1. http://www.buffalostate.edu/orgs/cbir/readingroom/theses/gonzadp.pdf 2. http://www.managerwise.com/article.phtml?id=561 3. http://www.scribd.com/doc/37635882/The-Leader-s-Guide-to-LateralThinking-Skills 4. http://creativity-leadership.com/category/creativity/ 5. http://www.craft-coaching.com/Downloads/CreativeProblemSolving.pdf 6. http://sixrevisions.com/creativity/how-to-create-creativity/ 7.

Adapt - to change something to suit different conditions or a different purpose, or be changed in this way ie change to meet requirements to become, or make somebody or something become, used to a new environment or different conditions - adjust to something

Adopt choose and decide to use something ie to take up something such as a plan, idea, cuse, or practice and use or follow it assume way of acing to assume an attitude or way of behaving

Lateral thinking is thinking that seeks new ways of looking at a problem Lateral leaders lead from alongside and inspire those around them and they develop other leaders, they develop new methods and seek to change the rules. They harness the abilities of others and inspire others by their vision, they ask questions and solicit ideas and delegate strategise treat staff as colleagues focus on direction nd innovation to achive results, empower people, hire based on talent, potential, creativity and attitude, encourage cre

Adopting a different point of view ppro

Adapting ideas that have worked in one environment and using them in another is one of the most successful of innovation techniques. Lets look at some examples. In 1916 a young American scientist and inventor called Clarence Birdseye went to Canada as a fur trader. He noticed that people in Labrador kept their food frozen in the snow for extended periods in the winter. When he

returned to the USA he developed this idea and launched a line of quick-frozen foods and persuaded retailers to stock them in freezers. He created the frozen food industry. Birdseye subsequently sold his business to General Foods Corporation and made his fortune. He saw a good idea, adapted it to his business environment and implemented it. Alexander Graham Bell studied the workings of the human ear. He adapted the idea of the eardrum vibrating with sounds into the workings of a metal diaphragm which led to his invention of the telephone.

Adopt And Adapt An Idea To Drive Innovation

A lateral thinking technique to help your creativity. By: Paul Sloane Paul Sloane is the founder of Destination Innovation (www.destinationinnovation.com). He writes and speaks on lateral thinking and innovation. His books, The Innovative Leader and The Leaders Guide to Lateral Thinking Skills, are published by Kogan-Page.

The ideas in this article are drawn from the author's book, The Leaders Guide to Lateral Thinking Skills, published by Kogan-Page. See below to order from Amazon.

Adapting ideas that have worked in one environment and using them in another is one of the most successful of innovation techniques. Lets look at some examples. In 1916 a young American scientist and inventor called Clarence Birdseye went to Canada as a fur trader. He noticed that people in Labrador kept their food frozen in the snow for extended periods in the winter. When he returned to the USA he developed this idea and launched a line of quick-frozen foods and persuaded retailers to stock them in freezers. He created the frozen food industry. Birdseye subsequently sold his business to General Foods Corporation and made his fortune. He saw a good idea, adapted it to his business environment and implemented it. Alexander Graham Bell studied the workings of the human ear. He adapted the idea of the eardrum vibrating with sounds into the workings of a metal diaphragm which led to his invention of the telephone. The motto of the Round Table is adopt, adapt, improve and it is an excellent guideline for implementing new ideas in your business. Taking ideas from other environments and adapting them for use in your situation is one of the best ways of implementing novel solutions. Amar Bhide of the Harvard Business School studied the origin and evolution of new businesses. He found that over 70% of successful start-ups were based on ideas that the founders had adopted from their

previous employments. They took a promising idea in a field they understood and made it better. The person who invented the roll-on deodorant was looking for a new way to apply a liquid. He copied an idea from another field, writing, where the same problem is solved. He adapted the concept of the ballpoint pen to create the roll-on deodorant. Samuel Morse was the inventor of morse code. He encountered a problem sending signals over long distances on the telegraph - the signal became attenuated and weak. Then one day when he was travelling by stagecoach he noticed how the coach changed horses at relay stations. He adapted this idea to put in relay stations for telegraphs that boosted the signal. In 1941 George de Mestral went for a walk with his dog in the Jura mountains in Switzerland. On their return he noticed that many plant burrs were attached to his trousers and to the dogs coat. They were hard to remove. He examined them under the microscope and saw that they contained tiny hooks that caught in the loops of his clothes and in the dogs hair. He developed an artificial material to mimic nature and in doing so he invented Velcro. If you have a problem try to force fit a link with a random event or animal or institution. Then adapt some ideas from that environment. Say your problem is how to motivate a lethargic team and you choose at random the Olympic Games, a tiger and a Ballet school. What sorts of ideas would that trigger? You might offer medals as recognition for top performers. You could keep records of who has achieved the fastest qualified lead or the fastest assembly time and post them on the wall or the extranet in the form of Olympic records. The tiger might suggest face painting as a trick for raising morale or it might suggest hunting you could have a treasure hunt in the office or organise a hunt for sales competition. And so on. The ballet school students practice all their exercises each day before they perform a dance. This might suggest a high-energy group practice session each morning before work proper begins. Ballet dancers practice in front of mirrors what if we installed systems that gave us feedback to build the teams motivation? Alternatively, try to adapt a combination between your organisations main strength and that of other organisations or people. Say you provide high level training courses and you choose at random a hospital then you might come up with the idea of a consulting accident and emergency clinic where people turn up with their problems and you help diagnose them on the spot. Or you may ponder that many people forget what they learn on training courses. In a hospital patients have ongoing physiotherapy sessions to aid recovery. This idea could be adapted so that you send out physio trainers to top up the learning of participants after they have completed their courses. Alternatively, if you think of the Boy Scouts then you might imagine a summer camp for some of your top clients or a bob a job campaign where you offer short introductory courses for new clients. Lateral thinking is about finding new ways to solve problems. It is very likely that the current problem you face at work today has been faced and solved by other

people. Maybe they were in your line of business or maybe they confronted a similar problem but in an entirely different walk of life. Why do all the brain work yourself when you can adapt someone elses idea and make it work for you? Tips for finding ideas you can adopt and adapt: Deliberately gather inputs from unrelated settings. Take time out to discuss your problem with people from entirely different backgrounds. If you are a businessman then ask a teacher or a priest or a musician. Read a different magazine, visit a different environment, see a foreign movie, drive a new route home, find some new inspiration in a different source. Place yourself in a different environment and it will help you see concepts and ideas you can adapt. If you visit an Eskimo in his igloo, like Clarence Birdseye, you may come back with an idea as good as the one that built the frozen food industry. Identify analogous situations in other fields and ask how they would be handled.

