Archive for the ‘Creativity’ Category

Development, Recognition, Measurement and signposts of a creative mind

April 5, 2007

By Anup Vishnu Bagla   

We shall treat this discussion under three heads by dividing into 3 categories: 

·         Identifying the qualities of creative mind.

·         Devising a method of measuring the index of creativity.

·         Developing/devising a method/model/technique for it’s further rise i.e., the index of the creativity/capability (essentially removing inaccurate, wrong and erroneous thinking).

First, we shall discuss what are the indications, traits of

creative mind behavior; it’s signs, identifying symptoms etc. in

this first part. Generally creative behavior traits are thought of


 ·         Fluency

·         Flexibility

·         Originality

·         Elaboration

These are broad classification.

Some of the mental tendencies of a bright creative mind are:

High level of effective intelligence, applied intelligent imagination and openness to experience.Very high sensitivity to feel, know, gauge and grasp human situations, energies in the neighborhood/atmosphere. The thought as energy wave is received, perceived, as it is, instantly as agreeable or unagreeable, pleasant or unpleasant.

Inimical/Harmful and unfavorable wave energies tend to spontaneously disturb and lower/sink the life energy sapping and emptying it of life light (brilliant, bright light emitting goodness- feeling), by activating the downward motion/momentum.

The mind being highly sensitive with high power receiving antenna is vulnerable and subject to intense feelings….agitation and flux/flow of energies unless checked by strict discipline, understanding at the relational level, exposure to environment and people. 

·        Aesthetic sensitivity towards beauty in all external things.

·        In course of interaction, they are free from crippling restraints and impoverishing inhibitions —This freedom is essential which has to be cultivated, nurtured to remove unintelligent substance from life energy by overcoming erroneous thoughts and tiring / unhealthy thinking & feeling.

·        Cognitive flexibility.

·       Independence in thought and action.

·        High level of creative, illuminated energy.

·        Unquestioning commitment to creative endeavors.

·        Unceasing striving for solutions to more and more difficult

·        Problems which he constantly sets for himself.

·        Creative people are lovers of nature, outdoors, rains etc.

·        Although they are just, honest and always look for justice, they do not get hurt if the circumstances are adverse.

·        They are courageous, treading unknown paths. They do not appreciate unnecessary or non-useful / stupid laws in social dealings.

·        They are independent in working without having any expectations or need for approval seeking, as their approval comes from inside, in proximity to spirit. They, generally, have a helping nature.

·        They love humor and are uncomplaining, accepting/adjusting with people / situations / circumstances as they are and also correcting which needs to be corrected.

·        Always, being doers, they do not always demand or are concerned with orderliness, organization. At the same time, they are self-disciplined with lot of energy and will. This aspect has to be regularly empowered.

·         As a natural outcome, they never play games to impress others for favors or promotion / raise. 

………Read Entire article >>>> 

Guest Author : Anup Vishnu Bagla  

Changing the world one (hyper) link at a time …


||||||Effective Quotations by Great Thinker|||||

Gearge Bernard Shaw:::Mahatma Gandhi ::: Swami Vivekananda 

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Thinking Like a Genius

February 14, 2007

Every human being is very unique and creative. Any one can become genius, if that person is trying to understand ownself. We have infinite capacity of mind power. But we are using a very little part of our mind. So try to walk a path of meditation for understanding your power of mind. Basically it is our own open journey …It is our own choice …..Because we are always free to do any thing in this planet. 

Kindly link this great article written by Michalko, Michael.

Thinking Like a Genius 

An excerpt: “Even if you’re not a genius, you can use the same strategies as Aristotle and Einstein to harness the power of your creative mind and better manage your future.”The following eight strategies encourage you to think productively, rather than reproductively, in order to arrive at solutions to problems. “These strategies are common to the thinking styles of creative geniuses in science, art, and industry throughout history.”

1.      Look at problems in many different ways, and find new perspectives that no one else has taken (or no one else has publicized!)

2.      Visualize!

3.      Produce! A distinguishing characteristic of genius is productivity.

4.      Make novel combinations. Combine, and recombine, ideas, images, and thoughts into different combinations no matter how incongruent or unusual.

