Creative Disruption Quotes

An adult life...is a slowly emerging design, with shifting components, occasional dramatic disruptions, and fresh creative arrangements.

The first ingredient to being wrong is to claim that you are right. Geniuses have a knack for raising new questions. Hence by the public they are either admired for their creativity or, even more commonly so, detested for disturbing the daily peace of mind.

Geniuses are always marginalized to one degree or another. Someone wholly invested in the status quo is unlikely to disrupt it.

We must harness curiosity, creativity, and diverse perspectives, because today’s standard knowledge will not help us handle tomorrow’s surprises.

The courage to wander and fail is both necessary for our survival and key to outsized discoveries.

As you follow your passion, make it evident. Passion is naturally contagious.

The power of an idea can never be understated, but an idea is worthless until other people know about it.

Creativity will become even more important as the world requires new solutions to new problems.

We must harness curiosity, creativity, and diverse perspectives, because today’s standard knowledge will never solve tomorrow’s surprises.

When new connections are made with a multiplicity of perspectives and diverging points of view, inspiration is unleashed.

Harnessing the value of speculation and creativity, science fiction helps both individuals and organizations become and remain relevant in the face of our rapidly changing world.

With AI drawing art, creating music, and writing, human creativity is being challenged. Artists, musicians, composers, and writers are all experiencing upheaval which could match that of a factory becoming automated.

Telephone did not come into existence from the persistent improvement of the postcard.

Similar to living organisms, these living BMaaS (Business Models-as-a-System) have an innate capacity to change creatively within their ecosystems, as they emerge and unfold. Change is expected, organic, and constant.

When we pause, we don’t know what will happen next. But by disrupting our habitual behaviors, we open to the possibility of new and creative ways of responding to our wants and fears.

Systemic disruption requires us to accept that there may be no measurable data to fully substantiate our understanding of those disruptions. Imaging and exploring the multiplicity of potential futures which may arise from disruptions is a creative exercise, not a number-crunching one.

Disruptive innovation is entrepreneurs changing their industry with unique creativity.

Creativity is the new currency, so, are you credited with new thoughts or overdrawn in old thinking?

Encourage creative disruption: Random hostilities are not what the organization needs, but if nobody’s pissed off, maybe you’re not pushing hard enough. “Being responsible sometimes means pissing people off.

These are the bozos. They are graspers and self-promoters, shameless resume padders, people who describe themselves as “product marketing professionals,” “growth hackers,” “creative rockstar interns,” and “public speakers.

We must become aware of the astonishing fact that as a species we are the victims of an instance of traumatic abuse in childhood. As human beings, we once had a symbiotic relationship with the world-girdling intelligence of the planet that was mediated through shamanic plant use. This relationship was disrupted and eventually lost by the progressive climatic drying of the Eurasian and African land masses.

recent IBM poll of fifteen hundred CEOs identified creativity as the number-one “leadership competency” of the future.

Companies preach creativity, hire for conformity and call consultants when they fail who tell them to be more creative.

Conversion is the lifelong process of turning away from our plans and turning toward God's maddening, disruptive, creativity.

Entrepreneur, take a bite out of Apple's innovation so in turn you can bear fruits of creativity.

Innovation, creativity and an ability to solve real life problems remain the most prized skills in today’s economy

Dissatisfaction with status quo is the psychology behind creative disruptions.

He was a man who longed to do more with his life, to investigate creativity and originality, but was afraid of the disruption this indulgence might bring to a carefully regimented life.

as architect of choosing... choose. to. live. awakened. entirely. wholly. wildly powerful,  deeply masterful,  authentically creative, thriving.  this is not a hoped-for possible self. [reminder: this is an immutable Law of your being] needing not to learn the skill of being whole,  the antidote is to unlearn the habit of living incompletely here’s the practice: ‘know thyself‘—its about spirit  righteousness is underrated elevate connection with the changeless essence seek similitude with the will of Source and will of self 'choose thyself'—its about substance sacred. sagacious. spacious. in thought, word and deed— intend to: honor virtue. innovate enthusiastically. master integrity. 'become who you are'—its about style  a human, being an entrepreneur of life experiences a human, being a purveyor of preferences being-well with the known experience of soul, in service your relationship with insecurities, contradictions, & failures? obstacles or...invitations to grow? [mindset forms manifestation] emotions are messengers are gifts data for discernment: dare to deconstruct them your fears a belief renovation: fear.less. & aspire towards ascendance, anyway support your shine lean into the Light be.come. incandescent as architect of choosing, I choose...  to disrupt the energy of the status quo, to eclipse the realms of ordinary, & to live--a life-well lived. w/ spirit, substance & style.

There is no such thing as creativity in the abstract. Likewise, there is no such thing as innovation in the abstract. To describe yourself as an entrepreneur or a disrupter is as meaningless as describing yourself as an athlete or a thinker. Really? What sports do you play? What do you think about? What

Amazingly, disrupting one frontal lobe can leave people functioning normally. It’s what both frontal lobes do in concert that sprouts our highest cognitive function: creativity.

Innovators make the previously impossible possible.

New ideas are like babies, beautiful, ugly and not finished yet.