The Importance of Creative Thinking Skills in Executive Leadership

Posted on July 1, 2011 by TNT

1 My first essay in the field of creative leadership as part of my masters in creativity studies from Buffalo State, SUNY. I can now write papers in two equally annoying citation styles (APA & Legal). As a nod to the legal profession, I cited myself as a reference (see if you can find where) in my own paper: Creativity is quickly becoming the central guiding force in the world economy, displacing the importance of technology in recent years. As globalization, political turmoil, and other events combine to cause turmoil and even systematic upheaval, leaders must become increasing adept at adapting. It should be no surprise that corporate America is increasingly demanding leaders with strong creative skills. A recent study conducted by IBM ranked creativity as the most important skill needed in Chief Executive Officers (2010).

Leaders with strong creativity skills (referred to herein as creative leaders) are wellequipped to guide their organizations through the change and growing pains that accompany corporate renewal. Indeed, companies like Apple guided by powerful creative leadership teams, have become the shining stars of the US economy even during the most challenging economic times. Companies with creative leadership grow by creating entirely new markets (Apple, for instance, with its blockbuster consumer products) or by dominating existing markets like some pharmaceutical or entertainment companies that repeatedly deliver blockbuster drugs and movies. Given the importance of creativity in corporate leadership, it is somewhat puzzling why creativity is not a more common attribute in executive leaders. Part of this deficiency may result from the inherent difficult in measuring creativity. Even within the creativity field there is active debate about if and how creativity can be measured (this debate has not stopped the development of numerous so-called creativity tests) (Sternberg & Lubart, 1999). Furthermore, creativity is seemingly intertwined with the myths of the lone investor (like Edison or Tesla), eccentric scientist (Albert Einstein), renaissance master (Leonardi Da Vinci), or modern corporate leader (Steve Jobs at Apple), who, while classified as creative geniuses, are discarded as outliers beyond the range of ordinary experience. Because of these difficulties, executive training (i.e. MBA programs) have taken a results-oriented approach by offering courses in innovation process and new product development but have neglected to teach creativity as a distinct but learnable leadership or thinking skill. Some business schools have attempted to spur the creativity of their students by exposing them to various artistic disciplines over ten-week immersion periods (Allio & Pinard, 2005). This approach has had some benefits but at best represents a partial solution as even these authors have noted that [i]mproving corporate creativity is a systematic challenge (p. 51). The result of substantial investment in innovation, innovation training, and ad hoc creativity training has had widely varying outcomes, but has produced few leaders who are truly creative. Current research in creativity suggests that there are at least seven different distinct creative thinking skills (diagnostic, visionary, strategic, ideational, evaluative, contextual, and tactical thinking) (Puccio, Murdock, & Mance, 2005). Because most of these thinking skills (diagnostic, strategic, evaluative, contextual, and tactical thinking) are covered in traditional leadership writings (at least to some degree), this paper focuses on visionary, strategic, and ideational thinking. The presence (or absence of) these thinking skills is often the difference between leadership that is truly creative or is unoriginal, traditional, or even formulaic.

Visionary thinking is defined as conceiv[ing] of the result you want to create (Fritz, 1989, p. 51). The practice of creating a mental picture (i.e., mental creation) of a desired outcome is the first step to generating a unique idea or concept, which is eventually transformed into physical reality (Covey, 2004, p. 99). Visionary thinking constitutes an essential skill for leaders as part of their opportunity and responsibility to chart the course for their respective organizations (Maxwell, 2007, p. 35). Visionary thinking and leadership includes both conceiving of the vision and the communication of that vision: A prime leadership skill will be to envision some desired future state of being, and to inspire others to understand and share that vision. (Morden, 675, 1997). Visionary thinking is sometimes used to develop mission statements that help guide individuals, departments, or organizations towards a desired destination (Rampersad, 2001). Strategic thinking involves identifying the critical issues that must be addressed and pathways needed to move towards the desired future (Puccio, Murdock, & Mance, 2005, p. 62). Strategic thinking connects visionary thinking with ideational thinking by pinpointing the gaps between the desired outcome and current reality with these differences being formulated into challenges (strategic objectives) to be achieved or solved through ideational thinking. Ideational thinking has been defined as producing original mental images and thoughts that respond to important challenges (Puccio, Murdock, & Mance, 2011, p. 171). Ideational thinking is the process of generates numerous alternatives ideas for resolving the gap between the vision and current reality. Ideation is the grunt work which often precedes the birth of a new idea that becomes the foundation of an effective solution that is becomes critical to the eventual realization of a particular strategic objective. The first step involved in creative thinking is assessing the situation through diagnostic thinking. Diagnostic thinking involves [m]aking a careful examination of a situation, describing the nature of a problem, and making decisions about appropriate process steps to be taken (Puccio, Murdock & Mance, 2005, p. 62). In the business world, diagnostic thinking has largely occurred via gathering data as market research or strategic planning. In some situations, slavishly following data can sometimes lead to massive debacles such as the failed product launch of New Coke in 1985 (Lamoreaux, 2001). In that case, comprehensive marketing testing confirmed that consumers preferred the test of New Coke over Pepsi or the old Coke formula. Yet after product launch, New Coke was quickly withdrawn as consumers vigorously objected to the replacement of old coke with New Coke as destroying an important piece of Americana (Lamoreaux, 2001, p. 647).

