In the current Covid crisis, for example:. In other words, renewal and adaptive strategies give way to classical planning-based strategies and then to visionary and shaping strategies, which require imagination.
We recently surveyed more than multinational companies to understand the measures they were taking to manage the Covid epidemic. We have written elsewhere about what the post-Covid reality is likely to look like and how to discriminate between temporary and enduring shifts in demand.
But how can companies avoid having imagination become the first casualty of the crisis? Based on our research for a new book on the imaginative corporation we share seven imperatives:.
Crises place heavy demands on leaders and managers, and it is easy to lose the already slim time we might have for reflection. This system narrows our focus. We need to create the equivalent rhythm of action and reflection in business as we navigate this crisis.
Ways to switch off the fight-or-flight mode and support reflection include:. Creativity involves reaching beyond precedents and known alternatives to ask questions that prompt the exploration of fresh ideas and approaches. Some good questions to ask in the Covid crisis might include, for example:. Crises require a goal-driven and serious response. However, in times of stress, we tend to overlook the important human capacity of play to temporarily forget about goals and improvise.
Biologically, play can be characterized as de-risked, accelerated learning. In unprecedented, rapidly changing situations, play is a critical capability. As well as providing some much-needed stress relief — how many of us are currently working from dawn to dusk? We can make interesting, new connections between ideas when we allow ourselves to loosen up from our regular, goal-driven, laser-focused, instrumental approach.
Sometimes nothing immediately useful will come of play, but playing at least allows us to practice imagining, improvising, and being open to inspiration — all important skills when navigating the unknown. They see multiple solutions to a problem, even when some may not be obvious, and their creative solutions usually generate better outcomes than would be possible otherwise.
Creative entrepreneurs know that a little bit of imagination goes a long way in improving how a business runs every day. Imaginative business owners find ways to do more with less. But that can change. It must change if you really want to achieve the success that you and your family deserve. Did you know that we take action or fail to take action more because of imagination than because of will power or discipline?
What you imagine about yourself becomes a core belief. The subconscious mind houses: 1 Memories, 2 Emotions, and 3 Imagination. Think about this for a moment. Imagination can become even more powerful when combined with the other two components of the subconscious. These same three components are not only closely related, but each can be influenced by the other. By the same token, you can combine an imagined future success with the memory of a prior success AND the emotion connected to that memory.
The good news is, you can completely control your own imagination. Knight Director and CEO of the Akron Art Museum, has successfully led nonprofit art organizations and businesses in achieving exceptional performance, profitability and sustainability. Developing an essential 21st century skill As an artist and CEO of a business built on the imagination of civic and cultural leaders, I have the privilege of working with highly creative people every day. Beyond the predictable Imagination is the key to increasing innovation and productivity.
Now or never Innovation would not exist without an active imagination.
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