of the ship. In the engine room, Jake was captivated by the machine that recorded the number of times the ship’s propeller rotated. What he saw in this machine was the idea of “a machine that counts.”

Ritty was thinking inclusively. His goal was to make his work as a restaurant owner easier and more profitable. Looking at his world, he examined it for patterns and for analogies to what he already knew. When he saw in the engine room the machine that counted the number of times a ship’s propeller rotated, he asked, “How would the process of mechanically counting something make my restaurant more profitable?” A mental spark jumped from his thinking about the ship to his thinking about his restaurant business when he conceptually combined a machine that counts propeller rotations with counting money.

He was so excited by his insight that he caught the next ship home to work on his invention. Back in Ohio, using the same principles that went into the design of the ship’s machine, he made a machine that could add items and record the amounts. This hand-operated machine, which he started using in his restaurant, was the first cash register. Understanding how Jake got his idea is understanding the process of creative thinking.

To say that the lawn mower was invented in the cloth-making industry may sound absurd, but that is precisely where it was invented. Edwin Budding worked in a cloth factory in England in the early part of the nineteenth century. During those days, the surface of the cloth produced by the factory was fuzzy and had to be trimmed smooth. This was done by a machine with revolving blades fixed between rollers.

Budding loved the outdoors and maintained a lawn on his property. What he found tiresome was trimming the grass, which had to be done with a long, heavy handheld tool called a scythe. Making a analogical connection between trimming the cloth and trimming the lawn, he built a machine with long blades and two wheels. He also attached a shaft to this machine so that one could push it without bending down. And so, in 1831, the first lawn mower was built.

Mixing ideas from unrelated domains energizes your imagination and lets you think of possibilities you would otherwise ignore. How are industrial management techniques related to heart by-pass surgery? Heart surgeons in Maine, New Hampshire, and Vermont reduced the death rate among their heart bypass patients by one-fourth by incorporating the business management techniques of W. Edwards Deming, a leading industrial consultant. His techniques emphasized teamwork and cooperation over competition. Doctors usually function as individual craftspeople without sharing information. Following Deming’s industrial model, they began to operate as teams, visiting and observing each other and sharing information about how they practiced.

Combining the patterns of two dissimilar concepts in your imagination transcends logical thinking and makes the creation of novel combinations possible. This is creative thinking.

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Read Michael Michalko’s Creative Thinkering: Putting Your Imagination to Work to learn more about how creative geniuses get their ideas.http://www.amazon.com/Creative-Thinkering-Putting-Your-Imagination/dp/160868024X/ref=pd_sim_b_3?ie=UTF8&refRID=0AZ4HDTTG40XHBRPX22Q

Are You Following the Calf’s Trail Imbedded in Your Mind?

Newborn Hereford Calf

One day thru the primeval wood
A calf walked home, as good calves should;
But made a trail, all bent askew,
A crooked trail, as all calves do.
Since then 300 years have fled,
And I infer the calf is dead.
But still, he left behind his trail
And thereby hangs my mortal tale.

The trail was taken up next day
By a lone dog that passed that way.
And then, a wise bellwether sheep
Pursued the trail, o’er vale and steep,
And drew the flocks behind him too
As good bellwethers always do.
And from that day, o’er hill and glade
Thru those old woods, a path was made.

And many men would in and out
And dodged, and turned, and bent about,
And uttered words of righteous wrath
Because ‘twas such a crooked path
But still they followed; do not laugh
The first migrations of the calf.
And thru the winding woods they stalked
Because he wobbled when he walked.

This forest path became a lane
That bent, and turned, and turned again.
This crooked lane became a road
Where many a poor horse with his load
Toiled beneath the burning sun
And traveled some three miles in one.
And thus a century and a half
They trod the footsteps of that calf.

The years passed on in swiftness fleet,
The road became a village street.
And thus, before men were aware,
A city’s crowded thoroughfare.
And soon the central street was this
Of a renown metropolis.
And men, two centuries and a half
Trod the footsteps of that calf.

