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Creative Mission

COMPREHENSIVE CREATIVE CREATIVITY

Our "Creative Mission" is to foster a rich, interdisciplinary dialogue that will convey and forge new tools and applications for creative, critical and philosophical thinking; engaging the world in the process. Through workshops, tutorials and social media platforms we also strive to entertain, educate and empower people - from individuals, to businesses, governments or not-for-profit groups; we aim to guide them in building a base of constructive ideas, skills and a Brain Fit paradigm - thereby setting the stage for a sustainable, healthy, and creative approach and lifestyle . These synthesized strategic "Critical Success Factors" - can then give rise to applied long-term life or business - Operating Living Advantages and Benefits.

And, at the same time, we encourage Charlie Monger's key attitude and belief - for and with all of whom we reach - " develop into a lifelong self-learner through voracious reading; cultivate curiosity and strive to become a little wiser (and more grateful)* everyday."


* CCC Added - Editor

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Friday 8 March 2019

#Creativity Needs Discipline - #Harvard Business Review


"Tolerance for Failure but No Tolerance for Incompetence"


The Hard Truth About Innovative Cultures



 A culture conducive to innovation is not only good for a company’s bottom line. It also is something that both leaders and employees value in their organizations. In seminars at companies across the globe, I have informally surveyed hundreds of managers about whether they want to work in an organization where innovative behaviors are the norm. I cannot think of a single instance when someone has said “No, I don’t.” Who can blame them: Innovative cultures are generally depicted as pretty fun. When I asked the same managers to describe such cultures, they readily provided a list of characteristics identical to those extolled by management books: tolerance for failure, willingness to experiment, psychological safety, highly collaborative, and nonhierarchical. And research supports the idea that these behaviors translate into better innovative performance.
But despite the fact that innovative cultures are desirable and that most leaders claim to understand what they entail, they are hard to create and sustain. This is puzzling. How can practices apparently so universally loved—even fun—be so tricky to implement?
Image result for creative monkey
The reason, I believe, is that innovative cultures are misunderstood. The easy-to-like behaviors that get so much attention are only one side of the coin. They must be counterbalanced by some tougher and frankly less fun behaviors. A tolerance for failure requires an intolerance for incompetence. A willingness to experiment requires rigorous discipline. Psychological safety requires comfort with brutal candor. Collaboration must be balanced with individual accountability. And flatness requires strong leadership. Innovative cultures are paradoxical. Unless the tensions created by this paradox are carefully managed, attempts to create an innovative culture will fail.
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Inspirations of passions


Make your interests gradually wider and more impersonal, until bit by bit the walls of the ego recede, and your life becomes increasingly merged in the universal life. An individual human existence should be like a river — small at first, narrowly contained within its banks, and rushing passionately past rocks and over waterfalls. Gradually the river grows wider, the banks recede, the waters flow more quietly, and in the end, without any visible break, they become merged in the sea, and painlessly lose their individual being.


Bertrand Russel

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