STIMULATE YOUR CREATIVE THINKING
You do want to be more creative than your competition, don't you?
By Edward Glassman, Ph.D,
How do we humans carry out this wondrous activity called creative thinking? One intriguing notion suggests that chance brings together diverse elements in your mind into one thought, and this connection triggers creative solutions. We call this process ‘making remote associations’, suggesting the need for a prepared, active mind full of diverse elements.
As Pasteur pointed out: ‘Chance favors the prepared mind’. One way to become more creative includes preparing your mind with new elements for creative thinking by attending trade fairs, training, meetings, reading, travel, talking to peers, customers, vendors, etc about your field of interest.
Thus, on-the-job creative thinking consists of combining old information and old ideas into new and useful ideas. This thought runs contrarkiy to the myth that creative thinking creates new ideas out of nothing. In other words, solving problems creatively involves a down-to-earth activity, not a mountain top phenomenon.
Recognizing creative thinking as an ordinary act that combines and transforms old information into new ideas allows us to accept creative thinking as a natural process. You don't need special inherited gifts to use advanced procedures to solve problems creatively.
Incubation and other stages in the creative processStages of the creative process include the following:
- Preparation Stage. Fact finding; laying the groundwork and learning the background; learning the creative process.
- Concentration Stage. Total absorption in the problem; trancing out.
- Incubation Stage. Taking time out; resting; seeking distractions; working on other things; vacationing; jogging; taking walks.
- Illumination Stage. ‘Aha’ insight forms and ideas pop out.
- Implementation Stage. Solving practical problems of implementation; getting other people involved. In other words, the hard work.
The preparation stage, during which you fill your mind with new elements to make remote associations later, can last many years: in school, on-the-job training, reading, taking courses and workshops, traveling, life experiences, etc. After all, you cannot be a creative chemist, engineer, or computer whiz unless you know chemistry, engineering, or computers. You learn your craft or profession first.
Frustration at not finding a solution leads to the incubation stage, during which you concentrate on other things while your mind takes a break and quietly makes remote associations.
Then, if you are fortunate, the illumination stage occurs, the paradigm shifts, the ‘Aha’ insight forms, and a new idea emerges.
Then the implementation stage occurs, a stage that can last a short time or a lifetime, as the entire process cycles repeatedly to modify, implement, and develop the idea.
Thus, new ideas do not appear spontaneously out of the blue. They require preparation, concentration, incubation, and the appropriate triggers to spark remote associations. When new ideas appear, they need special and deliberate nurturing or they disappear.
These notions trigger a number of issues at work:
- How much incubation time do you build into your schedule? Would your organization pay you to spend a day or two walking in the woods or sitting on a beach?
- If someone sits with his or her feet on the desk looking out the window for several hours, or even days, would people in your organization find this behavior acceptable?
- Is ‘doing things’ more highly valued than ‘thinking’? Is it okay for people to spend time thinking, that is, seeming to do nothing?
- How much time do you allot to the preparation stage to get additional diverse elements into your mind?
- How do you obtain diverse elements for your mind? By travel, meetings, training, reading, conventions, trade fairs? By talking to customers, suppliers, competitors, people in other companies, in foreign lands, in other professions? Does your organization encourage and pay for this?
Three Articles On Creativity-At-Work
©2010 Edward Glassman
©2010 Edward Glassman
1. Ways To Help Team Creativity At Work
©2010 by Edward Glassman. Ph.D.
According to Professor T. Amabile, a renowned creativity scholar at the Harvard Business School, there are many things that can be done to help creativity at work, including the following:
-- Expect everyone in your company to be creative, and they will be.
-- Make assignments not only on talent and skills, but also on the person’s interests. Creativity flourishes when people enjoy their work.
-- Allow enough incubation time in their work, so creativity can take place.
-- Protect people from distractions that interfere with the creative process.
-- Foster fun at work and creativity will bubble up.
-- Provide some degree of job security, so creative people will take risks.
-- Foster collaboration so creative people will share data and ideas to help put the pieces together.
-- Insist people do work they love and are involved with, and then value and recognize that work; that will boost creativity.
Professor Amabile backs all this with solid research.
You can read more about this in my new book, “Team Creativity At Work: Creative Problem Solving At Its Best.”
Here is an excerpt from this book…
A Dozen Ways to Help Creativity at Work
Here are a dozen ways to help creativity and innovation at work.