Entrepreneur, you don't need 20 years of experience in your industry but rather, you do need an idea that will bring disruption over the next 20 plus years. ~

All children in every school deserve an education that inspires curiosity, encourages creativity, requires critical thinking, urges collaboration, and nurtures compassion.

To describe yourself as an entrepreneur or a disrupter is as meaningless as describing yourself as an athlete or a thinker. Really? What sports do you play? What do you think about?

Our human history is the history of ideas. Our human future is the future of ideas. Human desire. Human imagination. Human ingenuity. Creating and copying. Tool-makers and dream-chasers.

True imagination and creativity don’t come from thinking outside the box or letting ourselves go wild, just as true spontaneity does not come from dancing on a table on the weekend while you remain in your tedious job. They don’t come out of great disruptive moments that break forth from an otherwise ordinary, drab life. They are part and parcel of how we live our every day; all moments can be creative and spontaneous when we experience the entire world as an open and expansive place. We get there by constantly cultivating our ability to imagine transcending our own experience.

My definition: A transition is a vital period of adjustment, creativity, and rebirth that helps one find meaning after a major life disruption. But how do you enter this mysterious state? Does it happen inevitably or do you somehow have to decide? And if so, how do you do that?

Being top of your class does not necessarily guarantee that you will be top in life. Life requires much more than your ability to understand a concept, memorise it and reproduce it in an exam. Intelligence and excellence in life go beyond your ability to provide cut-and-paste answers.

What I had come to understand was that the root cause of poor performance in schools is not 'bad schools' or 'bad teachers' but poverty. Closing schools and firing their teachers and principals does not help students. If anything, it introduces damaging instability into their lives. The privatizers hail disruption and call it 'creative,' but it is neither creative nor beneficial.

All of this would explain why revolutionary moments always seem to be followed by an outpouring of social, artistic, and intellectual creativity. Normally unequal structures of imaginative identification are disrupted; everyone is experimenting with trying to see the world from unfamiliar points of view; everyone feels not only the right, but usually the immediate practical need to re-create and reimagine everything around them.

To manage people effectively, you must be able to get your ego out of the way so people are allowed to grow and develop on their own, find their voice, and discover their real gifts. If you can help a person do that, they’re going to be worth a kazillion times more to you than they would if you have to scare them into working. People don’t function as optimally when they operate from a place of fear. Acting from fear will always result in fear of taking a chance. The people who work from a place of love are going to be creative and productive and hopeful and fruitful.

The Buddhist teacher Jack Kornfield once said that all of life can be summed up in these three words: not always so. We plan on our day going in a certain direction? Not always so. We expect a friend or relative to behave the way they always have? Not always so. There is the pattern, and then there is the dropped stitch that disrupts the pattern, making it all the more complex and interesting. Stories are about the dropped stitch. About what happens when the pattern breaks. Though there is a certain poetry in the rhythm of everyday, it is most often a shift, a moment of not-always-so, that ends up being the story. Why is this moment different? What has changed? And why now? We would do well to ask ourselves these questions when we’re at work.

I call this theory mystical pluralism because of its similarity to John Hick’s pluralist interpretation of religion. The theory is essentialist in both the therapeutic and epistemological senses described above. Its thesis is that mystical traditions initiate common transformative processes in the consciousness of mystics. Though mystical doctrines and practices may be quite different across traditions, they nevertheless function in parallel ways—they disrupt the processes of mind that maintain ordinary, egocentric experience and induce a structural transformation of consciousness. The essential characteristic of this transformation is an increasingly sensitized awareness/knowledge of Reality that manifests as (among other things) an enhanced sense of emotional well-being, an expanded locus of concern engendering greater compassion for others, an enhanced capacity to creatively negotiate one’s environment, and a greater capacity for aesthetic appreciation.

he used the phrase “naive transitivity” to describe what we and other movement activists in the 1960s were calling “rebellion.” For Freire, it was the stage when the masses, conscious that their oppression is rooted in objective conditions, “become anxious for freedom, anxious to overcome the silence in which they have always existed.” Freire was very clear, as were we, that this breaking of silence was not just a riot. Indeed, the masses were seeking to make their historical presence felt. He was equally clear, as were we, that it was not yet revolution because revolutions are made by people (as distinguished from masses) who have assumed “the role of subject in the precarious adventure of transforming and re-creating the world. They are not just denouncing but also announcing a new positive.”8 Or as we put it in Revolution and Evolution in the Twentieth Century, “a rebellion disrupts the society,” but “a revolution . . . begins with projecting the notion of a more human, human being,” one “who is more advanced in the qualities which only human beings have—creativity, consciousness and self-consciousness, a sense of political and social responsibility.”9 Soon thereafter, I read Freire’s Pedagogy of the Oppressed and was delighted to discover that his ideas of Education for Freedom, as education that not only makes the masses conscious of their oppression but engages them in struggles to transform themselves and their world, were very close to those that I had been putting forward.10 In this landmark work, Freire critiqued the bourgeois “banking method” of education, in which students are expected to memorize the “truths” of the dominant society—that is, “deposit” information in their head then “withdraw” it when required for tests, jobs, and other demands by overseers. Instead, Freire argued that critical thinking can develop only when questions are posed as problems. This problem-posing method provides no automatic “correct” answer. By contrast, students must discover their own understanding of the truth by developing a heightened awareness of their situation.

