About Team Mindwerx

The Team at Mindwerx is always here to help you Think, Learn, and Innovate better. Backed by co-founders Bill Jarrard and Jennifer Goddard, we provide professional development programs and event and team facilitations that get creative thinking to flow and make innovation happen. Contact us at team@mindwerx.com

Mindwerx 2015 Innovation Survey

The 2015 Mindwerx Innovation Survey investigated the barriers and daily challenges to innovation and creative leadership facing organisations, with some compelling findings.

In our Summary Report we share some of the key insights, to help kickstart your innovative thinking for the year ahead.

The results may not be surprising to some. While innovation is a stated value in most organisations, our survey also seems to reveal it is treated as a non-core business activity, left to product developers, process improvement teams, innovation departments with creative types, or just random acts of inspiration (luck).

But the strategies that ranked above innovation as business priorities were identified by our respondents as the major issues requiring creativity and innovation within their organisations. So what respondents seem to be saying is that Innovation is considered vital in most organisations, but making it happen is a long way off for most.

Download the full Summary now to see what people have been telling us about making innovation happen.

Mindwerx 2015 Innovation Survey Summary.pdf

Over the coming months, we will be sharing more of the survey’s findings through commentary, articles and key steps to help you become more innovative and creative within your organisation.

In particular questions like ‘How do we measure innovation?’ will be discussed.

And if you’d like any more information on our survey, or how Mindwerx can provide you with an Innovation Health Checkup in 2016, contact Bill Jarrard on bill@mindwerx.com.

Speed Read More Productive And Happier You Henry Toi

Speed Read to a More Productive and Happier You

by Henry Toi, Brain Capital Group, Singapore

Increased reading speed is perhaps the most easily attainable improvement in personal skills. However few are aware of their need to increase their reading speed. Most of us are currently reading at the same speed we did when we were 12 years old. In almost every other area of life we have made improvements and developed skills to match our output, except for one – our reading speed.

In a 1953 Harvard Business Review article on speed reading it was reported that the average American reads at about 250 words per minute. An academic article in the Training and Development Journal in 1972, cited the average reading speed of Americans at 250 words per minute. Current literature on reading speed estimates that the average reading speed globally is about 200 to 250 words per minute.

It is amazing that over the past 60 years, the world did not witness an increase in reading speed. Yet a 2003 study by the University of California, concluded that global information doubled every 3 years. No wonder we are suffering from information overload!

Technically we underestimate the power of word recognition. For example, you would probably be able to read a sentence such as “I cuold not beilvee taht I can raed tihs”. This is because our brains are wired to recognize whole words and not every letter of the word. This would only come when you, as a reader is familiar enough with the language, which is a fundamental requirement for speed reading. If you are just learning a new language, including those who are still in primary school, then speed reading is not advisable.

Once we understand that it is the ‘brain’ and not the eyes that is doing the reading, we can make use of the plasticity of the brain to start to train ourselves to read faster. Many speed reading courses are conducted over 15 to 25 hours. We have been able to achieve significant results within a 6-hour training session.

The psychological aspects of reading includes tightly held beliefs such as “if I read faster, I will lose comprehension”. Studies have proven that you can increase speed without losing comprehension. The Harvard Business Review reported that at Johnson & Johnson, a group of executives underwent speed reading training increased their speed from an average of 215 words a minute to 425 words a minute without loss of comprehension. These results are similar to the results of many groups who have taken speed reading training in Singapore.

As a result of improved efficiency and time savings, a reading program conducted by the University of Houston Reading Clinic at the Texas City plant of Monsanto Chemical Company was evaluated at an annual savings of over US$40,000. The increase in productivity was so evident that many well-known companies have been training their executives to read faster. Among these institutions are household names such as GE, IBM, Mutual Life Insurance, The Gulf Oil Company, and the White House.

An additional bonus for speed reading is its effect on lifting the individual’s moods, self-esteem, feelings of creativity, power and energy level. The research by Emily Pronin of Princeton University and Daniel Wegner of Harvard University was published in 2006, which concluded that increased speed of thought had a positive effect on the individual’s mood. This can be brought about by reading faster.

