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Creativity has long been thought to be an individual gift, best pursued alone; schools, organizations, and whole industries are built on this idea. But what if the most common beliefs about how creativity works are wrong? Group Genius tears down some of the most popular myths about creativity, revealing that creativity is always collaborative-even when you're alone. Sharing the results of his own acclaimed research on jazz groups, theater ensembles, and conversation analysis, Keith Sawyer shows us how to be more creative in collaborative group settings, how to change organizational dynamics for the better, and how to tap into our own reserves of creativity.
The must-read summary of Keith Sawyer's book: "Group Genius: the Creative Power of Collaboration". This complete summary of the ideas from Keith Sawyer's book "Group Genius" shows how collaboration is the real secret to breakthrough creativity. In his book, Keith Sawyer reveals that new ideas actually emerge from the bottom-up, from the creative efforts of a large number of people, each of whom nudges the idea forward or adds a little twist. What finally comes out the other end of the creative process is an idea which cannot truthfully be said to be the exclusive result of any one person’s thinking. By reading this summary, you will learn how to generate innovation, making it possible and feasible for everyone to collaborate on developing new ideas. Added-value of this summary: • Save time • Understand key concepts • Expand your knowledge To learn more, read "Group Genius" and discover how you can create a working environment that encourages innovation through group thinking.
Strong teams can be one of the greatest strengths of an organization—just as poor teams can spell disaster. Group Dynamics and Team Interventions brings research and practice together to offer proven application and intervention techniques to help optimize team functioning in the workplace. A benefit to academics and practitioners alike, this book provides readers with a better understanding of the dynamics that inform team behavior, along with assessment tools and practical techniques to create and maintain high-performing teams.
Why can some organizations innovate time and again, while most cannot? You might think the key to innovation is attracting exceptional creative talent. Or making the right investments. Or breaking down organizational silos. All of these things may help—but there’s only one way to ensure sustained innovation: you need to lead it—and with a special kind of leadership. Collective Genius shows you how. Preeminent leadership scholar Linda Hill, along with former Pixar tech wizard Greg Brandeau, MIT researcher Emily Truelove, and Being the Boss coauthor Kent Lineback, found among leaders a widely shared, and mistaken, assumption: that a “good” leader in all other respects would also be an effective leader of innovation. The truth is, leading innovation takes a distinctive kind of leadership, one that unleashes and harnesses the “collective genius” of the people in the organization. Using vivid stories of individual leaders at companies like Volkswagen, Google, eBay, and Pfizer, as well as nonprofits and international government agencies, the authors show how successful leaders of innovation don’t create a vision and try to make innovation happen themselves. Rather, they create and sustain a culture where innovation is allowed to happen again and again—an environment where people are both willing and able to do the hard work that innovative problem solving requires. Collective Genius will not only inspire you; it will give you the concrete, practical guidance you need to build innovation into the fabric of your business.
The New York Times of December 7. 2008 had a wonderful piece by business columnist Janet Rae-Dupree. entitled "Teamwork the true mother of invention". She started her article thus: "Despite the enduring myth of the lone genius. Innovation does not take place in isolation". "The best innovations occur when you have networks of people with diverse backgrounds gathering around a problem." said Robert Fishkin. President and Chief Executive of Reframeit. In fact these were the same basic ideas Henri Eisendrath and Jean Paul Van Bendegem had when at the end of the last century. they initiated a series of interdisciplinary study groups and workshops for young researchers at the Vrije Universiteit Brussel (VUB). Once a month, these interdisciplinary seminars brought together VUB professors who came to present the aims, importance. Successes and difficulties of the work their research teams were engaged in. The series comprised eleven contributions, providing a balanced image of research done at the VUB. The titles of these contributions (see contents) clearly reveal that the subjects presented originate from very different fields of study. The discussions very often involved not just specialists in the specific research activity. but also Ph.D. students from other fields. The original intention of the editors of this volume was not merely to present the contributions by the scientists themselves. but also to summarize the discussions that followed However, this proved to be a formidable task and severely risked resulting in a skewed summary that would not do justice to the speaker or the audience present. The editors hope that this book will serve as a catalyst for (young) scientists to understand the importance of teamwork and to enjoy its benefits.

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