Just Seven Things

Exploring why and how we do what we do, and how we can do it better

Archive for the category “Reviews”

“Artistry Unleashed: Pursuing Great Performance in Work and Life” – quotes

Quotes from panel session held at Savoy hotel, London, 29/3/11.
Dr. Hilary Austen, Adjunct Professor, Rotman School of Management, U of Toronto and Author, Artistry Unleashed: A Guide to Pursuing Great Performance in Work and Life (Rotman/UToronto Press, 2010)

Tyler Brulé, Editor-in-Chief, Monocle

Prof. Roger Martin, Dean, Rotman School of Management, U of Toronto; Author, The Responsibility Virus, The Opposable Mind, The Design of Business and Fixing the Game; Director, Thomson Reuters, Research in Motion

Tom Hulme, Design Director, IDEO

Daniel Weil, Partner, Pentagram

Quotes (with my favourites in bold)

Artists take on a wicked problem with glee

It is the qualitative experience that enables the right diagnostic to be done

Measurement is not everything when compared to a qualitative relative comparison

Where is the room for serendipity?

Entrepreneurship is the most creative profession

Tell stories to create value alignment in humans by showing the value objective

Identity is a qualitative experience of self

Where is qualitative taught (other than architecture?)

Vision is a set of principles that allow you to take steps that otherwise
you wouldn’t

In arts, interpretation is key. There is none of this in science. Interpretation should be taught: the meaning for its creator and its meaning for you

Social media is a great way for enabling our children to be creative (network influencing/ leadership/ relationship interpretation)

Learn more efficiently than everyone else from failure

There is a new belief in craft

Everybody should be an artist for 15 minutes

Real experience has risk and shouldn’t be avoided via the lobotomizing act of passive media consumption

Excellence in seeking talent and nurturing talent = future of corporations

Take away = you need to take charge of your own knowledge
– experiential
– conceptual (awareness of your own frameworks and perspectives)
– directional (own ideals and hopes)

Contradiction is a dynamic relationship which enables you to define the processes that have led you to your conflict

Having a process unlocks creativity as it gives you bounds

Because it’s easier to communicate quantitative information, this is the reason we have a leaning against qualitative in education and corporations

How do you overcome the barrier of ‘you can’t measure it, you can’t manage it’? – if you can’t measure it, it probably is one of the most important things for your business eg. attachment of readers to a magazine – what is the feeling in their hearts?

As soon as you measure it, you affect it. Employee satisfaction is a good example?

There is a lot of stuff off-balance sheet of the company that is incredibly important for the future success

How can we learn ‘beyond success’? How do we stop ourselves failing because of focusing on the development of mastery vs. the development of new ideas

Let the things that work be moments that pass by.

Find the edge of what is possible, rather than looking to win the medal.

We’ve overly-charged successful outcomes with too much importance

Forgetting is an important part of creativity. A quantifying mind doesn’t want to forget.

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The Power of Less: Babauta’s tips

I was struck by some productivity principles in the heart of Leo Babauta’s book, ‘The Power of Less’:

– Slow down and enjoy every task. Pay attention to it and be in the moment to enjoy it.
– Do one thing at a time and do it well.
– Find the stressors in your life and ways to eliminate them.
– Create time for solitude. It’s important to just have some time for yourself.
– Do nothing. Don’t afraid to be lazy.
– Know what your simple pleasures are, and put a few of them in each day.
– Practice being in the moment at any time during the day.

Reasons to Quit: Questions to Ensure You’re Doing Work That Matters

Fried and Heinemeier Hansson in Rework suggest the following questions to ensure you don’t ‘throw good time after bad work’:

‘Why are you doing this?

What problem are you solving? – ensure it’s not an imaginary problem

Is this actually useful? – don’t confuse enthusiasm with usefulness

Are you adding value? – sometimes things you think are adding value actually subtract from it

Will this change behaviour? Is it really going to change anything?

Is there an easier way? – Problems are usually pretty simple. We just imagine they require hard solutions

What could you be doing instead? – what can’t you do because you’re doing this?

Is it really worth it? – can you determine the real value of what you’re about to do before you take the plunge’

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