Just for a moment, imagine that you live in a magnificent ethereal world of indescribable beauty—a world consisting of subtle energies, where every thought you create instantly molds and shapes the immediate environment around you. Imagine a perfect world where your thoughts instantly create any reality you choose. Whatever your heart desires is suddenly made manifest before you. It is a glorious land overflowing with living light, a land where death, disease, and limitations are nonexistent. Imagine yourself in an ideal world where everyone is free to explore and develop their creative pursuits and experience their unlimited potential. Does this sound like heaven? Just think what an immature or undisciplined being could and would do in this ideal thought-responsive world. Picture the chaos and destruction that a single primitive mind could create. One undisciplined mind would wreak complete havoc, destroying the perfection of the subtle environments and the privacy of all the inhabitants. Now for a moment imagine what kind of educational environment would be the perfect training ground for this undisciplined mind. What kind of school would you create to educate this primitive state of consciousness? What kind of lessons would effectively train this disruptive mind to coexist in the thought-responsive heavenly dimensions? Welcome to the slowed-down molecular training ground of consciousness. Welcome to the dense training ground of matter, where focused thoughts are required in order to create and prosper. Welcome to the ideal environment where the young and undisciplined mind can learn by trial and error without contaminating the pure realm of spirit. Welcome to your life. This is one of the primary spiritual lessons we are here to learn. The unaware remain in the dense outer dimensions of the universe until they learn to exercise complete responsibility for their thoughts and actions. They then must learn to escape from the dense gravity field consisting of matter, form, and emotion. Eventually they recognize and break free from the illusions of form and to consciously pursue and experience their spiritual essence.

I heard a delightful—and possibly apocryphal—story about what happened when the British introduced golf to India in the 1820s. Upon building the first golf course there, the Royal Calcutta, the British discovered a problem: Indigenous monkeys were intrigued by the little white balls and would swoop down out of the trees and onto the fairways, picking them up and carrying them off. This was a disruption, to say the least. In response, officials tried erecting fences to keep the monkeys out, but the monkeys climbed right over. They tried capturing and relocating the monkeys, but the monkeys kept coming back. They tried loud noises to scare them away. Nothing worked. In the end, they arrived at a solution: They added a new rule to the game—“Play the ball where the monkey drops it.

You will never disrupt an industry or transform your business, and you’ll never get the best smart creatives on board, if your strategy is narrowly based on leveraging your competitive advantage to attack related markets.

To reignite creativity, innovation, and learning, leaders must rehumanize education and work. This means understanding how scarcity is affecting the way we lead and work, learning how to engage with vulnerability, and recognizing and combating shame. Make no mistake: honest conversations about vulnerability and shame are disruptive. The reason that we’re not having these conversations in our organizations is that they shine light in dark corners. Once there is language, awareness, and understanding, turning back is almost impossible and carries with it severe consequences. We all want to dare greatly. If you give us a glimpse into that possibility, we’ll hold on to it as our vision. It can’t be taken away.

Curiosity is an effective way to disruptive thinking and innovation for us.

There’s an all too human tendency to believe that what we know and experience now is the way it will and always should be.

Horwitt describes an occasion in the spring of 1972 when Alinsky organized a student protest at Tulane University’s annual lecture week. A group of anti–Vietnam War protesters wanted to disrupt a scheduled speech by George H. W. Bush, then U.S. representative to the United Nations, and an advocate for President Nixon’s Vietnam policies. While the students planned to picket the speech and shout antiwar slogans, Alinsky told them that their approach was wrong because it might get them punished or expelled. Besides, it lacked creativity and imagination. Alinsky advised the students to go hear the speech dressed up as members of the Ku Klux Klan—complete with robes and hoods—and whenever Bush said anything in defense of the Vietnam War, they should cheer and holler and wave signs and banners saying: “The KKK Supports Bush.” This is what the students did, and it proved very successful, getting lots of media attention with no adverse repercussions for the protesters.17 On

The English word 'creativity' is derived from the Roman-Latin creo - to create. It is inextricably linked to the Western notion of a creator - a divine intervention and violent disrupter.

This new way of consuming information and storytelling online doesn’t bode well for individuals or companies that create mediocre content and cookie-cutter storytelling. The new mentality says that if it’s not good or important, the group won’t share it. Furthermore, it no longer matters who created the content; if it doesn’t satisfy us, we’re not going to share or filter something up the food chain.

A lot can be accomplished when you approach challenges and opportunities with creativity, tenacity and determination.

Our attitude matters, and not because we can stop the march of technological progress even if we wanted to, but because our perspective on disruption affects how well prepared for it we will be.

Optimism. One of the most important qualities of a good leader is optimism, a pragmatic enthusiasm for what can be achieved. Even in the face of difficult choices and less than ideal outcomes, an optimistic leader does not yield to pessimism. Simply put, people are not motivated or energized by pessimists. Courage. The foundation of risk-taking is courage, and in ever-changing, disrupted businesses, risk-taking is essential, innovation is vital, and true innovation occurs only when people have courage. This is true of acquisitions, investments, and capital allocations, and it particularly applies to creative decisions. Fear of failure destroys creativity. Focus. Allocating time, energy, and resources to the strategies, problems, and projects that are of highest importance and value is extremely important, and it’s imperative to communicate your priorities clearly and often. Decisiveness. All decisions, no matter how difficult, can and should be made in a timely way. Leaders must encourage a diversity of opinion balanced with the need to make and implement decisions. Chronic indecision is not only inefficient and counterproductive, but it is deeply corrosive to morale. Curiosity. A deep and abiding curiosity enables the discovery of new people, places, and ideas, as well as an awareness and an understanding of the marketplace and its changing dynamics. The path to innovation begins with curiosity. Fairness. Strong leadership embodies the fair and decent treatment of people. Empathy is essential, as is accessibility.

