Have you ever had a great idea only to have it rejected by your organization? If you are nodding your head, you will want to read Think Wrong: How to Conquer the Status Quo and Do Work that Matters. The authors, John Bielenberg, Mike Burn, and Greg Galle, lead a Silicon Valley innovation firm called Future Partners that gives people the language, frameworks, and tools they need to drive positive change in their organizations and communities. John, Mike and Greg explain the two important reasons we experience these hurdles, namely, human biology and culture. Then, they walk us through ways to challenge and, ultimately, overcome them. In this interview we discuss: How thinking right is all about predictable results and ho-hum solutions How thinking wrong feels awkward because we are acting outside what is acceptable The fact that we cannot follow the same predictable paths if we want to create and innovate How a lot of brains operating on the same neural pathways create a culture The six practices of thinking wrong: be bold, get out, let go, make stuff, bet small, and move fast How letting go is about rethinking assumptions, biases and orthodoxies The importance of making stuff so that our ideas come to life for others to see Why betting small lets us run lots of inexpensive experiments How moving fast allows us to iterate together on learning to accelerate progress Why innovative outlaws need a shepherd and a scout to offset organizational sheriffs and posses How biology and culture limit our thinking and ability to innovate The fact that we say we want innovation when we really want optimization How stepping off a predictable path makes us feel uncomfortable and vulnerable The value of teaching different kinds of problem-solving systems The value of learning from investment over return on investment How incremental innovation, or increvation, will not help us solve big, important problems Episode Links @FuturePartner Future Partners Samuel Mockbee and the Rural Studio Mach49 Deflection Point Exercise Uncertain and Unknown Exercise Creative Change by Jennifer Mueller Project M Pie Lab If you enjoy the podcast, please rate and review it on iTunes - your ratings make all the difference. For automatic delivery of new episodes, be sure to subscribe. As always, thanks for listening!

Why is social media so pervasive? Many have searched for just the right metaphor to capture its explosive growth, yet few have found ones that fit. Instead of turning to concepts like networks or connections, maybe we should be looking to biology. And that is exactly what Oliver Luckett and Michael Casey have done in their book, The Social Organism: A Radical Understanding of Social Media to Transform Your Business and Your Life. In it, they offer a provocative theory: that social networks mimic biological life. As part of that theory, they explain how our capacity to create and share memes actually facilitates an evolutionary process. That process mimics the transfer of genetic information in living things. Oliver is a technology entrepreneur and currently CEO of ReviloPark, and he has served as Head of Innovation at The Walt Disney Company. Michael Casey is the author of three books, including The Age of Cryptocurrency. He was a reporter, editor, and columnist for The Wall Street Journal and also a senior advisor to the Digital Currency Initiative at MIT Media Lab. In this interview we discuss: Social media as the vehicle for a shift from top down gatekeeping to broad and open distribution How the creative expression that is part of social media mirrors the evolutionary process of biological organisms How the Internet operates as a social organism that we feed and contribute to as it evolves and reproduces The fact that there is an order inherent in the chaos of social media, just as there is order inherent in biological systems and organisms How the evolution of social media, like that of organisms, is not about progress, but about randomness, feedback, and interactions important to the evolutionary process How the metaphor of social organism better helps us to understand and respond to our changing culture in ways that encourage healthy responses and interactions How changing online business models hamper the kinds of organic, authentic, creative expression we need to be healthy online and to support an organic evolution of social media How the distribution mechanisms for information and creative expression have shifted from physical elements -- the TV tower, printing press, newspaper delivery truck -- to our brains and social networks How artists like Banksy are using social media to collaborate and impact the art world Why memes are like cultural currency and replicating tools that get repeated and absorbed into our culture to help it evolve How censorship works against our building up immunities to that will allow social media to evolve and increase in authenticity and creativity How social media is a human phenomenon that allows for a vibrant exchange of ideas Why we need to get it right when it comes to understanding social media, especially as we head into our AI future Episode Links @mikejcasey and @revilopark http://thesocialorganism.com/ http://www.michaeljcasey.com/ Norman Mailer Holarchy Banksy and documentary Banksy Does New York Hatsune Miku Richard Dawkins If you enjoy the podcast, please rate and review it on iTunes - your ratings make all the difference. For automatic delivery of new episodes, be sure to subscribe. As always, thanks for listening!

