<?xml version="1.0" encoding="UTF-8"?>
<!--Generated by Squarespace Site Server v5.11.5 (http://www.squarespace.com/) on Fri, 30 Jul 2010 01:56:25 GMT--><rdf:RDF xmlns:rdf="http://www.w3.org/1999/02/22-rdf-syntax-ns#" xmlns:rss="http://purl.org/rss/1.0/" xmlns:dc="http://purl.org/dc/elements/1.1/" xmlns:sy="http://purl.org/rss/1.0/modules/syndication/" xmlns:admin="http://webns.net/mvcb/" xmlns:content="http://purl.org/rss/1.0/modules/content/" xmlns:cc="http://web.resource.org/cc/"><rss:channel rdf:about="http://www.thecreativeleadershipforum.com/creativity-matters-blog/"><rss:title>Creativity Matters</rss:title><rss:link>http://www.thecreativeleadershipforum.com/creativity-matters-blog/</rss:link><rss:description>Creativity, Leadership, Innovation, Execuitve Education, Management, Business, Leadership</rss:description><dc:language>en-AU</dc:language><dc:date>2010-07-30T01:56:25Z</dc:date><admin:generatorAgent rdf:resource="http://www.squarespace.com/">Squarespace Site Server v5.11.5 (http://www.squarespace.com/)</admin:generatorAgent><rss:items><rdf:Seq><rdf:li rdf:resource="http://www.thecreativeleadershipforum.com/creativity-matters-blog/2010/7/28/the-body-of-knowledge-understanding-embodied-cognition-by-ba.html"/><rdf:li rdf:resource="http://www.thecreativeleadershipforum.com/creativity-matters-blog/2010/7/28/the-content-economy-why-traditional-intranets-fail-todays-kn.html"/><rdf:li rdf:resource="http://www.thecreativeleadershipforum.com/creativity-matters-blog/2010/7/28/is-there-a-national-cultural-identity-in-a-facebook-world.html"/><rdf:li rdf:resource="http://www.thecreativeleadershipforum.com/creativity-matters-blog/2010/7/28/never-ending-drawing-machine-mits-collaborative-creativity-s.html"/><rdf:li rdf:resource="http://www.thecreativeleadershipforum.com/creativity-matters-blog/2010/7/28/why-julian-assange-founder-wikileaks-models-great-creative-l.html"/><rdf:li rdf:resource="http://www.thecreativeleadershipforum.com/creativity-matters-blog/2010/7/28/the-art-of-choosing-sheena-iyengar-columbia-business-school.html"/><rdf:li rdf:resource="http://www.thecreativeleadershipforum.com/creativity-matters-blog/2010/7/27/imagining-the-future-of-leadership-the-soul-of-leadership-by.html"/><rdf:li rdf:resource="http://www.thecreativeleadershipforum.com/creativity-matters-blog/2010/7/27/the-twenty-two-ways-to-develop-leaders.html"/><rdf:li rdf:resource="http://www.thecreativeleadershipforum.com/creativity-matters-blog/2010/7/26/how-to-ignite-creative-leadership-in-your-organization-navi.html"/><rdf:li rdf:resource="http://www.thecreativeleadershipforum.com/creativity-matters-blog/2010/7/26/the-importance-of-understanding-the-structure-of-your-organi.html"/></rdf:Seq></rss:items></rss:channel><rss:item rdf:about="http://www.thecreativeleadershipforum.com/creativity-matters-blog/2010/7/28/the-body-of-knowledge-understanding-embodied-cognition-by-ba.html"><rss:title>The Body of Knowledge: Understanding Embodied Cognition - By Barbara Isanski and Catherine West, Association for Psychological Sciences</rss:title><rss:link>http://www.thecreativeleadershipforum.com/creativity-matters-blog/2010/7/28/the-body-of-knowledge-understanding-embodied-cognition-by-ba.html</rss:link><dc:creator>Ralph Kerle</dc:creator><dc:date>2010-07-28T11:05:08Z</dc:date><dc:subject></dc:subject><content:encoded><![CDATA[The cold shoulder. A heavy topic. A heroic white knight. We regularly use concrete, sensory-rich metaphors like these to express abstract ideas and complicated emotions. But a growing body of research is suggesting that these metaphors are more than just colorful literary devices — there may be an underlying neural basis that literally embodies these metaphors. Psychological scientists are giving us more insight into embodied cognition — the notion that the brain circuits responsible for abstract thinking are closely tied to those circuits that analyze and process sensory experiences— and its role in how we think and feel about our world.