Prospective thinking is about anticipating long-term changes, including highly disruptive ones (some known, and others entirely unknown), and responding to them early. Prospective thinking—which relies a lot on induction—is at the heart of practical creativity. It’s about acting rather than waiting.

This chart contrasts predictive and prospective thinking: Predictive Thinking Prospective Thinking Mindset Forecasting, “We expect …” Preparing, “But what if …” Goal Reduce or even discard uncertainty, fight ambiguity Live with uncertainty, embrace ambiguity, plan for set of contingencies Level of uncertainty Average High Method Extrapolating from present and past Open, imaginative Approach Categorical, assumes continuity Global, systemic, anticipates disruptive events Information inputs Quantitative, objective, known Qualitative (whether quantifiable or not), subjective, known or unknown Relationships Static, stable structures Dynamic, evolving structures Technique Established quantitative models (economics, mathematics, data) Developing scenarios using qualitative approaches (often building on megatrends) Evaluation method Numbers Criteria

This chart contrasts predictive and prospective thinking: Predictive Thinking Prospective Thinking Mindset Forecasting, “We expect …” Preparing, “But what if …” Goal Reduce or even discard uncertainty, fight ambiguity Live with uncertainty, embrace ambiguity, plan for set of contingencies Level of uncertainty Average High Method Extrapolating from present and past Open, imaginative Approach Categorical, assumes continuity Global, systemic, anticipates disruptive events Information inputs Quantitative, objective, known Qualitative (whether quantifiable or not), subjective, known or unknown Relationships Static, stable structures Dynamic, evolving structures Technique Established quantitative models (economics, mathematics, data) Developing scenarios using qualitative approaches (often building on megatrends) Evaluation method Numbers Criteria Attitude toward the future Passive or reactive (the future will be) Proactive and creative (we create or shape the future) Way of thinking Generally deduction Greater use of induction

boiling frogs” and “elephants in the room”—combine them with your list of trends and spend some time pondering how you could exploit them. Ask yourself, • Which of these would be the most disruptive? • For which ones are we least ready? • Which ones are right in front of us, yet we are hesitant to admit they’re there? • What about our competitors—why are they ready for some more than others? • How do these future events, whether likely or unlikely, influence the kinds of new ideas we want to generate during Step 3 divergence? • How do they change our central line of inquiry?

The Fourth Industrial Revolution is creating a self-employment economy based on creativity - gig workers, freelancers, Apps, investments and entrepreneurship. It is now much easier to start your own thing than any other time in history. Don’t focus on the threats; focus on the opportunities! There's more to sell than just labour.

Africa’s transformation lies in innovation, creativity, emerging technologies and entrepreneurship.

Entrepreneurship should be a viable career path not just a last resort to joblessness.

Optimism. One of the most important qualities of a good leader is optimism, a pragmatic enthusiasm for what can be achieved. Even in the face of difficult choices and less than ideal outcomes, an optimistic leader does not yield to pessimism. Simply put, people are not motivated or energized by pessimists. Courage. The foundation of risk-taking is courage, and in ever-changing, disrupted businesses, risk-taking is essential, innovation is vital, and true innovation occurs only when people have courage. This is true of acquisitions, investments, and capital allocations, and it particularly applies to creative decisions. Fear of failure destroys creativity. Focus. Allocating time, energy, and resources to the strategies, problems, and projects that are of highest importance and value is extremely important, and it’s imperative to communicate your priorities clearly and often. Decisiveness. All decisions, no matter how difficult, can and should be made in a timely way. Leaders must encourage a diversity of opinion balanced with the need to make and implement decisions. Chronic indecision is not only inefficient and counterproductive, but it is deeply corrosive to morale. Curiosity. A deep and abiding curiosity enables the discovery of new people, places, and ideas, as well as an awareness and an understanding of the marketplace and its changing dynamics. The path to innovation begins with curiosity. Fairness. Strong leadership embodies the fair and decent treatment of people. Empathy is essential, as is accessibility. People committing honest mistakes deserve second chances, and judging people too harshly generates fear and anxiety, which discourage communication and innovation. Nothing is worse to an organization than a culture of fear. Thoughtfulness. Thoughtfulness is one of the most underrated elements of good leadership. It is the process of gaining knowledge, so an opinion rendered or decision made is more credible and more likely to be correct. It’s simply about taking the time to develop informed opinions. Authenticity. Be genuine. Be honest. Don’t fake anything. Truth and authenticity breed respect and trust. The Relentless Pursuit of Perfection. This doesn’t mean perfectionism at all costs, but it does mean a refusal to accept mediocrity or make excuses for something being “good enough.” If you believe that something can be made better, put in the effort to do it. If you’re in the business of making things, be in the business of making things great. Integrity. Nothing is more important than the quality and integrity of an organization’s people and its product. A company’s success depends on setting high ethical standards for all things, big and small. Another way of saying this is: The way you do anything is the way you do everything.