Creative leaders are able to formulate a coherent vision and act boldly even in the absence of the data, or where it could be misleading, conflicting, or altogether incorrect. In a world full of increasing complexity and change, CEOs recognize that they can no longer afford the luxury of protracted study and review before making choices (IBM, 2010, p. 27). Instead, they are learning to respond swiftly with new ideas to address the deep changes affecting their organizations (IBM, 2010, p. 27). When creative leaders have strong visionary thinking skills, they can produce new ideas, products, or services that can revolutionize the world. Steve Jobs of Apple, Inc. is an example of a visionary creative leader whose companys products heavily reflect his personal design insights and philosophies. When a journalist asked what consumer and market research Apple had done to guide the development of the new product. None, Mr. Jobs replied. It isnt the consumers job to know what they want (Lohr, 2011). By combining business acumen with his legendary design skills (a form of visionary thinking) of consumer products, Steve Jobs has repeatedly created blockbuster consumer products (iPod, iPhone, iPad, etc.) to become one of the worlds most valuable companies with $27 billion in sales in the first quarter of 2011 (Goldman, 2011). Sometimes visionary leadership is exercised, not be generating a specific vision, but instead by adopting and supporting the creative vision of another and courageously bringing it into reality in spite of opposition. Peter Chernin, Chairman of CEO of Fox Entertainment Group, displayed such visionary leadership when he and Jim Cameron committed to producing the movie Titanic based on his instincts and Camerons extraordinary vision. (Chernin, 2001, p. 248) At first, this decision appeared to be disastrous as the epic movie started off $15 million over budget before ballooning to nearly double its $115 million budget (at a time when an average movie budget was $50 million). But after opening, these losses quickly turned into enormous profits as Titanic posted record-breaking numbers in international markets. Executives with strong visionary thinking skills literally create the future and thereby arrive at the destination significantly before their competitors. These visionary thinking skills pay off for years to come as their organizations can often leverage their first- or early-mover advantage into market leadership for years to come (like Amazon, EBay, Apple, Google, etc.). In addition, strong visionary thinking skills prevent leaders from overlooking opportunities within existing markets (For instance, in contrast to Apple, Sony failed to dominate the MP3 player market despite long-standing dominance with personal music device markets). While most leaders engage in strategic thinking as part of traditional strategic planning processes, creative leaders are more likely to generate unique strategies and obtain truly remarkable outcomes. This is because visionary, strategic, and ideational thinking

combine to generate a larger quantity and higher quality of alternatives than could be obtained without creative thinking skills. Creative leaders also view strategic planning as an ongoing and iterative process rather than a once-a-year, formal event: Standout CEOs expressed little fear of re-examining their own creations or proven strategic approaches. In fact, 74 percent of them took an iterative approach to strategy, compared to 64 percent of other CEOs. Standouts rely more on continuously reconceiving their strategy versus an approach based on formal, annual planning. (IBM, 2010, p. 26). Instead of generating unique alternatives like Apple, which expanded adjacently from computer hardware to consumer music hardware and distribution, executives with lower creativity skills will tend to follow traditional business wisdom and deploy algorithmic strategies regardless of the complexities of the situation. For example, they might acquire competitors, change their distribution strategy, focus on customer service, and so forth. Strong ideational thinking skills are very helpful to all executives, but especially in certain industries such as the pharmaceutical or entertainment industries that rely heavily on the protections of intellectual property rights. In these industries, executives are under never-ending pressure to produce blockbuster hits faster than old patents expire or entertainment becomes an irrelevant consumer relic. When executives have strong ideational thinking skills, they can turn their organizations into powerhouses of ideational thinking that can produce a constant stream of new wonder drugs or chart-topping hits. Ideational thinking is also very helpful in manufacturing and high-tech industries that require constant process improvement or an entirely new way of doing things in order to remain competitive. Strong ideational thinking skills not only entails of thinking of new ideas, but also finding ways to develop a culture that supports the development of new ideas. For example, a nationally recognized food service company supported the implementation of process improvements and realized millions in savings annually by installing a knowledge management data base. This data base contained thousands of minor process enhancements developed at each of its various plants throughout the country and could be reviewed by plant operators to transfer best practices throughout the company in a cost-effective manner (Prince, 2011). In conclusion, creative leaders can use visionary, strategic, and ideational thinking to develop a clear vision of a compelling future and identify the best pathways and alternatives to reach the destination. Creative leaders push their organizations to reexamine existing business models and paradigms, frame challenges carefully and in a positive manner, and develop solutions that are novel yet appropriate to the context.

With strong creative leaders, companies can discover opportunities in even mature or saturated industries, disrupt new industries, or even create new markets. Personal Reactions to Research After reading the research, I have concluded that the creative problem solving method (CPSM) and thinking skills model offers a robust framework that can be overlaid on current writing and research on leadership and management. Current leadership writing lacks a theoretical framework to address creativity that can be supplied by CPSM, particularly the seven thinking skills that comprise the creative thinking skills model. From research, it appears that the business world usually engages in processes that resemble CPSM but is more haphazard and less thorough than with CPSM. CPSM training would help companies separate their divergent and convergent thinking processes, resulting in better ideas that are thoughtfully evaluated and implemented. Some examples illustrate this point. I found leadership articles that extolled the virtue of visionary leadership but did not really explain what it means to be visionary or how to be visionary (other than extolling specific visionary leaders or the use of mission statements) (Rampersad, 2001, p. 213). With the thinking skills model, visionary thinking is treated as distinct, learnable competency with tools such as wishful thinking (Puccio, Murdock, & Mance, 2011, p. 145), storyboarding and storytelling to assist in visionary thinking. As a side note, I am interested in doing further research and writing on visionary thinking as it frequently gets glossed over because it equated with either brilliant minds (outside of the range of common experience) or as daydreaming (which it is). Leadership writings also gloss over the role of ideation in generating unique alternatives that are necessary if a strategic plan is actually to comprise new or disruptive thinking. Older companies in established industries can learn to act like disruptive companies (usually newer or smaller) by developing ideation as a key competency. I would be interested in doing further reading that looks at the differences in ideational practices and processes (or lack thereof) that are employed between companies in different industries. From reviewing publications such as the IBM study on CEO (2010), it is clear that business world recognizes the need for creative leadership. It is equally clear, however, that business schools and commentaries lack training and experience in the creativity fields, and as a result, have resorted to ad hoc training methods in creativity. One article I found discussed how a particular business school used a ten-week immersion program in artistic mediums as way to stimulate creativity, though the authors noted that [i]mproving corporate creativity is a systematic challenge (Allio & Pinard, 2005, p. 51).