1. Discuss and share books and articles on creativity and innovation during luncheon discussion groups.
2. Use advanced creativity procedures, shift paradigms, solve problems creatively.
3. Provide workshops on advanced creativity procedures to help creative thinking.
4. Bring in guest speakers and creativity consultants.
5. Reward creative accomplishment with more time and resources to enjoy being creative again. Foster and stress the daily enjoyment of intrinsic motivation in your team.
6. Celebrate "creativity day" at work occasionally. Wear funny hats. Use everyone's creativity to decide what to do that day that would motivate their creativity. Wear costumes on Halloween.
7. Stop criticizing new ideas soon after they are suggested.
8. Revive the pleasure of knowing you are creative and competent.
9. Stop your habitual automatic NO and quick negative criticism when confronted with new ideas.
10. Mentally resist and immunize yourself against the lures of future extrinsic rewards and instead concentrate on the immediate pleasure and enjoyment when focusing on creativity.
11. Relentlessly squeeze out new alternative solutions.
12. Transform old ideas into new ones: recombine, magnify, distort, reverse, add to, subtract from, reduce, condense, expand, delete, double, digress, manipulate, twist, fantasize, meditate, daydream, connect, assemble, disconnect, take apart, free associate, and more.
13. Incubate looking out the window with your shoes off.
14. Use bizarre trigger-ideas to spark different ideas.
15. Raise your level for tolerating low conformity for different clothes, ideas, and behaviors in your company.
16. Don't comment that there are more than a dozen ideas here. Quick negative criticism over such a trivial issue spoils motivation for creativity.
Want to lead for greater creativity and innovation at work?
• Arrange for workshops on advanced creativity procedures for your team.
• Establish an incentive program for new, productive ideas based on intrinsic rewards whenever possible.
• Provide enough time to solve problems creatively.
• Devise non-evaluative meetings that will let people freewheel and flow easily with new ideas.
• Form unusual short-term task forces to allow people to cross-fertilize their thinking to solve problems creatively.
• Set up a creativity room with materials for playing and tinkering.
• Reduce fear of failure if trying something different.
• Rotate people so new people occasionally work on old problems.
• Conduct performance reviews that encourage risky creative efforts.
• Develop separate incentive systems for low and high conformers.
• Hang sheets of paper outside your office door with problems that need creative solutions, and ask for ideas.
• Ask a consultant to observe and suggest ways to help.
• Arrange a team excellence workshop to improve the creative climate and innovation.
• Hold a meeting where people devise ways of enriching their own jobs creatively.
• Allow people to volunteer for new tasks instead of assigning them.
• Expect yourself and everyone else to solve problems creatively.
• Allow people enough time for creative thinking by the deadlines you set.
• Introduce advanced creativity procedures to define problems and generate ideas.
• Provide quick resources for testing or implementing new ideas.
• Train people to sell ideas. Encourage the combining of ideas for greater creativity during problem solving.
These are just a few of the many ways you can help creativity & innovation in your work unit.
List your own ideas on how you will lead your team for greater creativity and innovation.
Write me if it works to my website http://www.offbeatbooks.net
©2010 by Edward Glassman. Ph.D.
According to Professor T. Amabile, a renowned creativity scholar at the Harvard Business School, there are many things that can be done to help creativity at work, including the following:
-- Expect everyone in your company to be creative, and they will be.
-- Make assignments not only on talent and skills, but also on the person’s interests. Creativity flourishes when people enjoy their work.
-- Allow enough incubation time in their work, so creativity can take place.
-- Protect people from distractions that interfere with the creative process.
-- Foster fun at work and creativity will bubble up.
-- Provide some degree of job security, so creative people will take risks.
-- Foster collaboration so creative people will share data and ideas to help put the pieces together.
-- Insist people do work they love and are involved with, and then value and recognize that work; that will boost creativity.
Professor Amabile backs all this with solid research.
You can read more about this in my new book, “Team Creativity At Work: Creative Problem Solving At Its Best.”
Here is an excerpt from this book…
A Dozen Ways to Help Creativity at Work
Here are a dozen ways to help creativity and innovation at work.