Sometimes, when we least expect it, energy moves like a tornado, in directions we don’t expect and that can feel negative. Our plan and harmony are disrupted, and then the question becomes, what do we do? The natural reaction when something happens that’s unplanned is to panic or “fight the energy.” But that’s exactly the type of action you don’t want to take, because it’s in exact opposition to the harmony we’re aiming to achieve. So what can we do instead? There’s only one answer: accept it. Pause, take a deep breath, and trust that everything that happens is in your best interests.

The Supreme Court justices gave the aura of being “strict constitutionalists” whose job was not to interpret or create but merely to distinguish between the rights the federal government enforced and those controlled by the states.99 But the supposedly legally neutral interpretations had profound effects. And the court, just like Johnson, demonstrated an uncanny ability to ignore inconsistencies and to twist rules, beliefs, and values to undermine the solid progress in black people’s rights that the Radical Republicans had finally managed to put in place. The court declared that the Reconstruction amendments had illegally placed the full scope of civil rights, which had once been the domain of states, under federal authority. That usurpation of power was unconstitutional because it put state governments under Washington’s control, disrupted the distribution of power in the federal system, and radically altered the framework of American government.100 The justices consistently held to this supposedly strict reading of the Constitution when it came to African Americans’ rights. Yet, this same court threw tradition and strict reading out the window in the Santa Clara decision. California had changed its taxation laws to no longer allow corporations to deduct debt from the amount owed to the state or municipalities. The change applied only to businesses; people, under the new law, were not affected. The Southern Pacific Railroad refused to pay its new tax bill, arguing that its rights under the equal protection clause of the Fourteenth Amendment had been violated. In hearing the case, the court became innovative and creative as it transformed corporations into “people” who could not have their Fourteenth Amendment rights trampled on by local communities.101 So, while businesses were shielded, black Americans were most emphatically not. The ruling that began this long, disastrous legal retreat from a rights-based society was the 1873 Slaughterhouse Cases.

While the assembly line created some meaningful advances in society, it widened the gap between the haves and the have- nots by solidifying a tremendous barrier to entry for manufacturing businesses. Factories and assembly lines cost millions and millions of dollars to build, and those resources were only available to large organizations and wealthy industrialists. That made it nearly impossible to disrupt or innovate without being associated with one of these entities. The assembly line also marked a tipping point for standardization and globalization. Prior to its arrival there was a strong emotional connection between the artisan and the product. The maker was close to the consumer, and that meant something to both of them. Standardized production over the twentieth century eroded that connection by separating the producer from the product. Producers no longer had to be skilled—they now only had to handle a piece of the process. That, with very few exceptions, systematically eliminated specialized artisan work. And the more efficient production became, the more financially beneficial it was to consolidate on the retail side as well, which led to what most call globalization, but I call global monotony. We entered the “Boring Age,” one in which different cities and countries all featured the same stores and products.

Ian and Steve knew there were no hotels cater- ing to the taste and lifestyle of their clientele. It was obvious to them that the hotel business was stale with sameness; if they could infuse art and lifestyle into this segment of commerce, they would disrupt the industry.

The solution to chronically disruptive youth is, ironically, the exact opposite of confinement. It is freedom. It is freedom of choice and movement (within certain boundaries) that is guided by creative, compassionate, healthy adults who facilitate last-ditch learning.

Inspiration drives Innovation. Innovation enables Change. Change fuels Opportunities Execution realizes Opportunities. - Tom Golway

Goddess of: • the dissolution of outworn structures • radical rebirth • dynamic power of change • the process of childbirth • death • the fury of battle • release of constriction and stuckness • radical purification and detoxification—both physical and internal • righteous anger • wildness and radical audacity • liberation through “dying” to the egoic self • absolute voidness beyond all forms • fierce love and ecstasy Recognize Kali in: • lightning storms • volcanic eruptions, tornados, and tsunamis • battlefields • wild outbursts of ecstasy • the act of pushing the child out of the womb (literally and figuratively, as in a dramatic creative process) • radical creative freedom • purification experiences • sudden changes in life, especially those that involve disruption

From Alan Thein Durning: The extreme disruption of ecosystems will end. The question is whether people will end it voluntarily and creatively, or whether nature will end it for them, savagely and catastrophically... Humanity’s failure to act in defense of the Earth is conventionally explained as a problem of knowledge: not enough people yet understand the dangers or know what to do about them. An alternative explanation is that this failure reflects a fundamental problem of motivation. People know enough, but they don’t care enough. They do not care enough because they do not identify themselves with the world as a whole. The Earth is such a big place that it might as well be no place at all. If places motivate but the planet does not, a curious paradox emerges. The wrenching global problems that the world’s leading thinkers so earnestly warn about- crises such as deforestation, hunger, population growth, climate change, loss of cultural and biological diversity- may submit to solutions only obliquely. The only cures possible may be local and motivated by a sentiment- the love of home- that global thinkers often regarded as divisive and or provincial. Thus, it may be possible to diagnose problems globally, but impossible to solve them globally. There may not be any ways to save to world that are not, first and foremost, ways for people to say their own places. Here is the hope: that this generation becomes the next wave of natives, first in this place on Earth and then in others. This newfound permanence allows the quiet murmur of localities to become audible again. And that not long thereafter, perhaps very soon, the places of this Earth will be healed and whole again. ...AJ Auden said, “We have spent thee past 250 years in restless movement, recklessly skimming off the cream of superabundant resources, but we have not used the land in the true sense of the word, not have we done ourselves much permanent good. It’s high times that we settled down, not for a hundred years, but for a thousand, forever.

