Category Archives: Play

RESHAPING WORK SPACES

Posted on September 7, 2016 by Francis

Space affects moods. A beautiful space can make people happy; a small cramped office can make them feel depressed. But more important, space also affects behaviors and communication. Open space offices allow an easier flow of communication among team members and can convey a strong feeling of belonging, but they also can make it harder to focus. Separate offices allow for more privacy and concentration but can easily create silos that separate people and teams. Depending on what you’re trying to achieve, you need to be ready to manage space not only from a budgetary standpoint but also from the perspective of what it is your creative teams actually need in order to be creative and to deliver the level of innovation your company needs. To achieve this, some companies will have to literally give away space–that is, to sacrifice space for its positive impact on the environment, the company culture and ultimately the creative output.

Office space is an expensive commodity, especially in the world’s most competitive markets, and historically offices have been designed and furnished to maximize administrative efficiency and minimize facility costs (private offices only for senior executives, “cube farms” for lower-ranking personnel). But today companies are looking at efficiency differently, and consequently they are looking at space differently. They are looking for ways to maximize the creative output of their employees, and from that viewpoint the most efficient use of space is one that supports creative interactions. For example, Pixar’s California headquarters–where bathrooms, mailboxes, and meeting rooms are clustered at the center of the building–are designed to ensure that employees from different divisions of the company are certain to run into each other throughout the day. This facilitates informal and random conversations among diverse team members and allows creative ideas and collaborations to be born. I once had a client who wanted to close off an open space in their New York City offices; I struggled hard to convince them otherwise. The company needed more private meeting rooms. Moving out of their existing facility was not an option, nor was renting another floor, so the president of the company wanted to build elegant glass walls to enclose what in his opinion was wasted space.

My observation was quite different. The open space, which offered an inviting round table nestled by a large staircase, was the only place in the office where different members of the product development team would spontaneously sit to discuss their projects. Account managers would stop there after coming back from client meetings to share the latest developments about those clients and their projects. In other words, it was the perfect spot for informal communication and feedback loops. In the end, the precious open space was saved in spite of financial pressures.

How can your workspace benefit by creating places for accidental encounters or informal meetings?

3 Tips for Creating a Workplace Environment to Enhance Creativity

Posted on July 5, 2016 by Francis

Because creativity is such an important factor of success in business today, play should be part of every CEO’s mandate, and companies should be rated according to the level of playfulness in their culture in the same way as they are rated as a great place to work or as a socially responsible organization. A number of practical steps can be followed to navigate this cultural shift towards play.

Think about what play looks like. It is personal, engaging, and interactive. It is often exuberant and messy. It is filled with light, color, and sound. When you think about play, you may instinctively think about a children’s playground or children’s toys. Now, think about corporate offices, or, more specifically, corporate boardrooms. There are lots of straight lines in boardrooms, (or perhaps an artistically, elegantly curved accent wall); there is typically an imposing table made from fine polished wood or sleek metal. That table likely suggests a hierarchical seating arrangement that people intuitively understand: the boss will sit at the head of the table and the chief advisor will sit next to the boss or perhaps will anchor the other end. The rest of the employees will fill in the sides of the table. So, before the meeting even starts, everyone knows his or her relative importance. And everyone knows that polite behavior is expected: sit up straight, papers stacked neatly in front of you, a pen at the ready, smartphone close by in case of an emergency.

These rigid boardrooms are where major strategic decisions are being made about innovation and the future of our organizations. They represent a very logical environment geared toward conscious conversations that will unfold in a very linear and efficient way. They appeal to the 20 percent of our intelligence that lives in our conscious mind with its wealth of creative ideas, and the intelligence that we can reach through play.

Dr. Marian Cleeves Diamond, one of the world’s foremost neuro-anatomists, advocates the establishment of “playful environments.” I too believe that we need to create offices, boardrooms, and activities that engage our playful nature—a corporate sandbox or playground. We are playful by nature and efficient by necessity. So let’s embrace our nature, and less effort will be needed for the same, or better, results. When we do this we can break through the mental barriers that are keeping us stuck. Certain corporations are already doing this.