In conclusion, of all the personal skills that an executive need to bring to his work, the one which is most widely neglected and yet most readily and dramatically improved is speed reading.

If you have taken more than 2 minutes to read this, you need to increase your reading speed.

NOTE from Bill Jarrard

Henry Toi is a good friend of ours and after he attended one of our first Buzan Instructor courses here in Australia he returned to Singapore and with our support started Buzan Asia.  He is an outstanding supporter of Tony Buzan’s work, as well other learning experts such as Art Costa (Habits of Mind).

Of note Henry is one of only three Buzan Master Trainers globally, along with our own Jennifer Goddard and Jorge Castaneda in Mexico.  This article is republished with permission.

Effects Mind Mapping Activities Students’ Motivation

This well referenced academic research article will be of interest to those using Mind Maps in the Classroom.

International Journal for the Scholarship of Teaching and Learning
http://www.georgiasouthern.edu/ijsotl
Vol. 6, No. 1 (January 2012)
ISSN 1931-4744 @ Georgia Southern University
by
Brett D. Jones brettjones@vt.edu
Chloe Ruff, Jennifer Dee Snyder, Britta Petrich, Chelsea Koonce

Abstract

Study_Skills_Course_Australia_gold_coast_sydney_brisbane_MelbourneWe examined how students‟ motivation differed when they participated in three different types of Mind Mapping activities: one activity that was completed individually outside of class time, one that was completed individually in class with the instructor available for help, and one that was completed in class with other students and the instructor available for help.

Using the MUSIC Model of Academic Motivation (Jones, 2009) as a framework, we implemented a concurrent mixed methods design using identical samples whereby the quantitative component was dominant over the qualitative component.

Participants included 40 undergraduate students enrolled in an educational psychology course at a U.S. university. After each of the mind mapping activities, study participants completed questionnaires that included open- and closed-ended items.

Although the three activities had similar effects on students‟ motivation-related beliefs, some differences were documented in their preferences of mind mapping activities. Instructional implications are provided.

The link to download the article is

Article The Effects of Mind Mapping Activities on Student Motivation

Weird Rules Creativity

Title: THE WEIRD RULES OF CREATIVITY.

HBR-Weird-Rules-of-CreativityAuthors:  Sutton, Robert I.
Source:  Harvard Business Review; Sep2001, Vol. 79 Issue 8, p94, 10p
Document Type:  Article (The above image is a Wordle cloud of the full article)
Subject Terms:  *CREATIVE ability in business *EMPLOYEE selection *INDUSTRIAL management NAICS/Industry Codes55 Management of Companies and Enterprises

Abstract:  For the past decade at least, managers have been emphasizing innovation, efficiency, and productivity, but this has not fostered creativity. As important as innovation is, it is not, and never will be, the primary activity of companies. The author believes that managing for creativity means discounting what is known about management. Managing for creativity begins with hiring people who make you comfortable, even those you don’t like and those with skills you don’t think you need.

Next, encourage people to ignore and defy superiors and peers, and get them to fight among themselves. Rather than rewarding success and punishing failure, companies should reward both. Companies should demote, transfer, and even fire those who talk but don’t act. Your company needs to be a place that generates and tests many disparate ideas.

What makes for effective management practice can look very different, depending on whether the aim is to exploit already-proven ideas or explore new ones. These practices succeed by increasing the range of a company’s knowledge, by causing people to see old problems in new ways, and by helping companies break from the past.
Full Text Word Count:  5504
ISSN:  0017-8012

Hows Your Climate Innovation

Title : How’s Your Climate for Innovation?

Author: Charles W. Prather, Ph.D.

Bio: Dr. Prather was a research management chemist at DuPont before managing DuPont’s Center for Creativity and Innovation.  Through CW Prather Associates, in Annapolis, Maryland, he now consults on creativity and creative problem solving.  He is co-author of Blueprints for Innovation (American Management Association, New York, 1995).