1. Discuss and share books and articles on creativity and innovation during luncheon discussion groups.
2. Use advanced creativity procedures, shift paradigms, solve problems creatively.
3. Provide workshops on advanced creativity procedures to help creative thinking.
4. Bring in guest speakers and creativity consultants.
5. Reward creative accomplishment with more time and resources to enjoy being creative again. Foster and stress the daily enjoyment of intrinsic motivation in your team.
6. Celebrate "creativity day" at work occasionally. Wear funny hats. Use everyone's creativity to decide what to do that day that would motivate their creativity. Wear costumes on Halloween.
7. Stop criticizing new ideas soon after they are suggested.
8. Revive the pleasure of knowing you are creative and competent.
9. Stop your habitual automatic NO and quick negative criticism when confronted with new ideas.
10. Mentally resist and immunize yourself against the lures of future extrinsic rewards and instead concentrate on the immediate pleasure and enjoyment when focusing on creativity.
11. Relentlessly squeeze out new alternative solutions.
12. Transform old ideas into new ones: recombine, magnify, distort, reverse, add to, subtract from, reduce, condense, expand, delete, double, digress, manipulate, twist, fantasize, meditate, daydream, connect, assemble, disconnect, take apart, free associate, and more.
13. Incubate looking out the window with your shoes off.
14. Use bizarre trigger-ideas to spark different ideas.
15. Raise your level for tolerating low conformity for different clothes, ideas, and behaviors in your company.
16. Don't comment that there are more than a dozen ideas here. Quick negative criticism over such a trivial issue spoils motivation for creativity.
Want to lead for greater creativity and innovation at work?
• Arrange for workshops on advanced creativity procedures for your team.
• Establish an incentive program for new, productive ideas based on intrinsic rewards whenever possible.
• Provide enough time to solve problems creatively.
• Devise non-evaluative meetings that will let people freewheel and flow easily with new ideas.
• Form unusual short-term task forces to allow people to cross-fertilize their thinking to solve problems creatively.
• Set up a creativity room with materials for playing and tinkering.
• Reduce fear of failure if trying something different.
• Rotate people so new people occasionally work on old problems.
• Conduct performance reviews that encourage risky creative efforts.
• Develop separate incentive systems for low and high conformers.
• Hang sheets of paper outside your office door with problems that need creative solutions, and ask for ideas.
• Ask a consultant to observe and suggest ways to help.
• Arrange a team excellence workshop to improve the creative climate and innovation.
• Hold a meeting where people devise ways of enriching their own jobs creatively.
• Allow people to volunteer for new tasks instead of assigning them.
• Expect yourself and everyone else to solve problems creatively.
• Allow people enough time for creative thinking by the deadlines you set.
• Introduce advanced creativity procedures to define problems and generate ideas.
• Provide quick resources for testing or implementing new ideas.
• Train people to sell ideas. Encourage the combining of ideas for greater creativity during problem solving.
These are just a few of the many ways you can help creativity & innovation in your work unit.
List your own ideas on how you will lead your team for greater creativity and innovation.
Write me if it works to my website http://www.offbeatbooks.net
2. Creative Small Businesses Deliberately Foster
Creativity & Innovation
©2010 by Edward Glassman. Ph.D.
I have written many articles about creative businesses, Here are some major strategies they used to foster creativity & innovation worth considering for your business.
• The Roles of Top Management.
Top management viewed creativity & innovation as important to the success of the business, and to remaining competitive. Management deliberately called for creativity. Policies solicit new ideas, reduce bureaucracy, encourage change and different ways of doing things, foster the entrepreneurial spirit, and the belief that people want to be creative. Management tends to give little direction and few guidelines on the implementation of agreed upon goals, respects people’s competence, encourages risk and helps people learn from mistakes, wants people to excel and achieve, and promotes from within. They demand practical, profitable results.
• Power Sharing.
People used words like autonomy, freedom, empowerment, independence, and individual thinking. They’re urged to make decisions, create solutions to work problems, and told that the best person to solve a problem is the one working on it. Not a lot of permissions are needed to get the job done with room to innovate. Once there is agreement on the goals, they’re given the creative freedom to do the job. Teams are assigned missions, and then turned loose to achieve goals. People are trusted and relied on to make on-the-spot decisions to help customers.
• Hiring.
These businesses hire diverse people with untraditional backgrounds, good people given lots of leeway, thinking, talented people who are trusted to do the job.
• Rewards.