APS Fellow and Charter Member Art Glenberg (Arizona State University) says embodiment “provides a counterweight to the prevailing view that cognition is something in the head that is pretty much separate from behavior. We are animals, and so all of our biology and cognition is ultimately directed towards literal action/behavior for survival and reproduction.” And, he adds, “Explicitly recognizing this will help us to develop better theories.”]]></content:encoded></rss:item><rss:item rdf:about="http://www.thecreativeleadershipforum.com/creativity-matters-blog/2010/7/28/the-content-economy-why-traditional-intranets-fail-todays-kn.html"><rss:title>The Content Economy :Why traditional intranets fail today's knowledge workers - by Oscar Berg:</rss:title><rss:link>http://www.thecreativeleadershipforum.com/creativity-matters-blog/2010/7/28/the-content-economy-why-traditional-intranets-fail-todays-kn.html</rss:link><dc:creator>Ralph Kerle</dc:creator><dc:date>2010-07-28T10:33:15Z</dc:date><dc:subject>IT Information Innovation Innovation Knowledge Oscar Berg Technology intranet</dc:subject><content:encoded><![CDATA[“Flexible access to people and resources can be enormously powerful in a world driven by changes that, more often than not, lead us in unanticipated directions…we need to become more adept at ‘capability leverage’ – finding and accessing complementary capabilities, wherever they reside in the world, to deliver more value.”  

    - From “The Power of Pull” by J Hagel, J S Brown, L Davidson 

Businesses, in particular in the Western world, are becoming more and more knowledge-intensive with an increasing part of the workforce engaged in knowledge-based work. A study by The Work Foundation has estimated that we have a 30-30-40 workforce - 30 per cent in jobs with high knowledge content, 30 per cent in jobs with some knowledge content, and 40 per cent in jobs with less knowledge content.

Knowledge work is about such things as solving problems, performing research and creative work, interacting and communicating with other people, and so on. Such work is by nature less predictable and repeatable than traditional industry work (transformational and transactional activities organized into repeatable processes). Both the inputs and outputs of knowledge work]]></content:encoded></rss:item><rss:item rdf:about="http://www.thecreativeleadershipforum.com/creativity-matters-blog/2010/7/28/is-there-a-national-cultural-identity-in-a-facebook-world.html"><rss:title>Is there a national cultural identity in a Facebook world?</rss:title><rss:link>http://www.thecreativeleadershipforum.com/creativity-matters-blog/2010/7/28/is-there-a-national-cultural-identity-in-a-facebook-world.html</rss:link><dc:creator>Ralph Kerle</dc:creator><dc:date>2010-07-28T04:42:48Z</dc:date><dc:subject>Arts and Leadership Facebook Leadership creatiivity culture socialmedia</dc:subject><content:encoded><![CDATA[An interesting article originally titled "Is there an Australian culture in a Facebook world?"  published to-day in the Sydney Morning Herald could even more appropriately be entitled "Is there a national culture identity in a Facebook world?"
Simon Letch

Illustration: Simon Letch

CULTURE and creativity are central to life in the 21st century. The global stakes have never been higher; never before have we been surrounded by so much information or so much art - high and popular, visual and aural, original and reproduced, amusing and challenging, bland and exciting.

