Savvy leaders shape the culture of their company to drive innovation. They know that it’s culture–the values, norms, unconscious messages, and subtle behaviors of leaders and employees–that often limits performance. These invisible forces are responsible for the fact that 70% of all organizational change efforts fail. The trick? Design the interplay between the company’s explicit strategies with the ways people actually relate to one another and to the organization.
Integrate arts on the job
The arts are not just a hobby. Employees trained in the arts can draw on their creative talents and apply what they might do naturally in the studio or while recording music or making a film to the types of puzzles they deal with every day.
Arts-trained employees won’t leave their creativity at the doorstep when they join our firms or organizations. Ask them to explicitly think about puzzles using their artistic hat/lens. Invite a local theater group to work with employees on improvisation exercises to free up their creative juices. Research has shown that when people engage in improv they later generate more creative ideas to a range of issues and challenges.
Frankly, the reductionist view of design began with the dramatic Jobs vs. Ive framing and narrative around the Attack on Skeulandia: Steve Jobs, the liberal arts-y humanist, supposedly wanted the faux leather, felt, and wood-textured treatments of real-world objects applied to virtual ones. Jony Ive, the art-school modernist, supposedly didn’t want any of it.
Apple – iOS 7. Apple’s iOS video