Creativity is enjoyable, and that’s one reward. Ideas are also rewarded with recognition and full credit. Profit sharing and bonuses were mentioned to motivate people to either implement or tell new ideas to management.
• Informality.
People highlighted reduced bureaucracy, vague or no job descriptions, few rules to limit creativity, fluid organization structure, lack of pigeonholing, no dead end jobs, informal interaction, calling people coworkers (not subordinates), informal job structures, and more.
• Time.
Many people mentioned enough time to be creative, and setting deadlines to encourage creative thinking.
• Creative Climate.
Most people used phrases like contagious creativity, friendly environment, be innovative and solve problems creatively, solicit and listen to new ideas, creative physical environment, individualized work area, celebrations, proximity to creative people, caring people, people feel valuable, decent treatment, catch people doing things right, sense of ownership, personal growth, achievement, and self-direction, and more.
• Teams and Teamwork.
Most people mentioned teams, cooperation, and creative teamwork. They used phrases like fluid teams, respect each other’s competence, trust, clearly agreed on goals, being open to new ideas, creativity procedures, getting out of the box, and more.
• Practical Creativity.
Creativity had practical results. People started with spaced out, grandiose ideas, and business realities brought them back to earth.
• Sources for New Ideas.
Many people spotlighted outside stimulation. They mentioned colleagues, other people, books, travel, competitors, trade fairs, magazines, customer suggestions, other stores, and team meetings as sources for their ideas. Ideas are not creative in a vacuum. Creativity depends on past experiences and knowledge, so the more you know and interact with others, the more creative you can be.
• Sharing Knowledge, Ideas and Values.
Some businesses train and publish newsletters to keep their people informed. They share new ideas to foster creativity and effectiveness. I am impressed by what these creative companies do to foster creativity. Many of these strategies can work in your company. Make an action plan to introduce those that you think would increase creativity in your company.
Send me questions you have about your personal creativity or team creativity at work to my website: http://www.offbeatbooks.net
Creativity & Innovation
©2010 by Edward Glassman. Ph.D.
I have written many articles about creative businesses, Here are some major strategies they used to foster creativity & innovation worth considering for your business.
• The Roles of Top Management.
Top management viewed creativity & innovation as important to the success of the business, and to remaining competitive. Management deliberately called for creativity. Policies solicit new ideas, reduce bureaucracy, encourage change and different ways of doing things, foster the entrepreneurial spirit, and the belief that people want to be creative. Management tends to give little direction and few guidelines on the implementation of agreed upon goals, respects people’s competence, encourages risk and helps people learn from mistakes, wants people to excel and achieve, and promotes from within. They demand practical, profitable results.
• Power Sharing.
People used words like autonomy, freedom, empowerment, independence, and individual thinking. They’re urged to make decisions, create solutions to work problems, and told that the best person to solve a problem is the one working on it. Not a lot of permissions are needed to get the job done with room to innovate. Once there is agreement on the goals, they’re given the creative freedom to do the job. Teams are assigned missions, and then turned loose to achieve goals. People are trusted and relied on to make on-the-spot decisions to help customers.
• Hiring.
These businesses hire diverse people with untraditional backgrounds, good people given lots of leeway, thinking, talented people who are trusted to do the job.
• Rewards.
Creativity is enjoyable, and that’s one reward. Ideas are also rewarded with recognition and full credit. Profit sharing and bonuses were mentioned to motivate people to either implement or tell new ideas to management.
• Informality.
People highlighted reduced bureaucracy, vague or no job descriptions, few rules to limit creativity, fluid organization structure, lack of pigeonholing, no dead end jobs, informal interaction, calling people coworkers (not subordinates), informal job structures, and more.
• Time.
Many people mentioned enough time to be creative, and setting deadlines to encourage creative thinking.
• Creative Climate.
Most people used phrases like contagious creativity, friendly environment, be innovative and solve problems creatively, solicit and listen to new ideas, creative physical environment, individualized work area, celebrations, proximity to creative people, caring people, people feel valuable, decent treatment, catch people doing things right, sense of ownership, personal growth, achievement, and self-direction, and more.
• Teams and Teamwork.
Most people mentioned teams, cooperation, and creative teamwork. They used phrases like fluid teams, respect each other’s competence, trust, clearly agreed on goals, being open to new ideas, creativity procedures, getting out of the box, and more.
• Practical Creativity.