5.      Form relationships; make connections between dissimilar subjects.

6.      Think in opposites.

7.     Think metaphorically.

8.     Prepare yourself for chance. 

 Source :


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The 7 Problem-Solving Principles Behind the World’s First Flight

February 14, 2007

1. FORGING uses constructive conflict to uncover and validate new ideas and strategies. Like a blacksmith’s forge, ideas are subjected to the “heat” of discussion and the “blows” of contention until a practical solution begins to take shape. When the Wright brothers launched into one of their “spirited debates,” forging happened naturally.

2. TACKLE THE TYRANT is based on the idea that within each problem there is a potential “tyrant,” a subset of the problem that, if not resolved, will prevent the ultimate solution. By putting the tyrant first, costs are limited if a solution proves unachievable. Refuting prevailing assumptions, the Wright brothers identified control and balance as the “tyrant”—the primary obstacles to manned flight.

3. FIDDLING says new ideas and approaches can be created by tinkering with portions of a problem in an effort to understand, repair, or improve it. Fiddling, the art of making connections and contrasts, depends on both tactile and conceptual tinkering. The Wright brothers were inveterate tinkerers.

4. MIND-WARPING encourages flexing the mind, allowing it to consider possibilities beyond the borders of thought established (and limited) by policy, tradition, and personal experience. It is the ability to think “outside the box,” without abandoning the box. The Wright brothers gained fresh and pivotal insights into the problem of manned flight after observing a flight of buzzards.

5. RELENTLESS PREPARATION says that “forever learning”—learning as a lifelong passion-is essential to generating the information needed to solve problems. Forever learning draws a dotted line between the need to solve problems and the reservoir of ideas we possess to do so. Wilbur was a voracious reader and meticulous researcher; Orville was insatiably curious.

6. MEASURING TWICE says that the fastest and most efficient way to solve a problem is by being meticulous and methodical in your approach. The Wright brothers were scrupulous in planning the photograph of the first flight—a perfect picture that many simply consider a “lucky shot.”

7. FORCE MULTIPLICATION states that the output of a group of people (force) with a common purpose is increased exponentially (multiplied) by a seamless interdependence powered by five areas of team equity: trust, effort, profits, power, and honor. This principle is epitomized in the partnership of Wilbur and Orville Wright.

Adapted from THE WRIGHT WAY: 7 Problem-Solving Principles from the Wright Brothers That Can Make Your Business Soar by Mark Eppler (AMACOM)

Source: American Management Association


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Premji on innovation, creativity

February 10, 2007

Innovation is a source of great excitement for Indian IT giant Wipro’s chairman Azim Premji. In Mumbai at the Nasscom’s India Leadership Forum on Thursday, the software czar spelt out where do big ideas come from and why innovation and creativity are imperative for growth.The Wipro Centre of Excellence, with over 500 dedicated professionals, works on lean technology to software development, new ways of delivering business, and is striving towards creating intellectual properties in the wireless and mobile telephony segment, says Premji.

Wipro bagged 29 major deals in the last quarter: a result of innovation.

With the debate on blending creativity with engineering skills raging across the world, Premji cities the Chinese example where students are encouraged to go abroad to pursue courses in liberal arts.

One needs to think differently to survive in the globalised world. A good blend of creative people and engineers are essential to push growth, according to Premji.

Wipro has become the first company to develop an outsourcing model for remote infrastructure and remote business process outsourcing services. This robust growth will continue, says Premji.

Profits and innovation go hand in hand. He highlights that while the PBIT is 20 per cent for Indian companies, it is about 14 per cent for global IT biggies like Accenture and IBM. The IT world will be driven by people resources. The profit per person realisation is more for Indian companies, and thus Indian companies have an added advantage, he adds.

“We need to build more IT incubation hubs in India to drive innovation at a national level. The Wipro Centre of Excellence is constantly striving to add more value to existing services,” he says.

So where do big ideas come from?