Each day a 100 thousand route
Followed the zigzag calf about.
And o’er his crooked journey went
The traffic of a continent.
A 100 thousand men were led
By one calf, near three centuries dead.
They followed still his crooked way
And lost 100 years per day.
For thus such reverence is lent
To well established precedent.

A moral lesson this might teach
Were I ordained, and called to preach.
For men are proud to go it blind
Along the calf paths of the mind,
And work away from sun to sun
To do what other men have done.
They follow in the beaten track,
And out, and in, and forth, and back,
And still their devious course pursue
To keep the paths that others do.

They keep the paths a sacred groove
Along which all their lives they move.
But now the wise old wood gods laugh
Who saw that first primeval calf.
Ah, many things this tale might teach,
But I am not ordained to preach.

http://www.creativethinking.net

DISCOVER WHAT YOUR MINDSET IS

Q factor.1

First, please take a few moments to complete the following experiment before you read this article. Using the first finger of your dominant hand, please trace the capital letter “Q” on your forehead. There are only two ways of doing this experiment. You can trace the letter “Q” on your forehead with the tail of Q toward your right eye or you draw it with the tail toward your left eye.Some people draw the letter 0 in such a way that they themselves can read it; that is, they place the tail of the Q on the right-hand side of the forehead. Others draw the letter in a way that can be read by someone facing them, with the tail of the 0 on the left side of the forehead.

What an odd thing to ask someone to do. This is an exercise that was popularized by University of Hertfordshire psychologist Richard Wiseman who concentrates on discovering big truths in small things. For instance, Wiseman explains that the Q test is a quick measure of “self-monitoring” which is a theory that deals with the phenomena of expressive controls. Human beings generally differ in substantial ways in their abilities and desires to engage in expressive controls.

Fixed mindset. People who draw the letter Q with the tail slanting toward their left so that someone facing them can read it tend to focus outwardly. Wiseman describes them as high self monitors. Their primary concern is “looking good” and “looking smart.”They are concerned with how other people see them, are highly responsive to social cues and their situational context. Psychologist Carol Dweck describes such people as having a “fixed” mindset. Some of the characteristics of people with a fixed mindset are:

• They have a fixed mindset about their abilities and the abilities of others. E.g., all talent is innate and static. You are either born intelligent or you are not. They do not believe people can change and grow.
• They enjoy being the center of attention and adapt their actions to suit the situation. Ability is something inherent that needs to be demonstrated.
• They are also skilled at manipulating the way others see them, which makes them good at deception and lying.
• They offer external attributions for failures. They are never personally responsible for mistakes or failures. To them, admitting you failed is tantamount to admitting you’re worthless.
• They are performance oriented and will only perform tasks that they are good at. For them, each task is a challenge to their self-image, and each setback becomes a personal threat. So they pursue only activities at which they’re sure to shine—and avoid the sorts of experiences necessary to grow and flourish in any endeavor.
• From a fixed mindset perspective, if you have to work hard at something, or you learn it slowly, you aren’t good at it, and are not very smart. Performance is paramount. They want to look smart even if it means not learning a thing in the process.

Growth mindset. People who draw the letter Q with the tail slanting toward the right so they can read it tend to focus inwardly. In contrast, low self-monitors come across as being the “same person” in different situations. Their behavior is guided more by their inner feelings and values, and they are less aware of their impact on those around them. They also tend to lie less in life, and so not be so skilled at deceit.”Carol Dweck would describe such people as having a “growth” mindset.

Q factor.2

Among the characteristics of people with a growth mindset are:
• They tend to exhibit expressive controls congruent with their own internal states; i.e. beliefs, attitudes, and dispositions regardless of social circumstance.
• They are often less observant of social context and consider expressing a self-presentation dissimilar from their internal states as a falsehood and undesirable.
• They are generally oblivious to how others see them and hence march to their own different drum.
• They believe the brain is dynamic and develops over time by taking advantage of learning opportunities and overcoming adversity.
• They offer internal attributions to explain things by assigning causality to factors within the person. An internal explanation claims that the person was directly responsible for the event.
• They take necessary risks and don’t worry about failure because each mistake becomes a chance to learn.
• The growth mindset is associated with greater confidence, risk-taking, and higher academic and career success over time. Ability can be developed.
• High achievement comes from hard work, dedication and persistence to meet a goal.
“If you want to demonstrate something over and over, it feels like something static that lives inside of you—whereas if you want to increase your ability, it feels dynamic and malleable,” Carol Dweck explains. People with fixed mindsets think intelligence is fixed from birth. People with learning goals have a growth mind-set about intelligence, believing it can be developed.