Creativity had practical results. People started with spaced out, grandiose ideas, and business realities brought them back to earth.
• Sources for New Ideas.
Many people spotlighted outside stimulation. They mentioned colleagues, other people, books, travel, competitors, trade fairs, magazines, customer suggestions, other stores, and team meetings as sources for their ideas. Ideas are not creative in a vacuum. Creativity depends on past experiences and knowledge, so the more you know and interact with others, the more creative you can be.
• Sharing Knowledge, Ideas and Values.
Some businesses train and publish newsletters to keep their people informed. They share new ideas to foster creativity and effectiveness. I am impressed by what these creative companies do to foster creativity. Many of these strategies can work in your company. Make an action plan to introduce those that you think would increase creativity in your company.
Send me questions you have about your personal creativity or team creativity at work to my website: http://www.offbeatbooks.net
3. A Creativity Meeting with Special Customers
and Suppliers...a Novel Idea
©2010 by Edward Glassman. Ph.D.
Taken from his book: “Team Creativity At Work II: Creative Problem Solving At Its Best.”
A large company asked me to lead a Creativity Meeting to solve problems associated with their special customer program which provides favored services for their largest customers, and fosters a special relationship so they will become the sole supplier to these customers.
The special services include a hot line to marketing, sales, and specific engineers for emergencies. In addition, R&D analyzed the customers’ products and did research to improve the quality and profitability of the product.
The problem-solving creativity meeting was intended mainly as prevention. They wanted to unearth any problems and solve them before they interfered with the special relationships. So they invited three of their best customers to send people to the creativity meeting.
The three customers sent executives, top managers, and key professionals, about half of the 21 people present. The other half were the company’s own people.
The goals of the creativity meeting included strengthening the special relationship with these best customers, to resolve any hidden problems that existed, and head off any problems that loomed in the future. They wanted everyone to learn the advanced creativity procedures needed to solve mutual problems more creatively.
That is, they wanted everyone to define problems more creatively; generate ideas more abundantly; and combine ideas more innovatively into creative trigger-proposals and workable solutions. They wanted to improve everyone’s creative thinking skills for everyday use.
The meeting started with a dinner session that lasted from 6 to 10 p.m. It included after dinner talks by each person, who was asked to tell who they were, why they were there, and what resources they brought to the meeting.
The second session, the next morning, included forming (and building) creativity teams, mixing the company’s people with customers, setting the creative climate, learning some creativity procedures, and identifying problems.
The afternoon session defined these problems creatively, and used four diverse advanced creativity procedures to generate ideas so abundantly the walls and floor of the meeting room were covered with ideas on how to improve the special customer program.
Finally, they started generating creative trigger-proposals, proposals that were not perfect and may not work, but sparked proposals that do work.
The evening session consisted of after dinner discussions.
The following morning, each person presented their trigger-proposal on how to improve the special customer program to his or her creativity team for feed back and improvement, and a one page written proposal was handed to the head of the special customer program.
Several of the creativity teams generated a blockbuster team proposal, which was also handed in. The afternoon was spent in discussing the proposals, and in planning what to do next.
Many committed action plans were made.
Several people from the customer companies told me how much they appreciated what they had learned about advanced creativity. Thus, the host company achieved their goals from this creativity meeting, and much more.
The special relationship with their customers was enhanced; hidden problems surfaced and defused; everyone learned advanced creativity procedures to improve everyday creative thinking; and they all learned a creative process to solve mutual problems between the companies.
What struck me as effective about this creativity meeting was mixing the people from the company with its three best customers in a focused way to solve mutual problems. The interaction had a very serious purpose and an excellent outcome; and a good time was had by all.
Please send me questions about your creativity and creativity of your team to my website: http://www.offbeatbooks.net ©2010 Edward Glassman
and Suppliers...a Novel Idea
©2010 by Edward Glassman. Ph.D.
Taken from his book: “Team Creativity At Work II: Creative Problem Solving At Its Best.”
A large company asked me to lead a Creativity Meeting to solve problems associated with their special customer program which provides favored services for their largest customers, and fosters a special relationship so they will become the sole supplier to these customers.
The special services include a hot line to marketing, sales, and specific engineers for emergencies. In addition, R&D analyzed the customers’ products and did research to improve the quality and profitability of the product.
The problem-solving creativity meeting was intended mainly as prevention. They wanted to unearth any problems and solve them before they interfered with the special relationships. So they invited three of their best customers to send people to the creativity meeting.