Think we want creative ideas? Think again. While most of us are swimming in creative ideas, the research shows that we tend to go with what we already know. This love-hate relationship with creativity discourages innovation and causes people and organizations to stagnate. Jennifer Mueller, author of the book Creative Change: Why We Resist It . . . How We Can Embrace It, has spent years studying how leaders and organizations handle creative change. She understands why we resist creativity and how to recognize this tendency. She also gives us strategies for promoting creativity in our organizations and for pitching our creative ideas. Jennifer is an Associate Professor at the University of San Diego, and she has served on the business school faculty of Wharton, Yale, and NYU. Her work has been featured in The Atlantic, Fast Company, the Wall Street Journal, and Harvard Business Review. In this interview, we discuss: How our discomfort with uncertainty can cause us to kill creative ideas How generating creative ideas is easier than moving ahead with them The novelty of creative ideas is what makes them so difficult to accept How leaders really want ways to determine which creative ideas have value, not more creative ideas Why it is hard for leaders to admit they do not know whether a creative idea has value We prize correct solutions over a creative ones because of the uncertainty involved How creativity is uncertainty unleashed in a particular moment Why a how-best mindset limits our ability to stay open to creative ideas What a bias against creativity looks like and how we can reduce it Whether we are rejecting a creative idea or how it makes us feel and why this matters Why a successful medical inventor avoids using the term incubator for his startups Why we should treat innovation like a process rather than an outcome How coaching and encouraging trumps teaching when it comes to creative ideas How and why we need to evaluate creative ideas differently from other kinds of ideas How strength in decision-making works against being open to creative ideas Why the ways we communicate creative ideas makes all the difference The important role pattern matching plays in connecting experts to our creative ideas How convincing others of our creative ideas may mean helping them feel failure How pointing out that no one else is doing it as a way of supporting our creative ideas actually reinforces the status quo Why we need to broaden how we think of creativity in schools Why millennials are more anxious about creativity and less motivated to elaborate on creative ideas than previous generations How little we actually know about who has the potential for successful leadership and how this limits creativity in organizations Key skills leaders need to learn and demonstrate to support creative change How any new idea needs to be socialized before it can live in an organization What change circles are and the important role they play in supporting innovators How strengthening our capacity for creative change allows us to solve global problems Episode Links @JennSMueller http://jennifersmueller.com/ Thomas J. Fogarty Spencer Silver Ignorance by Stuart Firestein Star Wars High Noon 2001 Space Odyssey Rob McClary Do Schools Kill Creativity? Ken Robinson TEDTalk If you enjoy the podcast, please rate and review it on iTunes - your ratings make all the difference. For automatic delivery of new episodes, be sure to subscribe. As always, thanks for listening!

Why do some succeed with so little, while others fail with so much? Scott Sonenshein, author of the book, Stretch: Unlock the Power of Less and Achieve More than You Ever Imagined, thinks it happens because we get caught up in a mindset of chasing. A Professor of Management at Rice University, Scott is also a strategy consultant for organizations in healthcare, education, manufacturing, and technology. Drawing on research from psychology and management, Scott makes a case for doing more with less, what he calls stretching with what you have -- and it is a far cry from being cheap or refusing ever to spend. In this interview, we talk about: How waiting for the perfect tool gives us an excuse to delay working on our goals Why chasing after resources can cause us to get caught up in destructive comparisons Looking beyond the conventional uses for a particular resource and why that matters How reflecting on scarcity can help us get more out of the resources we already have How a mindset and culture of ownership lets us solve problems more creatively How stretching with the resources we have is a skill we can teach and learn How a culture of belief in people to solve problems creatively makes all the difference Why stretching is a far cry from being cheap and more about being frugal Why more expertise, knowledge, and practice does not equal greater problem solving How we approach problems more narrowly when we look only for expertise How and why outsiders bring a fresh perspective to problem solving Ways we can cultivate an outsider perspective in ourselves How, when we overplan, we count on a world that may or may not exist Why, in turbulent environments, successful organizations are both fast and accurate The power of running lots of small experiments to learn How we can leap without looking by doing and gathering data without learning from it How sticking to our plans at any cost can work against our own best interests The creativity the comes from unthinkable combinations How stretching makes a difference in how we live our lives Episode Links @ScottSonenshein http://www.scottsonenshein.com/ Not Impossible by Mick Ebeling Ron Johnson If you enjoy the podcast, please rate and review it on iTunes - your ratings make all the difference. For automatic delivery of new episodes, be sure to subscribe. As always, thanks for listening!