Three key things that you can do to create a play-friendly atmosphere include:
-Allocating significant time in which employees are explicitly encouraged to play

-Creating, or giving employees access to, physical spaces that are conducive to play

-Giving employees implicit and explicit permission to “fail” or be “unproductive” in their pursuit of innovation.

Try these and notice how the implicit culture change affects your employees’ levels of creativity and innovation.

You Already Have All the Resources You Need to Innovate

Posted on June 24, 2016 by Francis

Play opens us up to the possibility that we don’t need more of anything—time, money, knowledge, and so on—in order to produce more. It is a radical idea, especially in business, where we often hear the argument that budgets are limited and therefore the ability to innovate is limited. How can you get the same result with half of the resources? How is that possible? It’s possible because human motivation is not linear; the way one person gets motivated is a complex function of many intertwined factors, which do not follow a linear continuum, but which can be greatly influenced by play. When we tap into the part of people that responds to play and inspiration, we unleash possibilities and huge potential for new sources of motivation that we could not have predicted or accessed otherwise. Thus when people are engaged in play, truly and deeply engaged, they lose track of time, they stop thinking about whether their paycheck is bigger today than it was yesterday, they form close and fruitful bonds with their playmates, they withstand discomfort and inconvenience, and more often than you might imagine, they create magic. Play moves people into an optimistic frame of mind, a place where they are more adaptable to change and more likely to improvise, and where they begin to dance in the groove of life. In that joyous groove, success and innovation become far more likely outcomes than they ever could be in an atmosphere of grinding unhappiness and perceived lack.

Take, for instance, a story of how dice games were invented, according to the ancient Greek historian Herodotus. In pre-Roman times, 2,500 years ago, the kingdom of Lydia was suffering a famine that left it only able to feed half of its citizens. The Lydian king invented a game—sheep knuckle dice—and established a policy that every other day, every person in the kingdom, would do nothing but play sheep knuckle dice. They would not work, they would not just hang out, and they would not run errands for their grandma. And they would not eat. Such was the level of immersion the sheep knuckle dice provided that the people managed to survive an eighteen-year famine.

What does this tale reveal to us? It shows that the impact of play reaches far beyond the realm of reason. It also tells us that the power of play is such that it can provide an effective distraction even from something as elemental as hunger. Play is a strong catalyst for changing behavior, helping people shift perspective and refocus their energy to overcome hardship or challenging situations without necessarily increasing material resources or the number of team members.

Why Play is Essential in the Workplace

Posted on June 17, 2016 by Francis

Play is magical. And profound. Not only is it essential to our growth and development when we are children and a source of joy throughout our lives, but it is also a largely untapped channel for innovative ideas in the workplace.

Play is essential to the survival of organizations in a complex and fast-changing marketplace, as it is a key factor in creativity and agility. I have used play to help people become more creative, deal with challenging emotions like self-consciousness or even fear, and regain energy, enthusiasm, and hope when their company was going through difficult times. Play opens the doors to our deeper creative potential, helping us achieve change and implement innovative solutions.

To understand how play works, it’s important to understand what it is. It’s also important to understand what it isn’t. Play isn’t some reprehensible at-risk behavior that threatens to make slackers of us all. Western culture, unfortunately, often sees it that way. Play is perceived to be, at best, a child’s pastime, or an indulgence for the very wealthy or in the worst case, the hallmark of a slacker. Certainly play does not come across as something that serious people in serious businesses should be doing on a daily basis. In fact, play isn’t even necessarily perceived to be beneficial for our children. It is often thought to be more of an at-risk behavior that prevents children from doing more important things.

Dr. Stuart Brown, head of the National Institute for Play, who has extensively researched the functions and purposes of play, believes that one way to overcome negative attitudes toward play is to offer skeptics a view of play that is closer to their comfort zone: the science of play. He says, “Our experiences indicate the executives require sufficient immersion in the science of play before they understand and value it. The intellectual and scientific basis of play can provide the understanding—and permission—to deploy new play-based practices in their organizations. But, they must also value the new practices: without a positive play ethic, the climate for innovation is spoken of as important, but is not acted upon.”