Premji says that big ideas often come from customers. Big ideas can emerge from constant interaction. . .  and several unsaid things can be elicited and developed making way for big innovations. Meaningful dialogues with customers will go along way in delivering excellent products. Services and products companies should look at this seriously, advocates Premji.

“We also need to have the courage to hire people who are from different work cultures and see to it that they grow in the organisation and are not pushed out in the long run.”

However, he warns that complacency kills creativity. Complacency should be rooted out of all levels of management.

How different is innovation from creativity?

While innovation is ‘doing’ things differently, creativity is all about ‘thinking’ differently, says the Wipro boss. “Innovation is essentially the application of high creativity. It need not be restricted to just products, it applies to services, employee attitude and across all levels. Innovation is a fundamental mindset pursued seriously by an organisation. It is imperative to imbibe the culture of innovation.”

“There is a need to include more people with a creative bend. India is known for its great art and literature. The same spirit must be incorporated in business and economics,” he adds.

“Innovation is a spirit that evolves the mind, body and spirit. In other words, one has to do things which no one else has done before to create a better tomorrow,” sums up Premji.



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 * Ajay Singh Niranjan  

Innovation Means Relying on Everyone’s Creativity

February 8, 2007

Every human being has infinitite possibilities , capabilities & creativity. But the question arise all the time, how we release our own power and help to other perron for finding his own voice.

Kindly Link this beautiful article written by Margaret J. Wheatley at

Innovation Means Relying on Everyone’s Creativity.

An excerpt:

Innovation has always been a primary challenge of leadership. Today we live in an era of such rapid change and evolution that leaders must work constantly to develop the capacity for continuous change and frequent adaptation, while ensuring that identity and values remain constant. They must recognize people’s innate capacity to adapt and create — to innovate.

In my own work I am constantly and happily surprised by how impossible it is to extinguish the human spirit. People who had been given up for dead in their organizations, once conditions change and they feel welcomed back in, find new energy and become great innovators. My questions are How do we acknowledge that everyone is a potential innovator? How can we evoke the innate human need to innovate?

The human capacity to invent and create is universal. Ours is a living world of continuous creation and infinite variation. Scientists keep discovering more species; there may be more than 50 million of them on earth, each the embodiment of an innovation that worked.Yet when we look at our own species, we frequently say we’re “resistant to change.” Could this possibly be true? Are we the only species — out of 50 million — that digs in its heels and resists? Or perhaps all those other creatures simply went to better training programs on “Innovation for Competitive Advantage?


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Innovative Teaching: A Look into the Future

January 28, 2007

 Kindly download :


  • Highlighting the need of Innovation
  • A New Vision of Education, Schools, and Teachers
  • Leading with Relationships, Rituals, and Research
  • Innovative Leadership, Teaching, and Learning
  • key Issues for Innovative Leadership: Collaboration and Assessment
  • Recommendations for Visionary Leadership
  • Key Issues for Innovative Teaching: Adapting to New Roles, Responsibilities, and Tools
  • Recommendation for Visionary Teaching
  • Key Issues for Learning: Knowing How to Learn

 Dear Friends, 

This is a very insightful Report on the Microsoft Worldwide Innovative Teachers Forum in context of learning. 

In 21 century, “LEARNING” is a key word for success of Individual as well as Organization. “Learning” is more relevant in Indian Context because most of the time copying from outside system provide only a short term solution for any coming problem.

Learning facilitates a better platform at which a range of Innovation can flourish in all types of sub systems.   So try to make System (at all levels) more flexible, open, and adaptable for speedily response to change and harnessing multiple opportunities due to globalization. 

Ajay Singh Niranjan  

 “We are born incompetent and dependent. But we are born with an incredible capacity to learn. Education is the process by which incompetence is translated into competence, dependence into autonomy. This process takes place through learning.” —Eduardo Chaves 

National Innovation Foundation …in Support of Grassroots Innovations

January 26, 2007

“……the time has come to unleash the creative potential of our scientists and innovators at grassroots level. Only then we can make
India truly self-reliant and a leader in sustainable technologies….propose a national foundation for helping innovators all over the country. This fund will build a national register of innovations, mobilize intellectual property protection, set up incubators for converting into viable business opportunities and help in dissemination across the country.”