Research shows that happiness is elusive. So how can we achieve a deeper, longer lasting sense of joy? Emily Esfahani Smith, author of the book, The Power of Meaning: Crafting a Life that Matters, studies the powerful distinction between meaning and happiness and why it matters. An editor at the Hoover Institution, a policy think tank at Stanford University, and a columnist for The New Criterion, her writing  has also been featured in the Wall Street Journal, The Atlantic, and the New York Times. Her research reveals four pillars, or themes, associated with meaning. The stronger these pillars are in our lives, the more meaningful our lives will be. In this interview, we talk about: Why we should strive for meaning over happiness How meaning helps us think longer term The fact that meaning helps us connect to something larger than ourselves The four themes of meaning -- belonging, purpose, storytelling, and transcendence Why belonging is the most important pillar of meaning How belonging helps us see how we matter, helps us feel valued, respected, cared for Why purpose is all about what we can contribute to others How the story we tell about our lives is a way of crafting our identities How transcendence helps us connect to something larger than ourselves How we can help each other have a healthy sense of belonging at work through the social cues that we send, like making eye contact and smiling How purpose and belonging overlap when we become more focused on service Why we need to act on our talents and strengths to recognize our purpose Narrative identity arises from the stories we tell about our lives and our experiences We have agency in shaping the story of our lives in ways that help us move forward Paying attention to our current future selves - who we want to become How astronauts rethink their values and their ambitions as a result awe experiences What growing up in a Sufi household taught Emily about meaning vs happiness Episode Links @EmEsfahaniSmith http://emilyesfahanismith.com/ The New Criterion The Hoover Institution Pursuing Pleasure or Virtue by Veronika Huta and Richard M. Ryan Shawn Achor The Gratitude Diaries by Janice Kaplan Carlos Eire Jeffrey S. Ashby Sufism Rumi Whirling Dervish If you enjoy the podcast, please rate and review it on iTunes - your ratings make all the difference. For automatic delivery of new episodes, be sure to subscribe. As always, thanks for listening!

When we get angry or excited, our emotions can seem automatic. But are they? For decades, scientists have described these feelings as hardwired, beyond our control, and associated with certain parts of the brain. But recent breakthroughs in neuroscience and psychology are upending this classical view, with revolutionary implications for how we understand ourselves and the world. In her book, How Emotions are Made: The Secret Life of the Brain, Lisa Feldman Barrett, a Distinguished Professor of Psychology at Northeastern University with appointments at Harvard Medical School and Massachusetts General Hospital, helps us rethink what it means to be human, with repercussions for parenting, our legal system, and even our health. Lisa received an NIH Directors Pioneer Award for her groundbreaking research on emotion in the brain and has been studying human emotion for over 20 years. In this interview, we talk about: The fact that our emotions are not hardwired but are made by our brains as we need them Old, inaccurate ways of thinking about emotions and the brain, like emotions as associated with specific parts of the brain How variety is the norm when it comes to expressing and feeling emotions How having emotional granularity helps us feel, express, and understand our own and others emotions more deeply The fact that our brains are not reacting but rather are predicting and constantly guessing what will happen next based on past experiences How the predictions our brains make, based on past experience, yield the thoughts, perceptions, emotions, and beliefs we hold and feel How the brain of a baby is awaiting instructions for how to wire itself by capturing experiences it can draw on in the future How baby brains look very different from adult brains because they have not yet had the experiences an adult has had How our present and future selves are conjured from our past The fact that our emotions are not universal or identical by have variations and shades based on the situation How we actually have not one anger but many angers and happinesses and so on Why we must have knowledge of an emotion in order to experience it How the easiest way to gain knowledge of an emotion is through emotion words How an extensive emotion vocabulary benefits