You cannot “disrupt” without incremental innovation being part of the process.

Fortune may favor the brave guppy, but what if you aren't a risk-taker by nature? According to psychologists Tory Higgins and Heidi Grant Halvorson, people can be divided into two personality categories: those who are promotion focused and those who are prevention focused.13 Those whose motivation is promotion focused are comfortable taking chances, like to work quickly, dream big, and think creatively: they are natural risk-takers, focused on maximizing gain. In contrast, people who are prevention focused tend to concentrate on staying safe, work slowly and meticulously, worry what might go wrong if they aren't careful enough, and focus on preserving what they have. So for the risk averse who are trying to convince themselves to try something new, the trick is not to focus on what will be gained by venturing forth, but to instead focus on what might be lost by standing still. For example, if I'm a really prevention-focused person thinking about asking for a promotion, I shouldn't try to psych myself up for it by imagining all the accolades I might win or the new projects I might take on. I should focus on what I might miss out on—the great projects I might not get assigned to, or the money I'm leaving on the table.

the immigrant population in the United States is a terrific example of how the combination of embracing constraints and being surrounded by a new culture can lead to an explosion of creativity. Immigrants are more than twice as likely to start a business as native-born Americans, and 52 percent of Silicon Valley start-ups include an immigrant. Forty percent of the Fortune 500 companies were founded by first-generation immigrants or their children.7 Peter Thiel, cofounder of PayPal, makes this powerful statement about the importance of avoiding cultural entitlement: "Doing what we already know how to do takes the world from 1 to n. But, when we create something new, we go from 0 to 1. Unless companies invest in the difficult task of creating new things, they will fail in the future no matter how big their profits are." If you want to keep innovation alive, look for ways to combine something old with something new.

If the successor does better than the ancestor world remembers the successor, like the maker of a car, is still remembered but not the maker of a bullock cart.

With the cost of development down by an order of magnitude or more, the throttle on developer creativity has been removed, setting the stage for a Cambrian explosion of projects. Four major disruptions drove this shift: open source, the cloud, the Internet, and seed-stage financing.

There is an observable reality on which empirical science is based and from which knowledge is derived. That is why it has power: it creatively disrupts prior views, both scientific and ideological, enabling us to affect the physical world in ways we couldn’t before. The observations and knowledge extend incrementally, by the contributions, risks, and suffering of many. They do not extend in sudden and dramatic paradigm shifts, and they didn’t in Einstein’s day, either.

In any type of institution whatsoever, when a self-directed, imaginative, energetic, or creative member is being consistently frustrated and sabotaged rather than encouraged and supported, what will turn out to be true one hundred percent of the time, regardless of whether the disrupters are supervisors, subordinates, or peers, is that the person at the very top of that institution is a peace-monger.2 For Friedman the “peace-monger” is the leader whose own high degree of anxiety leads him to prefer harmony to health, to appease complainers just to quiet them, but who will not actually demand that they take responsibility for their own part in the organizational problem. Throughout this book, we have repeatedly

The top three skills needed to survive in the future of work are complex problem solving, critical thinking, and creativity, according to the World Economic Forum.57 The other top skills include people management, coordinating with others, emotional intelligence, judgment, decisionmaking, and negotiation.

Pay close attention to developer flow and be sure not to disrupt it by calling a meeting. Flow is a state of mind developers frequently get into where the brain gets 100% engaged in a particular problem, allowing full attention and maximum creativity. For example, a developer might be working on a particularly difficult algorithm or piece of code, and literally hours go by while it seems only minutes have passed. When calling a meeting, an you should always try to schedule meetings either first thing in the morning, right after lunch, or toward the end of the day, but not during the day when most developers experience flow state.