The three customers sent executives, top managers, and key professionals, about half of the 21 people present. The other half were the company’s own people.
The goals of the creativity meeting included strengthening the special relationship with these best customers, to resolve any hidden problems that existed, and head off any problems that loomed in the future. They wanted everyone to learn the advanced creativity procedures needed to solve mutual problems more creatively.
That is, they wanted everyone to define problems more creatively; generate ideas more abundantly; and combine ideas more innovatively into creative trigger-proposals and workable solutions. They wanted to improve everyone’s creative thinking skills for everyday use.
The meeting started with a dinner session that lasted from 6 to 10 p.m. It included after dinner talks by each person, who was asked to tell who they were, why they were there, and what resources they brought to the meeting.
The second session, the next morning, included forming (and building) creativity teams, mixing the company’s people with customers, setting the creative climate, learning some creativity procedures, and identifying problems.
The afternoon session defined these problems creatively, and used four diverse advanced creativity procedures to generate ideas so abundantly the walls and floor of the meeting room were covered with ideas on how to improve the special customer program.
Finally, they started generating creative trigger-proposals, proposals that were not perfect and may not work, but sparked proposals that do work.
The evening session consisted of after dinner discussions.
The following morning, each person presented their trigger-proposal on how to improve the special customer program to his or her creativity team for feed back and improvement, and a one page written proposal was handed to the head of the special customer program.
Several of the creativity teams generated a blockbuster team proposal, which was also handed in. The afternoon was spent in discussing the proposals, and in planning what to do next.
Many committed action plans were made.
Several people from the customer companies told me how much they appreciated what they had learned about advanced creativity. Thus, the host company achieved their goals from this creativity meeting, and much more.
The special relationship with their customers was enhanced; hidden problems surfaced and defused; everyone learned advanced creativity procedures to improve everyday creative thinking; and they all learned a creative process to solve mutual problems between the companies.
What struck me as effective about this creativity meeting was mixing the people from the company with its three best customers in a focused way to solve mutual problems. The interaction had a very serious purpose and an excellent outcome; and a good time was had by all.
Please send me questions about your creativity and creativity of your team to my website: http://www.offbeatbooks.net ©2010 Edward Glassman
"TEAM CREATIVITY AT WORK I and II"
(2 great books in one)
Creative Problem Solving At Its Best
By Edward Glassman, Ph.D.
One volume contains both great 'Team Creativity' books described below, these two amazing books will carry you into the world of team creativity & creative problem solving at work. Collaborate with this book and learn to capture the essence of creative thinking and solving problems creatively in teams and working alone.
Learn to harvest creative thinking and solving problems creatively at work. Team excellence and success depend on it.
Team Creativity I presents modern creative thinking procedures that provide the thinking skills necessary for excellence and success at work.
Team Creativity II presents a collection of newspaper columns on creativity at work published by the author when he was a management creativity consultant.
In these two books, you will learn to use three types of sure fire procedures to help solve problems creatively. This includes:
- creative thinking procedures to shift paradigms and produce unexpected new ideas
- procedures to change the climate so new ideas flourish
- procedures to stop pigeonholing people, including yourself, and stifling creative thinking!
A GREAT GIFT WORTH OWNING!
x CLICK HERE TO FIND OUT MORE OR TO ORDER THIS BOOK...
(2 great books in one)
Creative Problem Solving At Its Best
By Edward Glassman, Ph.D.
One volume contains both great 'Team Creativity' books described below, these two amazing books will carry you into the world of team creativity & creative problem solving at work. Collaborate with this book and learn to capture the essence of creative thinking and solving problems creatively in teams and working alone.
Learn to harvest creative thinking and solving problems creatively at work. Team excellence and success depend on it.
Team Creativity I presents modern creative thinking procedures that provide the thinking skills necessary for excellence and success at work.
Team Creativity II presents a collection of newspaper columns on creativity at work published by the author when he was a management creativity consultant.
In these two books, you will learn to use three types of sure fire procedures to help solve problems creatively. This includes:
- creative thinking procedures to shift paradigms and produce unexpected new ideas
- procedures to change the climate so new ideas flourish
- procedures to stop pigeonholing people, including yourself, and stifling creative thinking!
A GREAT GIFT WORTH OWNING!