So what is play? Is it the same as fun? Sort of. The key ingredient in play is engagement: engagement within your own mind, with another person, or with an object. Play is always a dynamic experience. Play is really about immersing oneself in a pleasurable activity for the sake of it, with no other particular intent or specific goal. It can be about immersing oneself in reading a book, drawing, sculpting, or fixing a collector’s item such as an antique piece of furniture for the love of restoring a beautiful object. Play can be experienced alone or in a group. In business, observing people play, I have seen the energy in the room immediately become lighter and stronger. Play creates new ways of interactions, allows a different type of bonding, encourages trust among team members, lowers inhibition, and facilitates the production of original ideas because people dare to speak up and express themselves more.

According to theorist and professor Johan Huizinga, play is “free activity standing quite consciously outside ‘ordinary’ life.” He also described it as being “‘not serious’ but at the same time absorbing the player intensely and utterly.”

The National Institute for Play defines play as “a state of being that is intensely pleasurable. It energizes and enlivens us. It eases our burdens, renews a natural sense of optimism and opens us up to new possibilities.” They go on to note, “Scientists—neuroscientists, developmental biologists, psychologists, scientists from every point on the scientific compass—have recently begun viewing play as a profound biological process.” In other words, play is a core aspect of human nature. As such, it needs to be an essential part of work in order to leverage all that people have to offer. When play becomes a key component of a healthy corporate culture, it fosters positive thinking and creative imagination.

If we choose to leave our childish things behind, we not only deny our essential humanity but also cut ourselves off from a tremendous reservoir of creativity with the potential to make us happier and make us more effective contributors at work.

Playing while you work. The key to success?

Posted on January 18, 2016 by Francis

Screen Shot 2016-01-17 at 10.47.41 PM The following article about the work we do at The Human Company was published on the January 9, 2016 in the magazine L’Echo.

“Disruption.” Such is the word that describes the powerful upheaval of the rules of the economic game, due to globalization and digital technologies. When the methods of the past don’t work anymore for the problems of the present, finding new keys to success becomes essential. Consultant Francis Cholle is working on just that.

By Stéphanie Fontenoy

French-American Francis Cholle, business consultant and founder of the consulting firm, The Human Company, presents us with his Intuitive Compass®, a true compass for innovation in the hands of business leaders to better navigate in this capricious economic weather. As in Edgar Allen Poe’s A Descent Into the Maelstrom, the one who will be saved is the one who will know how to use their intuitive intelligence in the face of the storm. How? By anchoring instinct to reason, so that “a non-rational logic” emerges, holding within new forms of conflict resolution and understanding of complexity. “Intuition is a homing instinct able to forage in areas where rationality would get lost,” explains the expert. His Intuitive Compass® is comprised of two axes: the North-South axis, which connects reason to instinct, and the East-West axis, the results and “play”. Through a quiz, each company can discover its position thanks to this “compass” and find new roads to explore. To create this model, Francis Cholle, a graduate from HEC, not only drew from his experience as an entrepreneur and business owner, but also from clinical psychology, the teaching of yoga and meditation, and operatic singing, fields that he practiced professionally, as well as many other areas of study and scientific research. His workshops or “Labs” have been taken on by several Fortune 500 companies, including L’Oréal, Estée Lauder, SAP-Business Objects, Bristol Myers Squibb, Hachette, Lagardère, Veolia and Ralph Lauren. He is the author of the bestseller L’Intelligence Intuitive (“To succeed in a different way”) and in English, of a book for leaders, The Intuitive Compass (Why the Best Decisions Balance Reason and Instinct).

You introduce the concept of play and techniques borrowed from the theater in your business workshops. Why?

Because the problems we need to solve today require solutions that we can’t access with traditional thinking strategies. It has been proven neurologically that play allows us to call upon layers of the brain where forms of intelligence only accessible through play, meditation, psychotropic drugs or dream reside. When we play, we are less in “self-control”, we are more open, more creative, and able to take more risks.

In what way is intuitive intelligence particularly important nowadays?

Because we have to realize that this “disruption” phenomenon that we are faced with now is not simply a passing phase to get through, but a new norm, a “new normal” that requires a fresh look at the world. We rediscover that change is really the only thing that never changes, whereas so far, we had a much more static vision of the world.