As I near the end of all of that and think back on what I’ve learned, these are the ten principles that strike me as necessary to true leadership. I hope they’ll serve you as well as they’ve served me. Optimism. One of the most important qualities of a good leader is optimism, a pragmatic enthusiasm for what can be achieved. Even in the face of difficult choices and less than ideal outcomes, an optimistic leader does not yield to pessimism. Simply put, people are not motivated or energized by pessimists. Courage. The foundation of risk-taking is courage, and in ever-changing, disrupted businesses, risk-taking is essential, innovation is vital, and true innovation occurs only when people have courage. This is true of acquisitions, investments, and capital allocations, and it particularly applies to creative decisions. Fear of failure destroys creativity. Focus. Allocating time, energy, and resources to the strategies, problems, and projects that are of highest importance and value is extremely important, and it’s imperative to communicate your priorities clearly and often. Decisiveness. All decisions, no matter how difficult, can and should be made in a timely way. Leaders must encourage a diversity of opinion balanced with the need to make and implement decisions. Chronic indecision is not only inefficient and counterproductive, but it is deeply corrosive to morale. Curiosity. A deep and abiding curiosity enables the discovery of new people, places, and ideas, as well as an awareness and an understanding of the marketplace and its changing dynamics. The path to innovation begins with curiosity. Fairness. Strong leadership embodies the fair and decent treatment of people. Empathy is essential, as is accessibility. People committing honest mistakes deserve second chances, and judging people too harshly generates fear and anxiety, which discourage communication and innovation. Nothing is worse to an organization than a culture of fear. Thoughtfulness. Thoughtfulness is one of the most underrated elements of good leadership. It is the process of gaining knowledge, so an opinion rendered or decision made is more credible and more likely to be correct. It’s simply about taking the time to develop informed opinions. Authenticity. Be genuine. Be honest. Don’t fake anything. Truth and authenticity breed respect and trust. The Relentless Pursuit of Perfection. This doesn’t mean perfectionism at all costs, but it does mean a refusal to accept mediocrity or make excuses for something being “good enough.” If you believe that something can be made better, put in the effort to do it. If you’re in the business of making things, be in the business of making things great. Integrity. Nothing is more important than the quality and integrity of an organization’s people and its product. A company’s success depends on setting high ethical standards for all things, big and small. Another way of saying this is: The way you do anything is the way you do everything.

Courage. The foundation of risk-taking is courage, and in ever-changing, disrupted businesses, risk-taking is essential, innovation is vital, and true innovation occurs only when people have courage. This is true of acquisitions, investments, and capital allocations, and it particularly applies to creative decisions. Fear of failure destroys creativity

Cultural Revolutions aren’t imposed only by totalitarian regimes. We call ours “the creative destruction of capitalism,” and shower venture capital on “disruptive technologies,” especially ones that promise to mechanize human interaction

The Law of Disruption You have every right to challenge, question, and improve upon the ideas that are handed to you. At some point, these ideas evolved from and innovated on what came before them. It follows, then, that they themselves will eventually be replaced.

disrupt, interrupt, deconstruct, the narratives that contribute to your spiritual oppression. -ON

Remember that by disrupting your default mode of perception and cognition, wonder provides a launchpad for creativity, resilience, and connection.

It takes a community to raise a new idea - Pioneers, trendsetters, hipsters, hackers, hustlers, trailblazers, inventors, heretics, creators, problem-solvers, optimists, obsessives, firestarters, scientists, risktakers, disrupters, gamechangers, explorers, and garage heroes... People like you.

Before invention there is insight.

Learn to say no to the things that disrupt your daily work and weekly outcomes. Learn to say no to projects and tasks, which may not correspond to your life goals and values. Learn to say no to arbitrary, ill-considered proposals. Learn to say no to feelings that negatively impact your productivity and creativity. Learn to say no to negative thoughts that hinder your progress. Learn to say no to some low-value tasks and activities. Learn to say no to distractions. Learn to say no to toxic and negative people. Learn to say no to social obligations that disrupt your productivity system.

In contrast, vertical lines convey power, strength and growth (more on this will be discussed in the next chapter). Including vertical lines within a photo can disrupts the peacefulness that horizontal lines convey.

The perfectionist is a frightened, competitive individual who wants always to win and be secure. He mistakenly believes that he is a lover of the truth for its own sake. But the reality is that he only wants to be above criticism and, therefore, superior to those who are less perfect. He is constantly comparing himself with others. He feels exposed to danger if any error is allowed to creep into his own activity. He is seldom aware of his hostile downgrading of those whom he regards as less perfect than he; he belittles their standards and their personal value in order to exalt his own. The perfectionist is a faultfinder, and nothing is ever good enough for him. He disrupts situations by his belittling of others and disturbs cooperation in a group by trying to exalt and impose his standards on them. He sees only the hole in the doughnut and insists on others condemning it along with him. The perfectionist loves to collect and tabulate evidence against others to prove their inferiority as human beings and thus put himself in a clear light of superiority. He is proud of his ability to find the Achilles heel and the imperfections of other people-to expose them. Perfectionism is a side-show activity which destroys the spontaneity and creative power he might otherwise bring to the solution of his own problems. He flees from reality into a search for ideal solutions and thus isolates himself from effective contact with confronting problems; he blinds and deafens himself to the What Is in his illusions of What Should Be.

We know from neuroscientific research that “emotions organize—rather than disrupt—rational thinking.”8 When something resonates with us, it is our emotion-based, intuitive mind telling us it is interesting before our logical mind can explain why.

We know from neuroscientific research that “emotions organize—rather than disrupt—rational thinking.