CPSM could fill the need for creativity training that is currently experienced in the business world and in leadership literature as a gaping void. How might we take CPSM and creativity training into the business world and education? References Allio, R. & Pinard, M. (2005). Innovations in the classroom: Improving the creativity of MBA Students. Strategy & Leadership, 33, 49-51. Chernin, P. (2002). Creative leadership: The strength of ideas: The power of the imagination. Vital Speeches of the Day, 68(8), 245. Covey, S. (2004). The Seven Habits of Highly-Effective People. New York: Free Press. Fritz, R. (1989). The Path of Least Resistance: Learning to become the creative force in your life. New York: Fawcett-Columbine. Goldman, D. (2011, January 18). Apple sets new record with sales of $27 billion. CNNMoney. Retrieved from http://www.cnnmoney.com IBM (2010). Capitalizing on Complexity: Insights from the Global Chief Executive Study. Retrieved from http://www.ibm.com Lamoreaux, N. (2001). Reframing the past: Thoughts about business leadership and decision making under uncertainty. Enterprise & Society, 2(4), 632-659. Lohr, S. (2011, January 18). Can Apple Find More Hits Without Its Tastemaker? The New York Times. Retrieved from http://www.nytimes.com Maxwell, J. (2001). The 21 Irrefutable Laws of Leadership: Follow Them and People Will Follow You. Nashville, Tennessee: Thomas Nelson. Morden, T. (1997). Leadership as Vision. Management Decision, 35, 668-676. Prince, F. (2011). Interview by T.N. Turner [Written]. Creativity Cruise Seminar. Puccio, G., Murdock, M., & Mance, M. (2005). Current developments in creative problem solving for organizations: A focus on thinking skills and styles. Korean Journal of Thinking & Problem Solving, 15, 43-76. Puccio, G., Murdock, M., & Mance, M. (2011). Creative Leadership: Skills that drive change. Thousand Oaks: SAGE Publications.

Rampersad, H. K. (2001). A Visionary Management Model. The TQM Magazine, 13, 212-213. Sternberg, R. & Lubart, I. (1999). The Concept of Creativity: Prospects and Paradigms. In R. Strenberg (Ed.), Handbook of Creativity (pp. 3-31). Cambridge University Press: New York. Posted in Creativity | Tagged Creative Problem Solving Method, Creative thinking | 1 Reply

50 Great Quotes on Vision

Posted on May 15, 2011 by TNT

Reply This posting is a re-posting of an awesome blog entry appearing at the following web link. All credit belongs to the original author. 1. If you can dream it, you can do it. - Walt Disney 2. Whatever you can do or dream you can, begin it. Boldness has genius, and magic and power in it. Begin it now. - Goethe 3. The greatest danger for most of us is not that our aim is too high and we miss it, but that it is too low and we reach it. - Michelangelo 4. Its not enough to be busy, so are the ants. The question is, what are we busy about? - Henry David Thoreau 5. You dont lead by pointing and telling people some place to go. You lead by going to that place and making a case. - Ken Kesey 6. Your vision will become clear only when you look into your heart. Who looks outside, dreams. Who looks inside awakens. - Carl Jung 7. The empires of the future are empires of the mind. - Winston Churchill 8. If you want to build a ship, dont herd people together to collect wood and dont assign them tasks and work, but rather teach them to long for the endless immensity of the sea. - Antoine de Saint-Exupery 9. Vision is the art of seeing things invisible. - Jonathan Swift

10. Management has a lot to do with answers. Leadership is a function of questions. And the first question for a leader always is: Who do we intend to be? Not What are we going to do? but Who do we intend to be? - Max DePree 11. Vision without action is a daydream. Action with without vision is a nightmare. Japanese Proverb 12. The best way to predict the future is to create it. - Alan Kay 13.Where there is no vision the people perish. - Proverbs 29:18 14. Vision without execution is hallucination. - Thomas Edison 15. Leadership is the capacity to translate vision into reality. - Warren Bennis 16. If you limit your choices only to what seems possible or reasonable, you disconnect yourself from what you truly want, and all that is left is a compromise. - Robert Fritz 17. Create your future from your future, not your past. - Werner Erhard 18. To the person who does not know where he wants to go there is no favorable wind. - Seneca 19. Youve got to think about big things while youre doing small things, so that all the small things go in the right direction. - Alvin Toffler 20. To accomplish great things we must dream as well as act. - Anatole France 21. A possibility is a hint from God. One must follow it. - Soren Kierkegaard 22. A leaders role is to raise peoples aspirations for what they can become and to release their energies so they will try to get there. - David Gergen 23. The very essence of leadership is that you have a vision. Its got to be a vision you articulate clearly and forcefully on every occasion. You cant blow an uncertain trumpet. - Theodore Hesburgh 24. Determine that the thing can and shall be done and then we shall find the way. Abraham Lincoln 25. Dreams are extremely important. You cant do it unless you can imagine it. -George Lucas

26. Cherish your visions and your dreams as they are the children of your soul, the blueprints of your ultimate achievements. - Napoleon Hill 27. Pain pushes until vision pulls. - Michael Beckwith 28. Vision animates, inspires, transforms purpose into action. - Warren Bennis 29. The master of the art of living makes little distinction between his work and his play, his labor and his leisure, his mind and his body, his education and his recreation, his love and his religion. He hardly knows which is which; he simply pursues his vision of excellence in whatever he does, leaving others to decide whether he is working or playing. To him he is always doing both. - Buddha 30. Rowing harder doesnt help if the boat is headed in the wrong direction. Kenichi Ohmae 31. Its not what the vision is, its what the vision does. - Peter Senge 32. In the business world, the rearview mirror is always clearer than the windshield. Warren Buffett 33. A leader will find it difficult to articulate a coherent vision unless it expresses his core values, his basic identity. One must first embark on the formidable journey of selfdiscovery in order to create a vision with authentic soul. - Mihaly Csikszentmihalyi 34. The best vision is insight. - Malcolm Forbes 35. You have to know what you want. And if it seems to take you off the track, dont hold back, because perhaps that is instinctively where you want to be. And if you hold back and try to be always where you have been before, you will go dry. - Gertrude Stein 36. The gift of fantasy has meant more to me than my talent for absorbing positive knowledge. - Albert Einstein 37. I try to learn from the past, but I plan for the future by focusing exclusively on the present. Thats were the fun is. - Donald Trump 38. Every man takes the limits of his own field of vision for the limits of the world. Arthur Schopenhauer 39. People only see what they are prepared to see. - Ralph Waldo Emerson

40. The most pathetic person in the world is someone who has sight, but has no vision. - Helen Keller 41. Good business leaders create a vision, articulate the vision, passionately own the vision, and relentlessly drive it to completion. - Jack Welsh 42. A vision is not just a picture of what could be; it is an appeal to our better selves, a call to become something more. - Rosabeth Moss Kanter 43. If I have seen farther than others, it is because I was standing on the shoulders of giants. - Isaac Newton 44. The future belongs to those who see possibilities before they become obvious. John Scully 45. If one advances confidently in the direction of his dreams, and endeavors to live the life which he has imagined, he will meet with success unexpected in common hours. Henry David Thoreau 46. Keep your eyes on the stars and your feet on the ground. - Franklin D. Roosevelt 47. Looking up gives light, although at first it makes you dizzy. - Rumi 48. You cannot depend on your eyes when your imagination is out of focus. - Mark Twain 49. In order to be a realist, you must believe in miracles. - - David Ben-Gurion 50. The real voyage of discovery consists of not in seeking new landscapes but in having new eyes. - Marcel Proust Posted in Creativity | Tagged Imagination, Vision | Leave a reply

Choosing the Right Creative Medium

Posted on May 1, 2011 by TNT

Reply Strange as it seems, the easiest way to increase your productivity and creative success is choosing the right medium in which to work. When taken to extreme, this point is obvious. Take Frank Lloyd Wright out of the architectural studio and put him into a recording studio, and you would probably have a lousy musician and fewer architectural

landmarks. Yet many would-be creators flounder for years in a medium that is either partially or completely inappropriate. There are four key issues to explore when trying to identify your best creative medium: (1) Resources; (2) Scope; (3) Publication; and (4) Rewards. Resources: Talent The first question to ask yourself is, What am I naturally good at? If this question is hard for you to answer, you might ask the opposite question, What am I not good at? If you answered the second question with your current medium (or job description), you have a problem! While it is true that you can always develop talents in areas where you are less gifted naturally, a much more productive and satisfying route (says books such as Strengths Finder etc), is to work in a medium that is consistent with your natural strengths (talents). A personal example illustrates this point well. A while back I joined Toastmasters to improve my public speaking ability and was enjoying it marginally. But then I realized that I was never going to be a great speaker, no matter how many hours I devoted to improving my abilities. In contrast to public speaking, writing has always been extremely rewarding both personally and professionally and has always come naturally. As I resumed my efforts to improve my writing skills, I was doubly rewarded. Not only did my creative output increased significantly (more than triple), but I identified a new interest that I find extremely important and rewarding the field of creativity. Skills The second question to ask is What skills have I developed by education and training? My educational background and training is as a legal writer and lawyer. In this aspect of my life, my natural talent for writing and acquired skill as a legal writer (via law school and law firm training) have worked together to produce good results professionally and personally. But in another area that of developing board games I have a natural talent, but I have not developed the necessary skills to be successful in this endeavor (yet). Ever since I was a child, I have loved playing board games, especially strategy games. My younger brother has refused to play games with me on the grounds that he was grown weary (his words) of being victimized. This talent for playing board games has

sprouted into a foray into board game design where I developed multiple board game prototypes, one of which is actually fun to play (a feat much harder than it seems). While developing the prototypes was relatively easy, I ran into a creative brick wall in terms of making games with that magical addictive quality that encourages repeat play and loads of sales. Additionally, I have had a near-impossible time get a game published in final form as I lack the necessary art, graphic design skills, and publishing contacts. Money, knowledge, experience, etc. To a certain extent, resources can compensate for deficiencies in talent and skill, especially where a project requires multiple sets of talents or skills. For example, you could hire an illustrator to provide illustrations for your novel. Returning to my board game example, I could obviously hire or partner with some that has the artistic skills that I lack to complete the project and bring it to market. Another solution is that I could take a large number of art and graphic design classes so that I could complete the project myself. However, it is generally unwise to invest substantial time and money into developing a skill (graphic art) where you lack natural talent or where your interest is, at best, lukewarm. As an alternative, I have explored the related medium of cell phone game development but have run into the same lack of skill and contacts in that area as well. Interest Creators often focus too much on their personal preferences (interests) in terms of choice of medium and subject matter and fail to consider other factors like talent, skill, resources, scope, publication, or rewards. With this happens, creators follow their bliss but then run into significant roadblocks that frustrate progress and are not easily (or quickly) overcome. The other error is to entirely ignore their interests and start a project in a medium or subject matter they dont particular like. Then they wonder why it feels like they are walking in mud carrying a piano on their back when working on the project. I did this once when I got 40 pages into a book project only to discover that the topic (how to do well in law school) was something that I actively disliked. I had chosen the project because of its prospective for commercial reward was higher than all my other projects and because I had experience in the subject matter. One important thing about interests is that they often negotiable or capable of modification. For example, my interests in writing and board game development are

roughly equal. But due to the fact that my talents, skills, and resources are several times greater as a writer great than as a game developer, it makes more sense to invest my time and energy into writing for the present time, which is why I now write three blogs. Scope: Many creative projects have sunken and shipwrecked on the sandbar of scope. A basketball player, fresh off of his first victory, would never (in his right mind) go out and try out for the NBA. This seems absolutely ludicrous in the sports world, but in the creative world it happens every day. A writer will try to write his masterpiece of fiction on the first try (never have written even a short story). The musician may expect a number one hit while the composer tries to create his Handels messiah. The painter seeks to create his Sistine chapel. Creative types are often (but not always) low on bean-counting tendencies with the end result being many abandoned projects and unfinished works. A biblical story provides a relevant example of a man who sets out to build a tower but is then laughed to scorn by onlookers when the man realizes he lacks the resources necessary to complete the tower. The moral of the story is to always count the cost before starting a large undertaking. If I have learned one thing as a creator, it is to shrink scope (either by choosing a smaller project or a more appropriate medium) until projects are completed every time. And once that occurs, you can start attacking larger projects by breaking them into small pieces, creating the pieces, and then assembling the parts into a whole. As a writer, I have found much greater productivity and fulfillment when I changed my project scope from a full-length book to short essays. An unexpected benefit was that my output increased dramatically. Not only did I spend more time writing (2-3X), but I produced better quality material (2-3X faster). The end result of reducing scope was a 4-9X gain in output. Interestingly, it has been only by reducing scope that, I believe, will enable me to complete future book projects. The primary challenge is regards to scope is to make it small enough so that the project is manageable yet large enough so that the project has value. The key, as has been discussed earlier, is to break the projects into pieces, create the pieces, and then assemble them together. Publication: A nearly universal need for creators is to see their works in final, published form. It is hard to imagine someone slaving away at writing a long manuscript, only to hide in a