The models taught in business schools do not fit this new reality?

Things are changing everywhere, including in business schools. Nevertheless, I think students should get help rethinking their relationship with complexity: admit, on the one hand, that resolving complexity is a field where linear, logical and strategic ways of thinking are not adapted to the demands of “disruption”, and on the other hand, that the human race has never ceased to solve complex situations through hundreds and thousands of years, long before the rise of modern logic. It’s an innate aptitude of man that transcends culture and training, that we have access to at any given time. It’s this universal competence that I help leaders achieve in their companies, in a practical and concrete fashion, at the heart of new methods of management, change organization and realization, new approaches to their markets, their know-how and creation of value. It is what the next generation has to discover and learn to mobilize, in business and elsewhere.

Einstein said, “The intuitive mind is a sacred gift and the rational mind is a faithful servant.” You mention a Nobel Prize in Chemistry, Kary Mullis, who explains that his greatest discovery was made while he was driving, with an idle mind, far from his laboratory and research work. What does that tell us about intuition?

The IBM Global CEO study of 2010 revealed that close to two thirds of the leaders of small and large businesses, in 60 countries and 33 sectors, considered that creativity would become their most important skill during the next five years. In his latest book, Eric Schmidt, head of Google, explains that to face “disruption”, one has to rely more on good creative people than strategists. Other studies have showed that a large part of this creativity resides in our subconscious. We access it while we sleep, of course, but also through play or when our mind escapes the conscious straightjacket of rational thinking. I really like these words by a foundational scientist of quantum physics, Niels Bohr, “No, no, you are not thinking, you are only being logical!” It summarizes well the concept that thought is not limited to what we traditionally call logic, in science. Playing, like any other activity that allows us to disconnect from conscious logical thinking, therefore opens the door to creative intuition. The advantage of play is that it is an active mode that can easily be integrated inside work and collaboration processes. American medical researchers from the University of Washington used it a few years ago. In just three weeks, they obtained results they hadn’t been able to reach in ten years of research, by inviting non-scientist gamers to take part in an interactive game, Fold It.

During your Labs, you ask participants to remove their shoes. For what reason?

Shoes, just like ties or vests, are part of the prerogative of the professional “persona”, the character we build at work. By removing these accessories that contribute to the “persona”, we allow without any particular effort for the people present to be naturally more authentic, so they live less inside their heads and more inside their bodies, so they access what they feel more and their intellect less, and therefore access original creative information.

Describe to us the play session you use to create this realization that another form of deeper and more creative intelligence lies dormant inside us.

The group must recreate the alphabet, from A to Z, with closed eyes, one letter at a time, following alphabetical order, but according to a random order of participation of each member in the group. The group is not allowed to agree on a specific strategy prior or during the exercise. Participants are only allowed to speak to say a letter. No one knows who will speak or when. If two people say a letter at the same time or if the alphabetical order is not respected, we start over from the beginning. I face the group with a complex situation for which there is no preconceived solution. The logical mind is powerless when it comes to solving this situation, naturally complex. Nonetheless, the logical mind is called upon to respect the alphabetical order. However, the group always ends up succeeding. This demonstrates to leading executives that there is another way to solve problems than that of logical and strategic thinking. Participants need to keep their rational intelligence active, but also let another way of thinking emerge, that of non-rational logic.

What is the goal?

I want to recreate spaces and times where people function connected to each other on a very instinctive, universal, efficient level because it is beyond opinions, emotions and all expressions of separation. It’s a place that can give rise to a unanimity that could not be reached in another manner, and certainly not that fast, because we can always debate things forever. Culturally, we are very concerned with debating ideas. The goal is to reach a quality of relating to oneself and others that goes beyond the limits of the mental, rational and conscious mind, to accomplish a universal convergence that will open a previously unseen range of possibilities and reinvention. It’s a cathartic experience for each participant. Once this experience has been shared by the group, the executive committee for example, there emerges a sense of the possible and consensus. The quality of the interaction between the members of the group becomes completely different. New solutions appear and concrete actions can be decided upon. The next step is building precise and detailed action plans and allowing each participant to make these new solutions their own and become engaged in implementing them. Finally, the ultimate step is to establish these new practices in the daily life of the group and its participants. This requires support through time to fight individual and organizational inertias. Yet we manage, with time and particular care, to develop this new approach in a durable manner, and impress it on minds, work processes and thought patterns.