us socially and academically and helps us see varied emotions in other people, gives us greater empathy The fact that we can combine past experiences in brand new ways to create new knowledge if we have not yet had those actual experiences The fact that emotions are abstract concepts rather than physical properties and that they can guide us toward a particular goal of say using anger to overcome an obstacle If a tree falls in a forest and no human is there does it make a sound? No! If we have no concept of a tree then we would not hear the sound of it falling in a forest. Why we cannot understand unfamiliar languages or music How our brain is constantly anticipating sights, sounds, tastes and taking in information from the world and our bodies based on past experience How granularity in color perception is similar to what it means to have emotional granularity Why staying physically healthy is tied to being emotionally healthy How awe experiences help us gain perspective and regulate our physical and emotional health How curating awe experiences daily -- like walking outside, reading something new, taking in nature -- helps make our immediate problems seem smaller and less worrisome How the physical health of our bodies is intricately connected to the emotional health of our minds How many gun laws work against what we now know about our predicting brains the the ways past experiences taint our beliefs and what we see and how we act How understanding how our emotions are made helps us see that we are more in control and empowered than we may think to create the life we want to have

Do successful people possess talents that we lack? Or do they just do things that scare the rest of us? Andy Molinsky wants to help us embrace difficult challenges that can lead to growth. He is the author of the book, Reach: A New Strategy to Help You Step Outside Your Comfort Zone, Rise to the Challenge, and Build Confidence, and a Professor of Psychology and Organizational Behavior at Brandeis International Business School. Andy has spent his career studying how people learn to have difficult conversations, take on new roles, overcome shyness, and achieve the success they crave. He often writes on this topic for Harvard Business Review, The New York Times, Fast Company, The Economist and The Financial Times. In this interview, we talk about: Concrete steps you can take to step outside your comfort zone The connections Andy made between what immigrants face and what we all face when we enter a new, challenging situation How so much of learning new things and taking on new, stimulating challenges is about stepping outside our comfort zones What we gain by stepping outside our comfort zones Why it is about everyday acts of courage, like making smalltalk with supervisors, speaking up at meetings, connecting with someone who holds a different point of view How reaching helps us grow and advance in our lives and jobs to take on new roles, achieve goals and dreams, and help others The techniques we use to avoid reaching, like playing the avoidance game The excuses we make when we try to avoid reaching and how they harm us How perfectionists can avoid reaching The important role scaffolding plays as we take on new challenges and opportunities How we can customize or personalize aspects of a situation to feel more empowered The props, behaviors, costumes, and poses we can employ when we reach How fear is about trying to predict the future rather than living in the present How reaching is so often a process of self discovery The epiphanies we have when we reach -- easier than we thought and better than we imagined we would be How a friend or colleague can remind us of how well we did the last time we reached in this way Why sticking with it when things get hard means all the difference How we can build small wins into our plan to help us gain perspective and resilience Why reaching is really about learning, not failure Why it is all about adopting a learning orientation How keeping a diary can help us track our learning journey Why reaching is about much more than taking a leap -- it includes planning, practicing, trying out tools and techniques The fact that we are not alone when we feel uncomfortable reaching -- most of us feel this way How so many of us feel like imposters when we reach Links to Topics Mentioned in this Podcast @AndyMolinsky www.andymolinsky.com Global Dexterity by Andy Molinsky Emotional Agility by Susan David Lev Vygotsky Carol Dweck If you enjoy the podcast, please rate and review it on iTunes - your ratings make all the difference. For automatic delivery of new episodes, be sure to subscribe. As always, thanks for listening!