This book is a compilation of interesting ideas that have strongly influenced my thoughts and I want to share them in a compressed form. That ideas can change your worldview and bring inspiration and the excitement of discovering something new. The emphasis is not on the technology because it is constantly changing. It is much more difficult to change the accompanying circumstances that affect the way technological solutions are realized. The chef did not invent salt, pepper and other spices. He just chooses good ingredients and uses them skilfully, so others can enjoy his art. If I’ve been successful, the book creates a new perspective for which the selection of ingredients is important, as well as the way they are smoothly and efficiently arranged together. In the first part of the book, we follow the natural flow needed to create the stimulating environment necessary for the survival of a modern company. It begins with challenges that corporations are facing, changes they are, more or less successfully, trying to make, and the culture they are trying to establish. After that, we discuss how to be creative, as well as what to look for in the innovation process. The book continues with a chapter that talks about importance of inclusion and purpose. This idea of inclusion – across ages, genders, geographies, cultures, sexual orientation, and all the other areas in which new ways of thinking can manifest – is essential for solving new problems as well as integral in finding new solutions to old problems. Purpose motivates people for reaching their full potential. This is The second and third parts of the book describes the areas that are important to support what is expressed in the first part. A flexible organization is based on IT alignment with business strategy. As a result of acceleration in the rate of innovation and technological changes, markets evolve rapidly, products’ life cycles get shorter and innovation becomes the main source of competitive advantage. Business Process Management (BPM) goes from task-based automation, to process-based automation, so automating a number of tasks in a process, and then to functional automation across multiple processes andeven moves towards automation at the business ecosystem level. Analytics brought us information and insight; AI turns that insight into superhuman knowledge and real-time action, unleashing new business models, new ways to build, dream, and experience the world, and new geniuses to advance humanity faster than ever before. Companies and industries are transforming our everyday experiences and the services we depend upon, from self-driving cars, to healthcare, to personal assistants. It is a central tenet for the disruptive changes of the 4th Industrial Revolution; a revolution that will likely challenge our ideas about what it means to be a human and just might be more transformative than any other industrial revolution we have seen yet. Another important disruptor is the blockchain - a distributed decentralized digital ledger of transactions with the promise of liberating information and making the economy more democratic. You no longer need to trust anyone but an algorithm. It brings reliability, transparency, and security to all manner of data exchanges: financial transactions, contractual and legal agreements, changes of ownership, and certifications. A quantum computer can simulate efficiently any physical process that occurs in Nature. Potential (long-term) applications include pharmaceuticals, solar power collection, efficient power transmission, catalysts for nitrogen fixation, carbon capture, etc. Perhaps we can build quantum algorithms for improving computational tasks within artificial intelligence, including sub-fields like machine learning. Perhaps a quantum deep learning network can be trained more efficiently, e.g. using a smaller training set. This is still in conceptual research domain.

If you're a fiction writer, consider reading the first half of The Playwright's Handbook, available on Kindle and as a trade paperback at Amazon. The various exercises on observation skills, sense memory (culled from acting), POV, plot development, setting exploration, character interaction, harnessing the power of the unresolved conflict, conflict and the disrupted ritual, etc., all work well for the fiction writer, as I've been told by a number of writers over the years. Many of the exercises are based on what I've learned taking and teaching drama, literature and creative writing classes. The exercises proved helpful when I moved from playwriting to fiction, including writing the stories in Floating World: Tales of Unrequited Love in '90s New York. My fiction has also been published online and in literary magazines such as Boulevard.

Silence is not merely a discipline; rather, it is primarily a state of being. It is in, through, and as silence that we discover our authentic identity, the Self (ātman, purusha). Thus silence partakes of the golden nature of the ultimate Reality. By comparison, speech is like the silver-bodied Moon, which has no light of its own but is illuminated by the radiance of the Sun. Through silence we can attune ourselves to the supreme stillness of the single Being, which is utter silence that is never disrupted by sound. Jean Klein, a twentieth-century exponent of Advaita Vedānta, comments: The Self is silent awareness and cannot be defined in terms of a silence as opposed to noise. How should we react towards silence or its opposite? If you want to rid yourself of agitation so as to attain a state of silence, you reject, you fight, you defend yourself. But if on the contrary you were to accept it, the agitation—which is part of this silence—will disappear within it. Then you will reach the silence of the Self, beyond silence and agitation.2 Once that great, sustaining Reality has been discovered, all our actions, thoughts, and utterances become spontaneous signals of that infinite silence, which is sheer bliss. Thus, the words of the enlightened adepts have transformative power, because they address that part in us which instinctively knows of that unsurpassed silence. Just as in ordinary life, speech and silence are intimately interwoven, so also in spiritual life do they complement one another. This has been recognized particularly in Taoism. In the language of the I Ching, speech is yang, or the masculine pole of silence; silence is yin, or the feminine pole. Together they are responsible for the creativity of human interaction. In spiritual life we cultivate sacred silence to regenerate our inner being so that we can return to our daily activities and to speech from a new perspective. In his monumental work A Study of History, the great British historian Arnold Toynbee has written about the creative withdrawal of the spiritual heroes of the past—the founders and inspirers of religions. They sought out the wilderness in order to find the fountain of truth within their own being. Then they returned, strengthened and ready to uplift humanity by sharing with others their extraordinary discovery. “Silence,” said Ovid, “is strength.” We need not have the spiritual standing of a Moses, Jesus, Mahāvīra, or Gautama the Buddha to practice sacred silence and benefit from it.

In a healthy capitalist economy wealth is always at risk. Competition spurs innovation, disrupts the established order, and creates winners—but also losers. Joseph Schumpeter called it the “gale of creative destruction.” But today in America, those who’ve benefited from prior storms have suppressed that gale, stifling creativity and competition.