Your methodology is used by companies like L’Oréal, Lagardère, Estée Lauder Companies. Concretely, how does it work?

I worked recently with a subsidiary of a French multinational company in Japan, in the beauty industry. This group historically had difficulties breaking into the Japanese market. One of the problems is the adaptation of the company’s development model to the particularities of Japan, as much inside as outside the company. For example, the Japanese don’t deal with problems the way Westerners do. Their approach is contextual. The western way of thinking tends to face a problem straight on, like an arrow on a trajectory to its targeted objective, while Japanese people move forward progressively and according to a “hidden order” for the western mind. This is how they solve problems and lead projects. The alphabet game allowed the company’s executive committee to go beyond this very limiting cultural gap. It allowed the Japanese members of the executive committee to feel understood and the Westerners to better grasp the expectations of the Japanese. They managed to better work together and better overcome their challenges without having to understand all the nuances and differences of their respective managerial cultures. They’ve integrated the exercise and repeat it each time the committee meets, as if to find the same wavelength beyond their cultural differences. Once a group has perceived the depth and power of this process, they implement and use it. This allows them to immediately work better together and efficiently, rapidly, solve complex challenges born from the “disruption” they must face. The stakes and the speed of change are such that we have to learn new swift attitudes and new creative ways of thinking at the same time as we solve pressing issues.

Have you had results backed up by figures?

Yes, always. Our approach is built for that purpose. Most of my clients – companies with several billions in revenue and thousands of employees – like many companies today, are confronted with outdated business models, because of the global competition and digital newcomers, to the extent that some of them are experiencing losses. The reinvention of their business model was absolutely necessary. I’m thinking among others of Hachette Media (press) in the United States or Lagardère Unlimited (sports marketing) in Europe and Africa. In record time – less than a year – our approach allowed them to identify and implement the changes necessary, to get back on track with a viable business model, to regain considerable market shares and to reach a good level of profitability, in spite of a constantly changing competitive environment. “Disruption” doesn’t frighten them anymore. They are now equipped to face it.

Navigating the Shift to Play

Posted on October 19, 2015 by Bianca Le Mouël

Excerpted from Francis Cholle’s The Intuitive Compass, Jossey-Bass

If innovation is key to corporate success, and if play is the door to innovation, then the next logical question (logic does have it place!) is how to create a corporate atmosphere be part of every CEO’s mandate, and companies should be rated according to the level of playfulness of their culture in the same way as they are rated as a great place to work or as a socially responsible organization.

A number of practical steps can be followed to navigate this cultural shift toward play, which then can become easier than it seems.

Think about what play look like. It is personal, engaging, and interactive. It is often exuberant and messy. It is filled with light, color, and sound. When you think about play, you may instinctively think about a children’s playground or children’s toys. Now, think about corporate offices, or, more specifically, corporate boardrooms. There are lots of straight lines in boardrooms, (or perhaps, artistically, an elegantly curved accent wall); there is typically an imposing table made from fine polished wood or sleek metal. That table likely suggests a hierarchical seating arrangement that people intuitively understand: the boss will sit at the head of the table and the chief advisor will sit next to the boss or perhaps will anchor the other end. The rest of the employees will fill in the sides of the table. So, before the meeting even starts, everyone knows his or her relative importance. And everyone knows that polite behavior is expected: sit up straight, papers stacked neatly in front of you, a pen at the ready, smartphone close by in case of an emergency.

Dr. Marian Cleeves Diamond, one of the world’s foremost neuro-anatomists advocates the establishment of “playful environments.” I too believe that we need to create offices, boardrooms, and activities that engage our playful nature—a corporate sandbox or playground. We are playful by nature and efficient by necessity. So let’s embrace our nature, and less effort will be needed for the same, or better, results. When we do this we can break through the mental barriers that are keeping us stuck. Certain corporations are already doing this. Some of the things that they do to create a play-friendly atmosphere include:

– Allocating significant time in which employees are explicitly encouraged to play

– Creating, or giving employees access to, physical spaces that are conducive to play

– Giving employees implicit and explicit permission to “fail” or be “unproductive” in their pursuit of innovation.