Leaders face an onslaught of new challenges that demand increasingly innovative solutions. Yet their approaches to finding them often get stuck in either blue-sky brainstorming or bottom-line decision making. Instead, leaders need a path that blends these two approaches -- a middle road that engages not only the minds of their teams, but also their hearts. To address these challenges, Lisa Kay Solomon co-authored the book, Moments of Impact: How to Design Strategic Conversations that Accelerate Change. Lisa is an innovation, leadership, and design expert and Principal Faculty and Managing Director of Transformational Practices at Singularity University. Her writing has been featured in BusinessWeek, the Wall Street Journal, and Forbes. In this interview, we talk about: Why we need to bring the human side -- our hearts and minds -- to strategic conversations How designing strategic conversations is an important leadership skill How strategic conversations differ from brainstorming and decision making Why strategic conversations are about more than getting the right answer Why these kinds of conversations are about the future of our organizations, of challenging the status quo, and of multiple perspectives, whether that involves new products and services, entry into new geographic regions, new business models, or new ways of staffing How strategic conversations can help us build understanding and help us see what success looks like The power of staying in the exploration space, staying expansive in our thinking Why these conversations are about mindsets, emotions, new ways of thinking, and new possibilities versus logic, right over wrong, or defending particular points of view Why strategic conversations require leaders to develop greater self-awareness and an understanding of their biases Why strategy is emotional How our education and schooling tees us up to think of strategic planning as all about the correct, numeric answer The important role design thinking, empathy, and supposed soft skills play in strategic conversations Why designing strategic conversations is a craft, not a crapshoot The importance of engaging multiple perspectives rather than just identifying participants -- paying attention to diverse ages, people outside the organization, visualizations, etc Why we should prepare participants before bringing them together, so that we set them up for success How background readings, information on who else will be in the room, meeting goals, etc, can help participants do their best work Why we want to design backwards when bringing people together for strategic conversations The importance of asking what participants will be thinking or saying to friends before, during, and after strategic planning meetings Why framing the issue of the strategic conversation is so important and so challenging How framing the issue is like providing the picture on the puzzle box because it is about setting the parameters How we can reframe discussions of market competitors by asking who is delivering value in new ways to our customers Why a school considering adding a high school asked should we do it versus can we do it Why leaders need to get comfortable bringing emotion into the room How setting the agenda is about making it an experience, getting people invested, and engaging emotionally, rather than just about getting things done Why we should value discussing our fears, what we care about, and what makes us nervous about the issues we are discussing Addressing the yeah but of long-term vs short-term thinking and planning Being able to speak to the reality of organizational politics and turf wars Having empathy for knowing how to engage with one another in these ways -- with visualizations, storytelling, conversations, and new ways of thinking Recognizing that strategic thinking can be learned and that it is a set of skills we ar...

How can we stay on top of changes that are not only getting faster, but more complex? We need strategies to take advantage of breakthroughs in fields as diverse as data mining, artificial intelligence and machine learning, since they are changing the ways we work, research, and live. To navigate this change, Joi Ito, Director of the MIT Media Lab and author of Whiplash, shares insights from research at the Lab and offers us nine strategies for surviving our faster future. In this interview, he does a deep dive on creative problem solving, teams, diversity, and learning. He talks about: How the Media Lab got started and the current focus of its work The importance of the white space between and beyond disciplines How the Media Lab has shifted from operating as a container to operating as a node How neuroscientist Ed Boyden embodies the multi-disciplinary approach of the Lab How pull over push problem solving is about finding and using the resources you need when you need them How the 2011 Japanese earthquake became a focal point for pull over push problem solving The power of diverse teams - and diverse tools - for creative problem solving The sweet spot of disagreement and diversity among productive teams When it comes to diversity, why we need to ask, are we looking to the other or just another? How innovative cybersecurity folks are designing systems that assume failure rather than seeking to avoid it and how this is about resilience over strength Why we need to think about the interaction among objects - the systems in