To help
India become an inventive and creative society and a global leader in sustainable technologies without social and economic handicaps affecting evolution and diffusion of green grassroots innovations



To help
India become an inventive and creative society and a global leader in sustainable technologies.

To ensure evolution and diffusion of green grassroots innovations in a time bound and mission oriented manner.

To support scouting, spawning, sustaining and scaling up of grassroots green innovations and link innovations, enterprises and investments.

To strengthen R&D linkages between excellence in formal and informal knowledge systems and create a Knowledge Network.

To promote wider social awareness and possible commercial and non-commercial applications of innovations and incorporate the same in education curriculum, development programs and policies.

For more Kindly Link National Innovtion Foundation:  in support of grassroots. Innovation


January 26, 2007

The 7 Levels of Change


Einstein pointed out that “The significant problems we face today cannot be solved at the same level we were at when we created them.”

To get different results — change –– we must do things differently.

The framework of this model is divided into seven distinct levels — from easy to impossible – across a spectrum of continual change (continuous innovation) over increasing levels of difficulty.

LEVEL 1: Effectiveness DOING the right things


Efficiency DOING things right


Improving DOING things better


Cutting Stopping DOING things


Copying DOING things other people are doing


Different DOING things no one else is doing
LEVEL 7: Impossible

DOING things that can’t be done

Each level is progressively more complex, more difficult to undertake that the preceding level. Consider the 7 Levels of Change in the context of moving into a new job or a new business activity to which you have not before been exposed.

LEVEL 1:  EFFECTIVENESSDOING THE RIGHT THINGS. The easiest change to make is to learn the basics – what are the right things to do and how to immediately change enough to become effective in a new job. The Pareto Principle states that 20% of the things being done actually yield 80% of the total payoff. To maximize effectiveness, energy must be shifted to and focused on doing that 20% (the right things).

LEVEL 2:  EFFICIENCYDOING THINGS RIGHT. Level 2 changes requires a thorough understanding of all the aspects of the new job or business activity in order to identify and then focus on doing very well those things which have the most important impact and make the largest contribution. Level 2 changes are based largely on personally adjusting to new standards and procedures, and involve coaching or explanations by others familiar with the job or business activity.

LEVEL 3:  IMPROVINGDOING THINGS BETTER. Change at this level involves thinking about ways to improve or fine-tune — ways to speed things up, shorten delivery time, increase functionality, reduce downtime. Level 3 change makes something more effective, more efficient, more productive, and more value-adding – frequently with customer input.

LEVEL 4:  CUTTINGDOING AWAY WITH THINGS. This level of change involves analysis of core functions and applies the Pareto Principle to focus on stopping doing things – cutting out the 80% of things that only yield 20% of the value. In the simplest case, change at Level 4 focuses on eliminating waste. If this can be done systemically while keeping all organizational interrelationships and subsystems in perspective, major company-wide results can be achieved.

LEVEL 5:  COPYINGDOING THINGS OTHER PEOPLE ARE DOING. Level 5 marks the transition from incremental to fundamental change. Copying, learning from, and “reverse engineering” can dramatically boost innovation at significantly lower costs than starting from scratch. Benchmarking how other organizations are doing things and then enhancing upon their processes is the hallmark of the successful innovator.

LEVEL 6:  DIFFERENTDOING THINGS NO ONE ELSE IS DOING. Change at Level 6 is about either doing something very different or doing something very differently – and transitions into degrees of novelty which not only move an organization “out-of-the-box”, they move the organization into areas where nobody else is doing it. Level 6 is a shift into 3-Sigma thinking. Such trailblazing and greater degrees of risk-taking can bring about genuinely new things, often by synthesizing seemingly unconnected concepts and technologies – or by totally shifting perspective around the possible uses of a product.

LEVEL 7:  IMPOSSIBLEDOING THINGS THAT CAN’T BE DONE. “What is today impossible, but if it were possible it would fundamentally change the way you do business?” Joel Barker’s famous question reframes thinking extremely well for Level 7. Market constraints, resource limitations, or company culture are too often seen as insurmountable barriers. As a result, discoveries at Level 7 frequently build on major mindshifts connected with exploratory thrusts into the unknown – bold, significant and long-term visions and change so different that it cannot be compared to anything else known at the time.