You Already Have All the Resources You Need to Succeed

Posted on October 12, 2015 by Bianca Le Mouël

Excerpted from Francis Cholle’s The Intuitive Compass, Jossey-Bass

Play opens us up to the possibility that we don’t need more of anything—time, money, knowledge, and so on—in order to produce more. It is a radical idea, especially in business, where we often hear the argument the budgets are limited and therefore the ability to innovate is limited. How can you get the same result with half of the resources? How is that possible? It’s possible because human motivation is not linear; the way one person gets motivated is a complex function of many intertwined factors, which do not follow a linear continuum, but which can be greatly influenced by play. When we tap into the part of people that responds to play and inspiration, we unleash possibilities and huge potential for new sources of motivation that we could not have predicted or accessed otherwise. Thus when people are engaged in play, truly and deeply engaged, they lose track of time, they stop thinking about whether their paycheck is bigger today than it was yesterday, they form close and fruitful bonds with their playmates, they withstand discomfort and inconvenience, and more often than you might imagine, they create magic. Play moves people into an optimistic frame of mind, a place where they are more adaptable to change and more likely to improvise, and where they begin to dance in the groove of life. In that joyous groove, success and innovation become far more likely outcomes than they ever could be in an atmosphere of grinding unhappiness and perceived lack.

Take, for instance, a story of how dice games were invented, according to the ancient Greek historian Herodotus. In pre-Roman times, 2,500 year ago, the kingdom of Libya was suffering a famine that left it only able to feed half of its citizens. The Libyan king invented a game—sheep knuckle dice—and established a policy that every other day, every person in the kingdom, would do nothing but play sheep knuckle dice. They would not work, they would not just hang out, and they would not run errands for their grandma. And they would not eat. Such was the level of immersion the sheep knuckle dice provided that the people managed to survive an eighteen-year famine.

The Intuitive Compass™: a model for creativity and agility

Posted on July 6, 2015 by Bianca Le Mouël

Excerpted from Francis Cholle’s The Intuitive Compass, Jossey-Bass

The business world has been turned upside down by the rapid adoption of technological innovations and the globalization of many industries. Today, the creativity of corporate executives is increasingly called for in all areas of business, and courageous behavior is needed as much as creative thinking. Increasingly complex market scenarios laden with erratic disruptors require executives to have the confidence to step into the unknown and make decisions even in the face of confusion. Although traditional business thinking typically focuses on three- to five-year strategies created with sophisticated analytical processes and logical reasoning, this approach is no longer ideal. Because the future is uncertain expert systems software or scenario planning methodologies are at best limited tools. Today’s fast-emerging, often unpredictable scenarios call for an agile imagination to seize emerging opportunities, and a new model that allows for such.

The Intuitive Compass™ was designed to help us develop new behaviors and new ways to make decisions. It is a tool to help us access our instinct and leverage play in order to innovate, develop disruptive ideas, imagine new sustainable business solutions, and reinvent the way we approach value creation. The Intuitive Compass™ was invented to help organizations thrive in the new economy while enhancing the sustainability of our practices.

We’ve already begun to look at the influence of play in our approaches to innovation, the role of instinct in leadership and value creation and the tension that each faces: play lives in tension with our need for results, and instinct lives in tension with our cultural inclinations toward reason and logic. Play and instinct are the roots of creative imagination, and they both influence our behaviors at their core. We are instinctual beings by nature and logical beings by culture. The Intuitive Compass™ simply shows that linear efficiency and logic do not have to dominate our approaches to life and work, and it provides alternative ways to conduct business. It indicates how to balance and integrate the best of what both logic and instinct have to offer.

The Compass is organized around the usual four cardinal point one finds in a navigation compass: north, east, south, and west.