In one notable experiment, Dweck gave a class of preadolescent students a test filled with challenging problems. After they were finished, one group was praised for its effort and another group was praised for its intelligence. Those praised for their intelligence were reluctant to tackle difficult tasks, and their performance on subsequent tests soon began to suffer.

Then Dweck asked the children to write a letter to students at another school, describing their experience in the study. She discovered something remarkable: 40 percent of those students who were praised for their intelligence lied about how they had scored on the test, adjusting their grade upward. They weren’t naturally deceptive people, and they weren’t any less intelligent or self-confident than anyone else. They simply did what people do when they are immersed in an environment that celebrates them solely for their innate “talent.” They begin to define themselves by that description, and when times get tough and that self-image is threatened, they have difficulty with the consequences. Politicians and businesspeople with fixed mindsets will not stand up to investors and the public and admit that they were wrong. They’d sooner lie then confess up to problems and work to fix them.

Michelangelo’s mindset. A great example of a growth mindset is the mindset of Michelangelo. When Michelangelo turned 13-years old, he enraged his father when he told that he had agreed to apprentice in the workshop of the painter Domenico Ghirlandaio. His father believed artists were menial laborers beneath their social class. Michelangelo defied his father and learned art and then went on to study at the sculpture school in the Medici gardens. During the years he spent in the Garden of San Marco, Michelangelo became interested in human anatomy. At the time, studying corpses was strictly forbidden by the church. You were threatened with damnation and excommunication. He overcame this problem by making a wooden Crucifix with a detail of Christ’s face and offered it as a bribe to Niccolò Bichiellini, the prior of the church of Santo Spirito, in exchange for permission to secretly study corpses.

Michelangelo’s masterpiece, David, revealed his ability to do what others could not: if other artists required special marble and ideal conditions, he could create a masterpiece from whatever was available, including marble already hopelessly mangled by others. Back in 1463, the authorities of the cathedral of Florence acquired a sixteen-foot-high chunk of white marble to be carved into a sculpture. Two well-known sculptors worked on the piece and gave up, and the mangled block was put in storage. They did not want to admit to failure. Forty years later, Michelangelo took what was left of the marble and sculpted David, the world’s most famous sculpture, within eighteen months.

Michelangelo’s competitors persuaded Junius II to assign to him a relatively obscure and difficult project. It was to fresco the ceiling of a private chapel. The chapel had already been copiously decorated with frescoes by many talented artists. Michelangelo would be commissioned to decorate the tunnel-vaulted ceiling. In this way, his rivals thought they would divert his energies from sculpture, in which they realized he was supreme. This, they argued, would make things hopeless for him, since he had no experience of coloring in fresco he would certainly, they believed, do less creditable work as a painter. Without doubt, they thought, he would be compared unfavorably with Raphael, and even if he refused to do it, he’d make the Pope angry and suffer the consequences. Thus, one way or another, they would succeed in their purpose of getting rid of him.

In every way it was a challenging task. He had rarely used color, nor had he painted in fresco. He worked hard and long at studying and experimenting with colors and in fresco. When ready, he executed the frescos in great discomfort, having to work with his face looking upwards, which impaired his sight so badly that he could not read or look at drawings save with his head turned backwards, and this lasted for several months. In that awkward curved space, Michelangelo managed to depict the history of the Earth from the Creation to Noah, surrounded by ancestors and prophets of Jesus and finally revealing the liberation of the soul. His enemies had stage managed the masterpiece that quickly established him as the artist genius of the age.

