The Creative Huddle Blog
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Do you manage your work through a to-do list, or by the emails in your inbox? Rather than on to-do lists, some researchers argue we should keep our tasks in our calendar. I thought it would be interesting to see how world leaders do it.
Former Greek Minister of Finance Yanis Varoufakis provides an interesting perspective in this short interview with financial commentator David McWilliams.
In the wake of the Brexit vote, businesses have been thrust into a situation of volatility, uncertainty, complexity and ambiguity (commonly referred to as VUCA). What does an organisation need to do to remain resilient and proactive at a time when so much will be uncertain?
Positive psychology is the scientific study of wellbeing, resilience and thriving. Insights from positive psychology help us understand a bit deeper how important praise is, so let’s look at five ways we can cultivate cultures of positivity through some purposeful acts.
Our new Understand workshops help individuals and teams to make sense of the world around them. With these workshops, people can make sure that they engender good thinking habits, look at the world through an objective, analytical lens and empathise properly with the views and behaviours of others.
This guest post from popular L&D blogger Sukh Pabial unpicks the concept of a “learning organisation”: what can a modern organisation best do to facilitate the learning of its members and continuously transform itself?
Facilitating the learning of your employees doesn’t mean you have to deliver all the learning yourself. But, if you’re helping facilitate it, and helping people be generally amazing at work, then that’s a pretty unbeatable position to be in.
There’s a lot written and spoken about what modern learning looks like, and it can be easy to get lost in the writing and the conference circuit of all the things that we should be doing as L&D practitioners but don’t. Sukh wonders, “is the doctor taking their own medicine”? Here are 6 things that encompass effective learning solution design for the modern workplace.
The technique Beginner’s Mind is one of the most popular in our problem-solving workshops. The technique invites participants to try to forget everything they know about a subject or project and view it as if completely fresh.
For teams we often invite them to imagine their company or department didn’t exist: would they invent it today? What would they do, given the range of experience and expertise in the room, to take advantage of the opportunities that exist in the marketplace? Almost always people come up with something different to their current situation.
As Christian Jarrett explains in his book Great Myths of the Brain, so much goes on in the world around us that our brains, if they tried to process everything, would be paralyzed by data overload. Our brains, in an effort to combat this, employ selective attention by screening out various kinds of sensory information…
Psychologist Jonathan Haidt introduced a useful analogy for thinking about behaviour change. Haidt argues that we have two sides: an emotional side (the Elephant), and an analytical, rational side (its Rider). Haidt’s analogy has it that the Rider is rational and can therefore see a path ahead while underneath him, the Elephant provides the power for the journey. However the Elephant is irrational and driven by emotion and instinct.
What should we do to keep in control of the Elephant? As the rational Rider we might know where we want to go, but we need to motivate the Elephant by tapping into emotion.
Pattern recognition is a process in which we use multiple senses in order to make decisions. As we go through our day, our brain’s pattern recognition abilities help us recognise certain objects and situations. Without these abilities, it would be impossible to make progress, as we’d be living in a kind of Groundhog Day…
Based in Buckingham, this 25-strong ambitious, fast-growing digital design agency approached us to create a bespoke year-long programme in 2015. The programme, entitled ‘Learn more than is normal’, included a range of elements designed to produce change: in behaviour and, crucially, in results…