Innovation Generation by Ness Roberta B

Author:Ness, Roberta B. [Ness, Roberta B.]
Language: tur
Format: mobi, epub
Published: 0101-01-01T00:00:00+00:00

A classic Mind Map

Mind Map® created by Illumine Training, www.mind-mapping.co.uk. Used with permission.

188

Innovation Generation

strides. So, too, with creative thinking. Before getting into the work, your

desire to watch an hour of TV may overpower you, or 15 minutes into the

eff ort, your desire to check your e- mail may prove overwhelming. Sitting

down and hour-

aft er-

hour, engaging in the heavy-

duty mind lift ing

needed to answer a truly important and complex question is hard. Great

mathematicians and physicists who spend weeks or years solving a single

theoretical problem may not be the ones who are so brilliant so much

as they are the ones who doggedly persist. To tackle a creative problem

requires uninterrupted time. You will need to turn off your e- mail, refuse

to answer your phone, and close your offi

ce door. Here are some useful

time- management strategies for time- management courtesy of Belsky:

• Don’t horde urgent matters. Share or delegate. Multiple small

tasks needing rapid attention will eat your time, so work within

a group (if you don’t have one, then fi nd one), and share urgent

tasks. Sue takes questions about certifi cation of the lab; David

handles acute ordering needs; Grace deals with customers

who have technical complaints; and you deal with customers

with personnel or interpersonal problems. Within these clear

boundaries no one oversteps.

• Be selfi sh. Decide what is necessary and what is nice. Not

everything needs to be perfect. A hospital administrator I

knew once said that he wanted to pass accreditation by just one

point—no more, no less. If less then they wouldn’t get accredited.

If more then they would have wasted precious time that could have

been spent on other important matters.

• Don’t dwell on decisions. Make them and move on. Said another

way: Live in the present and future and never in the past wondering

what you might have done wrong.

Spend the least possible time moving between tasks.

• Can

people

really multitask? We certainly cannot text and drive at the same

time. Th

e risk of accident while doing both is equivalent to the

risk associated with driving drunk. What we can do and do all the

time is serially task. But the more time you spend switching, the

T H A T R I G H T I D E A

189

less time you spend on task- oriented work. A trick is to intersperse

mind- consuming jobs with mind- numbing ones. For instance aft er

a complicated negotiation or an exhausting brainstorm, move to

deleting junk e- mails or looking up a reference.

• Relentlessly move forward. Never stop accomplishing Action Steps.

Each week, have a goal of what can reasonably be accomplished

and fi nish that. If you don’t, then consider how you can be more

effi

cient next week or whether the goal was reasonable. Better

to have smaller steps but keep your own deadlines as a way of

developing discipline and trust in yourself.

• Don’t wait before you act. Don’t wait too long on others—if

someone else is slowing you up and you cannot do the task

yourself, then fi nd another collaborator. If you truly believe in

something, then don’t wait for others—just act.

Plus, always, always believe in yourself. Innovative projects can take a

long time, and time instills self- doubt.

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