P.O. Box never to be read or published. That said, when a creator cannot get a project in final form and/or publish it, the end result is often a large degree of frustration. When choosing a medium, it is important to keep the end goal of publication in view. Creative projects have roughly three stages draft stage, final form, and publication. Anyone can write a book and get it in final form, but getting it published with a mainstream publisher is a difficult task. One of the reasons that blogging is so popular is that it represents instant publication (often of draft material). Some projects are easy to produce in draft form (a model building), but publication is ridiculously difficult (like constructing a skyscraper). Before you select your ideal creative medium, keep in mind your personal need to see something in final form and/or published. If you really want to publish something, you might choose an easier medium (sketch versus oil painting) or smaller scope (essay in a magazine rather than a book). You should also resolve how you will overcome any challenges related to final form and/or publication within your particular medium. If you cannot at the present time resolve challenges with publication, you may find it most productive to work in other mediums until you have obtained the necessary skills or resources (money, publishing contacts, experience). Rewards: Most people work creatively for a variety of reasons. Creators often experience great personal satisfaction from working on a project and seeing it move from idea to tangible reality. Creators often seek to have their works appreciated in terms of winning approval from a general audience or certain evaluators within that audience (like art critics or professional evaluators). Creators might achieve secondary career benefits like achieving tenured status at a university or picking up additional creative gigs. Creators may be trying to help society in general by creating a drug to cure a disease, or to solve a challenge faced by a specific organization. In addition, creators very often want to get paid so they can devote more of their life to creative projects and less to their day job. It is important to understand what rewards you are personal seeking as this may have a large impact on the medium you choose. For instance, if I was exclusively concerned with money, I should probably find away to finish my law school book as it has great market potential. Alternatively, because I enjoy writing about creativity more so if it is personal satisfaction I seek, I should write on that.

Ideally, the medium you choose will offer you the rewards you are seeking, including in terms of the relative importance of the different type of rewards to you. However, keep in mind that if you merely creating for money, you make lack the passion and persistence you need to make the project successful. Final Note: Keep in mind that issues surrounding resources, scope, publication and rewards will change over time. That means that as you start out, you might choose an easier medium with a greater certainty of a small immediate reward. Over time, you might undertake projects in a more difficult medium or a more challenging project within the same medium. In addition, you may find that, in time, you have developed the needed skills and resources and go back and finish projects that, at one time, you could not complete. Either way, if you pay attention to these issues, you will see more creative success, as you define it. Posted in Managing Creativity | Leave a reply

Creative Discipline: An Oxymoron?

Posted on January 15, 2011 by TNT

Reply Developing creativity is definitely one the most personally rewarding activities that a person can pursue, but it comes with certain challenges. Once the fire hydrant of creativity is uncapped, it can be difficult to manage. Once you learn how to generate new ideas, the greatest challenge is to cope with the infinite possibilities that follow. The greatest challenge of a highly creative individual is to finish projects. Leonardo Da Vinci, arguably the greatest creative mind ever, left behind a number of unfinished paintings and projects. This is because it is infinitely easier to brainstorm ideas for potential projects than it is to actually develop and complete them. Without substantial creative discipline, creativity may prove somewhat frustrating as one can move from project to project and idea to idea without ever accomplishing anything or getting a project into final form. Finishing projects requires a commitment to select, cultivate, and develop a particular idea, while putting on hold the new ideas that assuredly come while still working on the chosen project. 5 Ways to Develop of Creative Discipline 1. Select creative projects very carefully before starting them

2. 3. 4. 5.

Start with a project that is small in scope Break project into bite-sized pieces Work on your project on in a small but meaningful way on a regular basis Manage distractions, avoid starting new projects, but keep track of new ideas

In Choosing between multiple creative concepts, I discussed how to select among creative projects. As a general rule, keep shrinking the scope of projects until you actually finish them nearly every time. And then grow from there. It doesnt do much good to start another massive undertaking, only to abandon it like all the others. It is far better to develop the habit of completing small projects than starting large ones and not finishing them. Taking this approach has two benefits. First, you will improve your technical skills as a creator and in your particular medium, allowing you to work more efficiently and thus, increasing the chance you will complete a larger project. Second, you will grow in confidence and self-discipline, allowing you to gradually take on and complete larger and larger projects. As the scope of a project increases, so does the importance of breaking it into bite-sized pieces. The saying how do you eat an elephant? One bite at a time is as true as is it trite. Some projects are more easily broken into pieces than others. If you are writing a book, create an outline of all the chapters, fill in the outline, and then write one chapter at a time. To develop creative discipline, you should work in your medium on a consistent basis. It does not matter whether you practice your craft once a day, week, or month so long as you are absolutely devoted to your chosen frequency level. Practicing more often, however, will help you perfect the tools of your craft and will help you gain creative momentum and discipline. Success breeds more success, and completed projects will follow completed projects. For writers, blogging can be effective tool to improve your writing skills (especially if you plan and revise each entry). One of the reasons that blogging is popular is that it breaks writing into manageable pieces that dont necessarily needed to be completed in a particular sequence (or at a given quality level, for that matter). A photographer might do a weekly photo journal. A chef might try a new recipe each week. An artist might sketch or paint regularly.

Try to invest your regularly scheduled creative practice time into your current project instead of new or multiple projects. You must resist the temptation to switch projects or work on multiple projects, until after the current project is done. When you get ideas for new projects, record them in detail in a journal kept for that specific purpose. I find that it is helpful to keep track of which projects are active, completed, on hold, or abandoned. Over time, you may find that you can complete two (maybe three) small projects on parallel paths with success. But if the scope of any of the projects is large, this will likely lead to abandoned projects unless you have developed significant creative discipline. Posted in Managing Creativity | Leave a reply

