Imagination in the Enterprise
Once, not too long ago in the Enterprise people found themselves working ever so diligently and thought everything was just honky dory thank you very much. Yet they were completely oblivious to the terrible neglect their creative souls were facing. They had forgotten how to imagine, they had stopped practicing the power of insight and ideas were fast becoming stale. The ability to create without inhibition had been lost. Day and night, they toiled over their business problems, trying to figure things out by themselves.
And then… information was given a name. Your name. Your face. Your
likes and dislikes. People started using social media to share opinion
and thoughts online. Previously suppressed ideas were openly expressed
and socialized. People began to find their unique voice once more.
Authentic expression was embraced. The global drumbeat of new content
creation was heard throughout the Enterprise as social networks were
formed.
Stories of
life, hope and tragedy were shared. People around the world were
compelled to take action and quickly formed online communities.
Creative souls were stirred to think about the possibilities. They
began to imagine great things as ideas were shared from the inside out;
as seemingly abstract concepts were externalized they were developed
into innovative solutions, alongside others who saw their potential.
The people had found a way to connect and create, but most of all they now had confidence to express themselves and use their unique voice.
Image courtesy of Alice Bartlett
Social Computing has opened up new ways for people to solve problems, work with ideas and imagine great things. Have you given your team the opportunity to express themselves?
Jasmin Tragas aka Wonderwebby is a Managing Consultant at IBM working in the area of Knowledge, Collaboration and Learning Services, HCM, Australia.
Sometimes, when you hear and watch things over and over, it is easy to begin to believe in them as truth. Lately, it seems there is a lot of talk about "toughness" being an exemplary trait of LEADERSHIP. It seems to be popularly characterized, not by one's character and integrity as a leader, but in who can talk tough, be aggressive in their language, relying on the use of combative words, like "annihilate" and "destroy;" and always be first with a "surprise attack." When I flash on great leaders in history or even ones I worked for and with, I don't recall these qualities.
Trying something new, innovate how we communicate: 
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