Any change requires time, resources and personal energy. The higher the level of change, the more time, resources and personal energy the change will require in implementation. Further, it is not a straight-line relationship across the 7 levels; it is geometric and explodes in terms of difficulty as the change level increases.

Fulfilling Your Dreams with the Seven Spiritual Laws of Success

January 26, 2007

These are the wonderful law of nature or seven spiritual law of success.

Kindly read this article : Seven Spiritual Laws at

Some Insight :

I wrote this in an attempt to understand a lecture given by Depok Chopra. All the ideas and analogies are his.A Spiritual Law is that law which allows the sequential unfoldment from that which is unmanifest into that which is manifest. It is the spontaneous flow of intelligence… energy and information. It exists in everything and is the animating force of life, through which everything in existence is created.The Seven Spiritual Laws of Success are:

1. The Law of Pure Potentiality
2. The Law of Giving
3. The Law of Karma
4. The Law of Least Effort
5. The Law of Intention and Desire
6. The Law of Detachment
7. The Law of Dharma

——-||||||Effective Quotations by Great Thinker||||||——- 

 Gearge Bernard Shaw:::Mahatma Gandhi :::Peter F. Drucker

A Brave New World Beckons Indian Innovators and Entrepreneurs

January 25, 2007

A Brave New World Beckons Indian Innovators and Entrepreneurs Lots of opportunities exist for innovation and entrepreneurship to thrive in India, especially in areas such as technology, health care, education, rural marketing and social services. Among the keys to innovation are the ability to imagine tomorrow’s world, to think in quantum leaps rather than in small increments, and being prepared to fail. While Indians have strong innovative and entrepreneurial instincts, they have much to learn from the U.S. about germinating ideas in university and corporate incubators and providing incentives to budding entrepreneurs.

These insights and more were shared at a panel discussion titled, “How Can Innovation and Entrepreneurship Help India Succeed in Global Markets.” The event was held on November 1 in Mumbai to coincide with the launch of the Indian edition of Knowledge@Wharton. The panelists included Sudhir Agarwal, Motorola’s director of sales for India, Nepal and Sri Lanka; Dipto Chakravarty, Novell’s vice president for engineering, identity management and compliance; Promod Haque, a U.S.-based venture capitalist specializing in the technology sector and a partner at Norwest Venture Partners; Rajesh Jain, a technology serial entrepreneur and managing director of messaging software firm Netcore Solutions; and K.S. Viswanathan, chief executive of sales for India at Wipro, India’s third-largest software services firm. R. Jagannathan, business editor of the Mumbai-based newspaper Daily News and Analysis, moderated the discussion. Edited excerpts from the discussion appear below.

Jagannathan: Mr. Haque, in your long career as a venture capitalist you must have seen all kinds of projects and ideas. Do you invest in innovative ideas, or merely ideas that make money? Is there a difference between the two? What makes something truly innovative? Is there a basic definition?

Haque: Perhaps there is a little bit of a difference [between innovative ideas and ideas that make money]. Our goal as venture capitalists is to produce a financial return by backing innovative ideas. When we look at any kind of an innovation, we look at the commercialization of that innovation, which therefore means understanding the market size and the ability of the team, or the team that we can perhaps put together, to reach that market.

Innovative ideas fall into various categories. Obviously, the category that appeals to us is the one where the ideas are innovative and unique, and they also have a good market potential, so you can back them and make money. But there are some ideas that fall into the category of innovative but are in a niche market. You can’t justify taking the risk of starting a business when you understand and realize the potential is limited.

Sometimes you find ideas that are very innovative but they’re too far away from commercialization. They are more like science or research projects — innovative but more “researchy” …. Those are usually in the domains of universities or governmental institutions and foundations that are not looking for a financial return but are nevertheless very interested in advancing that innovation further.

Kindly read complete article at Knowledge@warton at: