I'm sad to report that in the past few years, ever since uncertainty became our insistent 21st century companion, leadership has taken a great leap backwards to the familiar territory of command and control.
Margaret J. WheatleyRead
The things we fear most in organizations - fluctuations, disturbances,_x000D_ _x000D_ imbalances - are the primary sources of creativity.
Interpretation
Fear of change often hinders progress, yet it is through these disturbances that creativity emerges.
Margaret J. Wheatley's quote emphasizes that the uncertainties and fluctuations we tend to fear within organizations are not just threats but are actually vital sources of creativity. Embracing these disturbances can lead to new ideas and innovative solutions, underscoring the importance of navigating and adapting to change rather than resisting it.
In practice
In a corporate meeting to discuss innovation strategies.
I'm sad to report that in the past few years, ever since uncertainty became our insistent 21st century companion, leadership has taken a great leap backwards to the familiar territory of command and control.
In our daily life, we encounter people who are angry, deceitful, intent only on satisfying their own needs. There is so much anger, distrust, greed, and pettiness that we are losing our capacity to work well together.
Even though worker capacity and motivation are destroyed when leaders choose power over productivity, it appears that bosses would rather be in control than have the organization work well.
Our willingness to acknowledge that we only see half the picture creates the conditions that make us more attractive to others. The more sincerely we acknowledge our need for their different insights and perspectives, the more they will be magnetized to join us.
They have eliminated rigidity, both physical and psychological, in order to support more fluid processes whereby temporary teams are created to deal with specific and ever-changing needs. They have simplified roles into minimal categories; they have knocked down walls and created workplaces where people, ideas, and information circulate freely.
It's not differences that divide us. It's our judgments about each other that do.
You need courage to be creative. You need the courage to see things differently, courage to go against the crowd, courage to take a different approach, courage to stand alone, if you have to, courage to choose activity over inactivity.
To realize our true creative potential - in our organizations, in our schools and in our communities - we need to think differently about ourselves and towards each other. We must learn to be creative.
Sometimes ideas are coming so fast that I have to stop doing one song to get another. But I don't forget the first one. If it works, it will always be there. It's like the truth: it will find you and lift you up. And if it ain't right, it will dissolve like sand on the beach.
You don't have to work for Google, or any of the other firms encouraging staff to pursue personal projects on company time, to use slowness to unlock your creativity. Anyone can do it. Start by clearing space in your schedule for rest, daydreaming and serendipity. Take breaks away from your desk, especially when you get stuck on a problem.
Ad agencies do all kinds of market research that ask people what they think they want, and instead, you should be creating things that you want. If you do something and you get it, the rest of the world will get it, too. Trust your own instincts, your own intellect, and your own sense of humor.
I do much of my creative thinking while golfing. If people know you're working at home they think nothing of walking in for a cup of coffee, but wouldn't dream of interrupting on the golf course.
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