Haha, it’s really easy after all – “It’s just computers attached to a network.”

1) Creativity does not exist in a vacuum.
2) Creativity is free, work is where the value is.
3) Creativity is better shared.
4) Creativity can be fostered.
5) Creativity is not Design

Hmm, 2) is a bit hairy, don’t know if I buy into this, especially when we know that these are probably separate, yet intertwined processes. Sounds like a over-simplification or over-focussing thing …

Dev Patnaik, in his well written article at Fast Company, reminds me of a big problem with Design Thinking: vagueness in its definition. Even here at Design Sojourn, we have tried, with limited success, to discuss and dissect its definition.

Patnaik does not “open a can of worms” by defining Design Thinking, but instead encourages us to forget Design Thinking and try Hybrid Thinking instead.

Note to self, this seems to be an excellent read, ie. leaving the nitpicking about definitions aside and focussing on what we get when we focus on the collaboration of “multidisciplinary people”

Funny still that we seem to rediscover the benefits of diversity and breadth every now and then, this meme has a history way longer than I can remember …

Well, this via thing works cause it’s high on the simplicity and distraction scale, errrrrrr, the scientific value scale

I don’t believe people resist change at all. I do believe that systems resist change – this is a typical pattern of complex systems, as a result of their auto-poietic behavior.

People have concerns, purposes and circumstances. If we acknowledge them, they will cooperate. If we neglect them, they will not cooperate.

Well, people in organizations are rarely people at all … they’re people embedded in groups, departments, project teams and a multitude of other formal and informal affiliations. Systems they all are (a human itself is another complex system on another scale).

When asking what prevents change we can find a whole lotta reasons, some deeply rooted in one person’s belief systems, others may be more situated in the group’s experiences and learned patterns.

Yes, it’s more complicated than we all normally conceive, and keeping track of all factors isn’t “really simple” as Steve Simpson writes in Inspiring Cultures. This is indeed one of the most difficult questions we tackle and ponder when we look at organizations.

Unzufriedenheit, mangelndes Engagement, Angst, Ziellosigkeit, Verlust des Realitätssinns, Selbstüberschätzung, Mangel an ethischer Orientierung – das scheinen die bestimmenden Handlungs- und Reaktionsmuster vieler unserer Manager zu sein. Gerade in Zeiten größer werdender Komplexität, in der auch die Gefahr plötzlicher Krisen vorhanden ist, brauchen wir ganz andere Muster, die auf Kreativität, Flexibilität, Krisenbewältigung und Transparenz hinauslaufen. Die Wirtschaftswissenschaftler und Managementberater Hans A. Wüthrich, Stefan Kaduk und Dirk Osmetz von der Universität der Bundeswehr München erläutern diese Alternativen.

Bereits der erste Beitrag in der SWR2-Serie Zukunft jetzt! war interessant und anregend.

Das gilt so auch für den zweiten Beitrag in der Reihe – auch wenn weniger die Ansatzpunkte für die notwendigen Veränderungen diskutiert werden als gute Fragen ausformuliert werden. Nun gut, die Alternativen sind weniger greifbar als die scheinbar bewährten Muster von Führung in Unternehmen, und es ist nur natürlich dass jeder eigene Antworten auf diese Fragen entwickeln muss (vom Realisieren und Umsetzen im eigenen Kontext ganz zu schweigen).

Yes, “we don’t necessarily spend much time thinking about the extensive development process that went into achieving such a simple solution. But the long journey from visionary idea to intuitive product is a trajectory worth contemplating”

Underline process and also the missing words creativity and collaboration, then go and read the article.

Wait, I will highlight another gem: “In their opinion, if they are outsourcing prototype development, they are also outsourcing learning”