How's Your Climate for Innovation

Abstract: Think back over your career to the work situation that provided the most satisfying environment for you (hopefully it’s your current job).  Now, contrast that one to the opposite—the one that provided the least satisfying work environment.  You are most likely to see that your personal enthusiasm and the level of your innovativeness paralleled in the work environment.  What dimensions of the environment do you think were most important?  If you wanted to improve the environment for innovation, what specifically would you do?  Leaders struggle with these questions.

In our work with organizations, we find that the climate for innovation is crucial, poorly understood, and all but ignored when thoughts turn to improving the level of innovation.  When leaders wish to improve the climate, many times they will just “shotgun” it—doing something that is poorly thought out, or doing something that makes the situation worse.  There is a better way—first understand the system and get the data, then decide what to do.

Based on the pioneering work of Goran Ekvall in Sweden some 20 years ago, it is now possible to quantify the climate for innovation.  Ekvall’s work has been further refined and validated by Scott Isaksen and others at the Center for Creative studies at the State University of New York-Buffalo, who have defined nine dimensions of the Climate for Innovation.  These nine dimensions are:

1. Challenge (How challenged, how emotionally involved, and how committed are employees to the work?)

2. Freedom (How free is the staff to decide how to do their job?)

3. Idea time (Do employees have time to think things through before having to act?)

4. Idea support (Are there a few resources to give new ideas a try?)

5. Trust and openness (Do people feel safe in speaking their minds and openly offering different points of view?)

6. Playfulness and humor (How relaxed is the workplace—is it OK to have fun?)

7. Conflicts (To what degree do people engage in interpersonal conflict or “warfare?”)

8. Debates (To what degree do people engage in lively debates about the issues?)

9. Risk-taking (Is it OK to fail when trying new things?)

Source: R&D Innovator Magazine, Contact Winston Brill to subscribe to R&D Innovator

Innovation Do Australias Big Companies Get It

(For Online Academy Students)

S1_Innovation-Do-Australias-big-companies-get-itThe attached article by Dr Rowan Gilmore, CEO of the Australian Institute for Commercialisation raises some interesting points about the focus on innovation in Australia.  Taking the lead from the Business Council of Australia’s report on innovation it questions a lot of what Australian companies are doing, and it was written before the current economic crisis.

Please comment on this article and share your own views and experience in this area.  Please limit yourself to 150 words, so we can create a discussion.

Spotlight Innovation Harvard Business Review

hbr_InnovationAre you like us – you love the Harvard Business Review but find it a bit expensive to keep up the subscription?

One of our USA university students (we do a fully online undergraduate course in Creativity and Innovation) alerted me to the December 09 feature on Innovation. Well worth reading the long extracts given and then only a small cost if you want the full article.

So we  thought we would share these with you…

How Open Innovation Can Help You Cope in Lean Times
by Henry W. Chesbrough and Andrew R. Garman
http://hbr.org/2009/12/how-open-innovation-can-help-you-cope-in-lean-times/ar/1

The Innovator’s DNA
by Jeffrey H. Dyer, Hal B. Gregersen, and Clayton M. Christensen
http://hbr.org/2009/12/the-innovators-dna/ar/1

Create Three Distinct Career Paths for Innovators
by Gina Colarelli O’Connor, Andrew Corbett, and Ron Pierantozzi
http://hbr.org/2009/12/create-three-distinct-career-paths-for-innovators/ar/1

Enterprise 2.0: How a Connected Workforce Innovates
An Interview with Andrew P. McAfee by Anand Raman
http://hbr.org/2009/12/enterprise-20-how-a-connected-workforce-innovates/ar/1

Sort of related is the article on keeping your brain fit and body active – Mensa incorpore sano – in a healthy body is a healthy mind.

The ROI on Weight Loss at Work
by George L. Blackburn, MD

http://hbr.org/2009/12/the-roi-on-weight-loss-at-work/ar/1

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