Choosing between multiple creative concepts

Posted on December 15, 2010 by TNT

Reply A commonly overlooked challenge faced by creative individuals is how to decide which ideas to develop. Once the fire hydrant of creativity becomes uncapped, it is difficult to cope with the flood of new ideas and potential projects. Without careful selection of which ideas to develop, creative individuals will offer suffer from cant-finish-a-project-itis. The challenge is that ideas for new projects keep coming faster than current ideas can be turned into final form. This problem increases exponentially as an individual gets better at generating quality ideas or where the scope of project is substantial and completion is time-consuming. To make matters worse, usually the most new and exciting ideas come right as momentum on the current project starts to wane. A natural inclination is to put the current project on hold temporarily, with the sworn intention to return. But by the time you return to project, you have five new ideas, even better than the first. And so it goes. On a personal note, I discovered that I had more ideas for projects (essays, books, board games, cell phone games, and service organizations) than I could ever complete. I also realized that I traditionally employed a very minimal decision-making process before deciding whether to start a project. If I liked an idea, I started it, usually immediately. If I really, really liked it, I made significant progress on the project running into a creative road block, often resulting in another abandoned project. Since then, I have developed a number of criteria for deciding whether to start and commit to a project. You may find, as I have, that a large number of abandoned projects

would never have been started in the first place if you had employed these and other relevant criteria before undertaking them. Project Considerations: Scope: How big is this project? How much time will it take? Can I reduce or enlarge the scope of the project if warranted by other considerations? Bite-sized Steps: Can I break it into manageable pieces? Do the pieces have to be completed in a particular order? What is the best sequence or plan to complete the project? Resources / Skills / Knowledge: Do I have all the resources (materials, tools, skills, knowledge, time) I need to complete the project? If I am missing certain resources, knowledge or skills, how easily can they be obtained? Can I hire or partner with others to complete the parts of the project where I lack the necessary skills or knowledge? How much will the project cost to develop and complete? Can I share these costs with other people or projects, or find a third-party to subsidize these costs? Pre-Project Planning: Should I do pre-project research before I start such as preliminary research, outlines, drafts, or models before deciding to undertake the project? How extensive is the necessary research? Market Demand:

Should I do market research to search for competing products, services, or art? Is there a market demand for this project? Partners/Team: Can I collaborate with a partner(s) or hire some on to help with this project? What are the attributes of an ideal partner? Can I find an acceptable partner? Can I put together the right team of individuals to help? Have I addressed the monetary or copyright / trademark / patent issues involved in collaborative projects? Process: What is my project plan? What process will I use in creating the project? Will I employ multiple drafts? How will I produce the project in final form? Challenges: Is there are a particular part of the project that will cause you more difficulty? What creative challenges or road blocks do you anticipate? How can you overcome them? Should you resolve the potential challenges before starting the project, or will it be necessary to work through the problems as they arise? Completion / Quality: Can this project actually be completed? When will I know when it is done?

What level of quality is desired for this project? Publication / Final Form: Do you have the resources to have the project produced or published in final form? What barriers may arise to producing or publishing the project in final form? How can these challenges be overcome? Project Timing: Is this the best time for this project? Would this project make more sense in the future after additional resources, knowledge, or skills have been acquired? Is there another project that I should start, work on, or complete first? Other Projects: How does the project impact current or future projects? Will this project give me new ideas, knowledge, skills, or abilities that are transferable to other projects? Will this project detract or take away from other projects? Personal Considerations & Motivation: Purpose: Why do I want to do this project? Is this stated purpose really the true purpose for this project? What purpose(s) if any does the project serve? Will it help someone else or myself? How will the project impact you or others? Passion:

Am I passionate about this particular subject matter, medium, or project? Is this project something I love working on? Will I enjoy the process of creation or the final product more? Commitment: How committed am I to this project? What factors may influence my level of commitment to this or other projects? How can I develop the commitment necessary to finish this project? How can I know or understand my commitment level to this project? Energy/Timing: Will this project add to or drain my energy levels? Will I be in a better position to work on the project in the future when I am/have ___________? Is this the right time to do this project? Will there be a better time? Should I wait until I am better equipped to deal with the challenges inherent in this project? Medium/Talents: Is this the best medium for me to work in? Is there a better medium more adapted to my interests or strengths? Does the project leverage my strengths? Does it require me to overcome my weaknesses, develop new strengths, or improve existing strengths? Opportunity: Is this the highest and best use of my time?

What will I have to give up by working on this project? If I only could do one more project, what would it be? What rewards will I gain if I complete the project? Audience: Who is my audience(s) others, myself, critics, or commercial market? Who are the relevant / possible evaluators of the project? Are there multiple audiences? Which audience is most important? Success: What does success look like for this project? Completion? Appreciation by self, others, or critics? Commercial success? Questions for Thought and Comment: What decision-making process to you use in deciding which projects to work on? Has this help you create more effectively? If so, how? If not, why not? Posted in Creativity | Tagged Creativity, left-brain thinking, projects | Leave a reply

Common Misconceptions about Creativity

Posted on November 15, 2010 by TNT

Reply Misconception # 1 Creativity and artistic ability are the same Creativity means different things to different people. Usually, when someone asks, Are you creative, they are actually asking, Are you artistic? As a result, most people will respond, perhaps inaccurately, that they are not creative. This nearly iron-clad association between creative and artistic ability is unfortunate as it creates limitations in mind of the non-artist which are not easily discarded.

The concept of creativity is often confused with the end result or expression of that creativity. While most artists are creative individuals, art is just the particular medium in which the creativity is expressed. For instance, the same artist could also write a short story, compose a song, act out a play, or perform in a musical all different types of creative expression. Even artists suffer limitations resulting from the blurring of the concept of art with creativity because they tend to devote most of their time to improving their skill in a particular artistic medium instead of generally developing the skill of creativity, which is the ability to generate new solutions and ideas irrespective and independent of the chosen medium. Other non-artistic activities that require creativity can include scientific, academic, or legal research; process improvement; product or service development; marketing; or advertising. Just about any activity can be undertaken in a creative manner including raising children, teaching or educating others, managing others, leading organizations, or doing public or private service. In other words, there are essential no limits to the number of mediums and ways in which creativity can be expressed. Misconception # 2 Creativity is a spontaneous, non-repeatable act Eureka! Ive got it! Nearly everyone has experienced one or more moments of creative spark. The birth of a new idea can violently rend and reorder the status quo. After such a moment, the world may never be the same. But are such moments like lightening, never striking the same person more than once? Or can such moments be created periodically or even more frequently? While there usually remains some mystery around those moments where pressing needs are nearly magically transformed into a novel solution, there are practices, processes, and environments that can fill that air with flammable fuel, ready to explode into an inferno with the tiniest spark. Ideas are like birds, they tend to fly together. Once you train yourself to watch for the first idea, you may find many other ideas flying close behind. Misconception # 3 Creativity cannot be learned, develop, or taught Weve all met a person that we would describe as highly creative. This person usually exudes new ideas and is always working on a large number of projects (sometimes they even finish them). History tends to remember the most accomplished of these creators Leonardo DaVinci, Thomas Edison, and Michelangelo. The remaining, more eclectic creators are branded as mad scientists or starving artists.

