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All innovators are whiz kids who go to good schools and then suddenly leap to their discoveries in one brilliant stroke at an early age. Right? Not necessarily, says economist and creativity expert David Galenson. Galenson draws on research from his book Old Masters and Young Geniuses to identify another type of creative person, the late bloomer, or what he calls the "experimental innovator."
Applying his insights to the social entrepreneur, he explores the differences in the processes of discovery for creative people, drawing on the lives of great artists and significant cultural change agents. He reflects on wisdom as a crucial component of creativity, and considers the policy implications of his research.
Galenson was speaking to an audience of social entrepeneurs over the age of 60 gathered by Civic Ventures and the Stanford Center for Social Innovation for the 2007 Purpose Price.
What if businesspeople were constrained by a code of professional ethics? What if every executive and manager took a corporate equivalent of the Hippocratic Oath, vowing to “never do harm,” to act “for the good of my customers and shareholders” — and to “not play God with people’s lives”? Harvard Professor Howard Gardner says that this type of credo would make business stronger and more successful. Embracing it would allow business leaders to overcome the perception that they are exploitative opportunists, driven solely by greed.
If there is no self, whose arthritis is this?
Be here now. Be someplace else later. Is that so complicated?
Drink tea and nourish life; with the first sip, joy; with the second sip, satisfaction; with the third sip, peace; with the fourth, a Danish.
Wherever you go, there you are. Your luggage is another story.
Accept misfortune as a blessing. Do not wish for perfect health, or a life without problems. What would you talk about?
The journey of a thousand miles begins with a single Oy.
Zen is not easy. It takes effort to attain nothingness. And then what do you have? Bupkis.
The Tao does not speak. The Tao does not blame. The Tao does not take sides. The Tao has no expectations. The Tao demands nothing of others.The Tao is not Jewish.
Breathe in. Breathe out. Breathe in. Breathe out. Forget this and attaining Enlightenment will be the least of your problems.
Let your mind be as a floating cloud. Let your stillness be as a wooded glen. And sit up straight. You'll never meet the Buddha with such rounded shoulders.
Deep inside you are ten thousand flowers.
Each flower blossoms ten thousand times.
Each blossom has ten thousand petals.
You might want to see a specialist.
Be aware of your body. Be aware of your perceptions. Keep in mind that not every physical sensation is a symptom of a terminal illness.
The Torah says, Love your neighbor as yourself.
The Buddha says, There is no self.
So, maybe we're off the hook.
Sent to me by my good friends at Cassidy Photo.
Why setting goals can backfire - The Boston Globe
Here is an excerpt:
It is a given in American life that goals are inseparable from accomplishment. President Kennedy's 1961 promise to put an American on the moon by the end of the decade is held up as an example of a world-changing goal, the kind of inspirational beacon needed to surmount immense societal challenges. Among psychologists, the link between setting goals and achievement is one of the clearest there is, with studies on everyone from woodworkers to CEOs showing that we concentrate better, work longer, and do more if we set specific, measurable goals for ourselves. Goal-setting is one of the seven habits of highly effective people, says self-help guru Stephen Covey, and even Henry David Thoreau, the philosopher of dropping out, celebrates the work of goal setting. "If you have built castles in the air, your work need not be lost; that is where they should be. Now put the foundations under them," he writes in Walden.
But a few management scholars are now looking deeper into the effects of goals, and finding that goals have a dangerous side. Individuals, governments, and companies like GM show ample ability to hurt themselves by setting and blindly following goals, even those that seem to make sense at the time. These skeptics draw on a broad array of large-scale failures - the design of the Ford Pinto, the Enron collapse, the rash lending practices of Fannie Mae and Freddie Mac - as evidence of the pernicious effects of goals. Outside the workplace, these thinkers point to the unintended consequences of high-stakes testing in grade schools, and psychological literature showing that goals and other incentives can constrict our thinking. Even the scarcity of cabs on rainy days, some argue, illustrates the ways that goals can blind people to their own best interests.
The argument is not that goal setting doesn't work - it does, just not always in the way we intend. "It can focus attention too much, or on the wrong things; it can lead to crazy behaviors to get people to achieve them," says Adam Galinsky, a professor at Northwestern University's Kellogg School of Management, and coauthor of "Goals Gone Wild," a paper in the current issue of a leading management journal.
"Goal setting has been treated like an over-the-counter medication when it should really be treated with more care, as a prescription-strength medication," he says.
full article
To capture the mystery, caprice and force of romantic love, the ancients conjured Cupid, a mischievous immortal in whose thrall we are wholly powerless. Science provides a different view. By exploring human nature, we discover that being smitten—at first or forever—is a function of invisible forces, but there's little that's capricious about them. The real arrows in Cupid's quiver distill personal history and serendipity into a cache of chemicals that bathes the brain, compelling us to act in ways that are mistaken for fate or folly. Understanding the hidden power of biology to shape our most cherished relationships may banish Cupid to the Sistine ceiling forever.
Excerpt from a CNN article:
You didn't want to risk a change when things were going well. There was too much to lose.
But this downturn, this economic mess we're in, could be your chance. When everything was going well, we spent money we didn't have thinking we would make more tomorrow. Well, tomorrow came. It's easy to point a finger at Bernie Madoff (and he deserves the finger), but the truth is, it's not just him. We're all victims of our own little Ponzi Schemes. But now we know.
The life we've been living, the debt we've been incurring, is unsustainable. Maybe the layoff is a favor. You were treated as expendable. But were you, working those long hours to keep a job you didn't love, treating your self as expendable too?
Depressing? Sure. But now that we know, we can do something about it.
I don't want to be cavalier; I know food on the table is a necessity. We still need work and money. Here are our new rules for finding it:
Rule #1: Don't spend too much time looking for your next job. As I discuss in my article for Harvard Business, "Need to Find a Job? Stop Looking So Hard," searching for a job more than 1-2 hours a day will actually make it less likely you'll find one.
By Clemens Rettich
You know what you want. You know what to do. So why is nothing happening?
There are thousands of texts and approaches in the productivity & success universe. Many of them are good, some are great. Some, like the writings of Marcus Buckingham approach genius in their rich simplicity.
So why, if there are so many great ways to become more productive and more successful, are so many of us still struggling to make real change happen in our businesses and lives?
I believe we consistently miss one key element is undertaking a change process: the coaching relationship.
Change is an abstract idea until it is made real in three ways: what you are committing to must appear on your schedule, have a line in your budget, and be supported by a coaching relationship. I have seen no evidence that it is possible to successfully conclude a change process without commitment through these three constants.
Read the full article at LifeHack
RISHI ROLLING
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