In the north you find reason (our capacity to conceive ideas and analyze data) and opposite, in the south, you find instinct (our capacity to survive and adapt). In the east you find results, representing the outcome of linear efficiency, and opposite, in the west, you find play, which represents an erratic process comparable to the creative process. This diagram shows play and instinct coming together in the southwest quadrant, where creativity can be unleashed. The Intuitive Compass™ is designed to help people better understand where creative ideas come from and how to access their own genius and uncover meaningful ideas. It make the complexity of the creative process simple to see and it provides a clear roadmap to creative problem solving.

Taking Stock of Today’s Business World

Posted on May 17, 2015 by Bianca Le Mouël

The best business leaders want to innovate, embrace change, and create new business approaches because they recognize the need to evolve. And yet in business too many leaders still do things by the book and stick to the logic of reason and results to the exclusion of other ways of thinking. Too many of us think and operate primarily this way, especially during difficult times. The uncomfortable reality is that disruptive ideas come from the combination of instinct and play, so we’re pretty much thinking backward when it comes to engaging innovation. We’re rearranging our companies rather than exploring the many ways we could create a completely different kind of company. Organization has the potential to add the most value when it follows creative imagination possibilities, no when it precedes it.

Popular thought says that by applying more analysis, focusing more on results, and working harder to get those results, we will get to the new and different. But that is not the case. This is a forceful approach to change, but it’s not actually a smart approach to change. It’s certainly not a very creative approach to change. Given this way to thinking, however it’s no wonder that we’ve developed business models that are hard to sustain. The fragrance industry, the car industry, and the media industry, for example, have all been predominantly operating in the same way for many years, still try to innovate with reason to get results, and still hoping that if they use the same business models and the same management models they will be able to capture the market, keep sales afloat, and maintain margins. But that is not in the cards. In fact, the odds have been against it all along.

On an even larger scale, it’s no wonder that we’ve developed economic models that are not sustainable and that contribute to dwindling resources, climate change, and pollution. The way we’ve been thinking about development has been through the linear, rational management systems. But life unfolds according to very different principles. Most likely, if we haven’t integrated the fundamentals of play, intuition, and instinct into our development models, it’s because we haven’t conceived of them in the first place. Yet they present a huge opportunity.

It’s clear that we have evolved, progressed, grown, and prospered through a model that largely excludes the fundamentals of our ecosystem. But we’ve reached a place where the disconnect is so big that we have no choice but to think differently–really differently–and innovate radically. Play, intuition and instinct show us how to do just that. They show how we can think in a way that includes the fundamentals of life, the randomness of play, and the power and adaptive nature of our instinct for survival while responsibly harnessing our propensity for aggression and leveraging our valuable scientific heritage and its instrumental tool called logic. And if we’re able to do that, then we’ll be able to innovate and change more easily. We’ll also be able to prosper in a way that is more balanced between cooperation and competition, without compromising our ecosystems, our survival, and our legacy for future generations.

Excerpted from The Intuitive Compass, Jossey-Bass, 2011.

How Your Office Space Can Affect Creativity and Innovation

Posted on April 14, 2015 by Bianca Le Mouël

Space affects moods. A beautiful space can make people happy; a small cramped office can make them feel depressed. But more important, space also affect behaviors and communication. Open space offices allow an easier flow of communication among team members and can convey a strong feeling of belonging, but they also can make it harder to focus. Separate offices allow for more privacy and concentration but can easily create silos that separate people and teams. Depending on what you’re trying to achieve, you need to be ready to manage space not only from a budgetary standpoint but also from the perspective of what it is your creative teams actually need in order to be creative and in a position to deliver the level of innovation your company needs. To achieve this, some companies will have to literally give away space–that is, to sacrifice space for its positive impact on the environment, the company culture and ultimately the creative output.

My observation was quite different. The open space, which offered an inviting round table nestled by a large staircase, was the only place in the office where different members of the product development team would spontaneously sit to discuss their projects. Account managers would stop there after coming back from client meetings to share the latest developments about those clients and their projects. In other words, it was the perfect spot for an informal communication and feedback loops. In the end, the precious open space was saved in spite of financial pressures.

Excerpted from The Intuitive Compass, Jossey-Bass, 2011.