For everyone else, there is a tendency to minimize our creative potential by assuming that creativity is an inborn trait and cannot be developed thinking that creativity is something that one does or does not have. While it is true that some individuals are naturally more creative than others, creativity is like every other ability that can be developed over time with practice. With study and practice, your creative power can increase many times over. Posted in Creativity | Tagged Creativity | Leave a reply

Creativity Classes in Delaware

Posted on October 15, 2010 by TNT

Reply

Creativity Classes
Want to develop your personal creativity? Creativity is not as hard, nor as mysterious as it may seem. With practice, it can be learn and developed. Creativity will benefit every aspect of your life work, home, family as you realize the infinite possibilities that await you. Creativity classes are not the same thing as art classes. In an art class, you learn a specific medium (painting, sketchbook, etc.). In creativity classes, you develop the ability to become more creative and productive irrespective of the medium in which you work. Creativity classes are taught in a warm, welcoming atmosphere in Wilmington, Delaware (19808). Class sizes are limited to 10 and are taught on a monthly basis. Classes cost $12 each. If you are not 100% satisfied, a full refund will be issued. Reserve your spot today! Upcoming Classes None currently scheduled

How to Create Creativity

Jan 31 2010 by Martina Skender | 42 Comments | Stumble Bookmark
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Creative is the most popular adjective in the design world. Everybody wants to be a creative individual, find a creative solution, or discover a creative book. There are many synonyms for the word creative: ingenious, clever, prolific, innovative, gifted, inspired, inventive, original, stimulating. But what does this word really mean? And how can we activate our own creativity?

The Latin word creatio was originally applied solely to deeds of God. Only later, in The Renaissance Period when man first recognized his own ability to create something new into existence the word creativity became used for describing human accomplishments.

Creativity is a mental and social process involving the discovery of new ideas or concepts. It is the ability to make or otherwise bring into existence something new that has a value be it a new solution to a problem, a new method or device, or a new artistic object, form or idea. Either way, the end result of creative thought is both original and useful.

A number of personality traits have been shown to be associated with creative productivity. A high degree of self-confidence is a basic need for an individual that aims to create something new, so is unconventional thought and curiosity. In order to practice creativity, one must be a master of his particular domain, while also having the autonomy to explore and the flexibility to step outside of the box. However, having the right characteristics and even the most inspiring work conditions doesnt guarantee a creative result. Creativity techniques are thought processes or methods used to generate divergent thinking a form of thinking which aims to produce many different ideas in a short period of time. Creativity techniques are used to release the creativity out of our brains and put it into a practical solution. Lets imagine them as "output techniques". Three well-known techniques for igniting creativity:

Brainstorming
A term invented by Alex Osborn, and first used in his book "Applied Imagination" Brainstorming works best in small groups of people, but can also be done individually. The Brainstorming process starts off with the problem clearly stated and recognized by all participants. One person out of the group is chosen to write down all the ideas that are suggested in order to make them simultaneously visible to all others. The Brainstormers suggest solution to the problem, starting from very obvious answers, and often going to the extreme. Criticizing suggested solutions is not allowed. Every idea is accepted and written down. Participants are to build on and develop each others ideas.

Jean-Michel Basquiat, an American artist and the first painter of African descent to become an international art star, depicted his own identity struggle using various symbols from Haitian, Puerto Rican and African American cultures in a brainstorming manner. Staring from simple elements colors, shapes later adding the more developed ones followed with words and lines connecting them.

Lateral Thinking
Lateral Thinking is a creative technique that encourages reasoning that is not immediately obvious, and ideas that may not be obtainable by using only traditional step-by-step logic. It is about finding a solution to problems through an indirect approach.

Edward de Bono, who coined the term Lateral Thinking (acknowledged in the Oxford English Dictionary) is regarded by many as the leading authority in the field of creative thinking, innovation and the direct teaching of thinking as a skill. De Bono claims that it is important to disrupt the conventional patterns adopted by the brain. In notes from definition on Lateral Thinking, De Bono states: "Lateral Thinking is used for changing concepts and perceptions instead of trying harder with the same concepts and perceptions". To demonstrate this form of thinking, take for example a simple problem like opening a door. Now think of some new solution except the doorknob. This forces you to think about creative solutions that are close to or the extreme opposite of a doorknob. It promotes thinking outside of the box. Albert Einstein, whose name is a synonym for genius of originality and creativity, once said: "The problems of today will not be solved by the same thinking that produced the problems in the first place". It is obvious that Einstein had used lateral thinking to go around existing paradigms. He used Lateral Thinking in coming up with his theories to explain the physics world to us.

Problem Reversal

In his book "What a Great Idea", Charles Thompson suggested that the only way to truly understand this world is to learn from positives as well as from negatives. Ying-Yang, Summer-Winter, Day-Night are just some examples of that. Problem reversal method is based on stating the problem in reverse. Change a positive statement into a negative one. Next, try to define what something is not, change the direction or location of your perspective. This will give you the opportunity to look at your problem from radically different point of view, which might lead to completely new and unexpected practical solutions. Rene Magritte, a famous Belgian surrealist painted this picture that shows a smoking pipe.

Below it, Magritte wrote "Ceci nest pas une pipe" (This is not a pipe). By explicitly stating that this is not a pipe, Magritte tricks the observer into posing a question to themselves: if its not a pipe, what is it actually? Naturally, the answer comes: it is a painting. Magritte used the problem reversal technique to emphasize the real subject of his work: a painting, rather than what that painting is supposed to represent.

Conclusion
Sir Ken Robinson, a 20th century thinker in the development of innovation and human resources, claims that by the time kids became adults, most have lost their capacity to be creative; they have become frightened to be wrong they get educated out of creativity. Why does this happen? Is there a downside to being creative? Encouraging creativity means encouraging departure from societys existing norms and values. Creativitys main goal is to question old ways and to find new and better ones, which

is not always fitting to the world we live in. Conformity and creativity run in separate directions. People working in the Creative industry know very good how big of a fight that is. However, dont let it beat you, keep strong and keep demanding your freedom. Arrange your environments so that they encourage freethinking. Expand your mind and give it lots of input. Apply "output techniques" and let it all out. Creativity is waiting to be awakened, enjoy it!

Sources

Ken Robinson says schools kill creativity The World Centre for New Thinking Mind Tools Techniques for Creative Thinking creativity Britannica Online Encyclopedia The de Bono Group

Image credits

The Vitruvian Man Brooklyn Museum: Exhibitions: Basquiat scifair.org My Free Wallpapers Magritte Pipe

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