which they operate - in order to innovate for greater success The role nuance and complexity play in thinking about open source How machine learning and artificial intelligence are impacting fields like cryptocurrency and genetic engineering The fact that policies and regulations are behind where machine learning and artificial intelligence are taking us Why lawyers need to learn more about tech and scientists need to learn more about ethical and legal issues Kevin Esvelt and his work at the Media Lab in genetic engineering and his focus on responsible ways of deploying these tools in conjunction with everyday citizens Why we cannot wait on ethicists and policymakers but must get scientists on board instead How our education system is the opposite of what robots and artificial intelligence are ensuring we need when it comes to creativity and innovation Why the Media Lab emphasizes the 4Ps of play, passion, projects, and peers and how that differs markedly from what U.S. schools are about Why our education system and our schools need to be as dynamic and open to change as the fields that will have the greatest impact on us and them How we might look to the ed system in Finland regarding assessment and project-based learning The value of the Montessori approach The value of looking at countries like India and others where they are experimenting with schools and learning The power of informal, interest-driven learning Why we should be spending more time on getting people engaged in their learning Why he believes learning is a social and cultural problem, not a tech problem, and why we need to create a culture of learning How he thought programming and coding would be more about mindset and creativity than employment Why he believes we need to nudge human-machine interactions in the right direction Episode Links @Joi https://joi.ito.com/ MIT Media Lab Jerome Wiesner Nicholas Negroponte Marvin Minsky Seymour Papert Muriel Cooper John Seely Brown Ed Boyden Optogenetics Just-in-time manufacturing The Inevitable by Kevin Kelly Scott E. Page Donella Meadows Reid Hoffman Kevin Esvelt and Rewriting the Code of Life CRISPR Mizuko Ito (Mimi Ito) and Hanging Out, Messing Around, and Geeking Out If you enjoy the podcast, please rate and review it on iTunes - your rati...

Can extraordinary innovation happen in ordinary organizations? Yes, if you know how. In his latest book, Simply Brilliant: How Great Organizations Do Ordinary Things in Extraordinary Ways, Bill Taylor shines a spotlight on innovation in organizations such as banks, fast-food joints, and nonprofits. And he shares how they do it. Co-founder of Fast Company and bestselling author of the books, Practically Radical and Mavericks at Work, Bill has written for the NYTimes, the Guardian, and Harvard Business Review, and he blogs regularly for HBR. In this interview, he talks about: How Silicon Valley companies make up less than 10 percent of businesses How having a compelling lighthouse identity helps ordinary organizations stand out The 4 key elements of a lighthouse identity What it looks like when innovation meets the ordinary world of banking The fact that we want to do business with companies and brands that are fun Why being ordinary is not an option for every day organizations How an investor seeks out missionary over mercenary businesses The role teaching and psychology play in a fast-food standout What happens when leaders read and discuss books together Why an every day company requires its leaders to teach What it looks like when company expansion is driven by employee growth How big and rapid growth can decrease what makes a young organization so special The incredible role thought leadership plays in extraordinary organizations What Bill learned by spending a training day with employees from Quicken Loans How being bold, exciting and compelling in the marketplace requires we be that way in the workplace How the most successful organizations prioritize ideas and people Steps experts can take to see their work with fresh eyes What jazz can teach leaders about provocative competence What it takes to find our next ideas and why that is more important than ever How a wildly successful company prioritized learning to get unstuck Needing to ask: When is the last time you did something for the first time? Why we need to spend less time being interesting and more time being interested How being interested is about seeking out big ideas and small sources of inspiration Needing to ask: Am I learning as fast as the world is changing? Why the future is shaped by tough-minded optimists The importance of asking how to help more people benefit from the wealth of the few Episode Links @williamctaylor https://williamctaylor.com/ Metro Banks Willy Wonka John Doerr of KPKB Pals Sudden Service Malcolm Baldridge National Quality Award The Art of Sun Tzu The Innovation Formula by Amantha Imber Quicken Loans and Dan Gilbert Rosanne Haggerty and Community Solutions MacArthur Fellows Program Robert Wennett WD-40 John W. Gardner If you enjoy the podcast, please rate and review it on iTunes - your ratings make all the difference. For automatic delivery of new episodes, be sure to subscribe. As always, thanks for listening! Thank you to Emmy-award-winning Creative Director Vanida Vae for designing the Curious Minds logo, and thank you to Rob Mancabelli for all of his production expertise! www.gayleallen.net LinkedIn @GAllenTC