Michelangelo is a wonderful example of a person with a growth mindset. He ignored his father and marched to his own drum to become an artist; overcame the church’s adversity to studying corpses, took the risk of sculpting mangled marble into the world’s finest sculpture; and with hard work, dedication and persistence, painted the ceiling of the Sistine chapel.
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To learn more about the creative thinking habits of Michelangelo and other creative geniuses read Michael Michalko’s Cracking Creativity (Secrets of Creative Genius).
http://www.amazon.com/Cracking-Creativity-Secrets-Creative-genius/dp/1580083110/ref=pd_sim_b_2?ie=UTF8&refRID=16NCRBEMHRCEQ1RAZG5V

25 SURE-FIRE WAYS TO KILL CREATIVITY IN YOUR EMPLOYEES

 

kill creativity

1) Never, ever examine yourself or your company.

2) Whatever it is you do, do it over and over and over and over again.

3) Never look at what your business, market, or competition is doing.

4) Never tolerate any suggestion that implies that you or your management system may contribute to a problem.

5) Never change your plans.

6) Keep company goals vague.

7) Do not be accessible to your employees. Always keep your door closed. Use body language to show that you’re not to be disturbed.

8) Never wander around the company to see how people are doing.

9) Never hire smart people. Turn down all applicants who are curious or who are looking for challenges. Instead look for applicants who are good-looking, make good impressions, and are looking for a steady paycheck.
10) Discourage all questions.

11) Have lots of structured meetings. Kill ideas immediately as they are offered with comments like: “It’ll never work,” “It cost too much,” “It’s been tried before,” “If it was any good, someone else would have done it, “Get a committee to look into it,” I’ll get back to you,” “Yes, but…,” or try giving dirty looks or silence. If a meeting should produce an idea that you can’t kill, demand instant documentation and cost estimates. Require prior assurance that the idea will succeed and let everyone know that their career is “on the line.”

12) Never offer meaningful incentives or rewards for new ideas.

13) Never allow people to loosen up. Something happens when people arouse their playful sides, they start coming up with ideas. Keep things solemn.

14) Discourage all initiative. Tell people exactly how to do their jobs. If you hire the right people, you won’t have this problem. The right applicant is one who is most comfortable working within the “box.”

15) Put up a “suggestion” box, and then do not provide any feedback whatsoever.

16) Cultivate blandness. Discourage anything that might excite employees about their work.

17) Promote your most obedient company men and women as high and as fast as you can. Make them highly visible by awarding them company cars, titles, parking spaces, special bonuses, and other perks.

18) If someone offers an idea, tell them it’s irrelevant.
If they prove it’s relevant, tell them it can’t work.
If they prove it can work, tell them it’s dangerous.
If they prove it’s safe, tell them it’s unsellable.
If they prove it’s sellable, tell them you’ll create a committee to study it. Make sure no one with real power is on the committee. This way no one with real clout will push it.

19) If someone wants to try something new, remind them of all their past failures and mistakes.

20) If you notice someone becoming preoccupied with a problem, tell them to think about it on their own time, but not yours.

21) Laugh at anyone who says they have a gut feeling, intuitive sense, or hunch about something.

22) Send lots of memos and copies to everyone about the importance of playing it safe. When you play not to lose, you don’t have to worry about taking risks, innovating or confronting challenges.

23) Attend outside seminars that are designed to change the way you think. Then hold a meeting with your employees, and make noises about the need for innovation, creative-thinking, and risk-taking. Praise these as abstract “notions,” and, then don’t change a thing about the way you manage or reward people.

24) Do not buy or read my book Thinkertoys (A Handbook of Creative Thinking Techniques).
http://www.amazon.com/Thinkertoys-Handbook-Creative-Thinking-Techniques-Edition/dp/1580087736/ref=pd_sim_b_1?ie=UTF8&refRID=0T6TTX3RDA7VQ9NEJR5C If an employee mentions it, walk away, without comment, as fast as possible.

25) When your company is no longer competitive, make sure your employees realize that the collapse of the company was beyond your control. Blame it on the recession, the global economy, the government, unfair practices of suppliers, unethical customers or global warming.
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Michael Michalko

Creative Thinking Expert
http://www.creativethinking.net