In cities the world over, tribes are instantly recognisable irrespective of country of origin, defined by the beautifully designed objects of consumer capitalism they wear and carry, the entertainment they download, the food and drinks they consume, the news they absorb. Spotting anything uniquely Australian in this wash of global brands is harder than recognising the distinctively laidback style of Australians abroad.]]></content:encoded></rss:item><rss:item rdf:about="http://www.thecreativeleadershipforum.com/creativity-matters-blog/2010/7/28/never-ending-drawing-machine-mits-collaborative-creativity-s.html"><rss:title>Never-Ending Drawing Machine: MIT's Collaborative Creativity Station | Design for Good | Big Think</rss:title><rss:link>http://www.thecreativeleadershipforum.com/creativity-matters-blog/2010/7/28/never-ending-drawing-machine-mits-collaborative-creativity-s.html</rss:link><dc:creator>Ralph Kerle</dc:creator><dc:date>2010-07-28T04:37:13Z</dc:date><dc:subject>Design Design Thinking MIT Maria Popova colaboration creativity education</dc:subject></rss:item><rss:item rdf:about="http://www.thecreativeleadershipforum.com/creativity-matters-blog/2010/7/28/why-julian-assange-founder-wikileaks-models-great-creative-l.html"><rss:title>Why Julian Assange, Founder, Wikileaks Models Great Creative Leadership - TED video</rss:title><rss:link>http://www.thecreativeleadershipforum.com/creativity-matters-blog/2010/7/28/why-julian-assange-founder-wikileaks-models-great-creative-l.html</rss:link><dc:creator>Ralph Kerle</dc:creator><dc:date>2010-07-28T02:02:47Z</dc:date><dc:subject>Creative leadership Information TED creative leadership media wikieleaksm Julian Assange</dc:subject><content:encoded><![CDATA[In watching this video, you can see the emergence of a genuine creative leader at work. Creative leadership requires conviction and commitment with one component marking out the great creative leaders from the others - personal risk!! The great creative leaders in our world, Socrates, Joan of Arc, J.B. Priestley, Nehru, Nelson Mandela to name just a few all took great personal risks to ensure their beliefs in one way or another effected the world in which we live for the common good. Whilst it is difficult to say just exactly what the common good is, universally we know it when we see it and we know when the common good is not being served. Historically the sign of a great creative leader is when someone takes the risk to speak out against entrenched power that we know refuses to allow proper debate regardless of the risks.Julian Assange, Founder of Wikileaks has done that.Watch the video!!]]></content:encoded></rss:item><rss:item rdf:about="http://www.thecreativeleadershipforum.com/creativity-matters-blog/2010/7/28/the-art-of-choosing-sheena-iyengar-columbia-business-school.html"><rss:title>The Art of Choosing - Sheena Iyengar, Columbia Business School</rss:title><rss:link>http://www.thecreativeleadershipforum.com/creativity-matters-blog/2010/7/28/the-art-of-choosing-sheena-iyengar-columbia-business-school.html</rss:link><dc:creator>Ralph Kerle</dc:creator><dc:date>2010-07-28T00:57:28Z</dc:date><dc:subject>Psychology Sheen Iyengar behaviours behaviours business cross-cultural marketing</dc:subject><content:encoded><![CDATA[Another great TED presentation. We all think we're good at making choices; many of us even enjoy making them. Sheena Iyengar looks deeply at choosing and has discovered many surprising things about it. For instance, her famous "jam study," done while she was a grad student, quantified a counterintuitive truth about decisionmaking -- that when we're presented with too many choices, like 24 varieties of jam, we tend not to choose anything at all. (This and subsequent, equally ingenious experiments have provided rich material for Malcolm Gladwell and other pop chroniclers of business and the human psyche.)]]></content:encoded></rss:item><rss:item rdf:about="http://www.thecreativeleadershipforum.com/creativity-matters-blog/2010/7/27/imagining-the-future-of-leadership-the-soul-of-leadership-by.html"><rss:title>Imagining the Future of Leadership. The Soul of Leadership by Ángel Cabrera - Harvard Business Review</rss:title><rss:link>http://www.thecreativeleadershipforum.com/creativity-matters-blog/2010/7/27/imagining-the-future-of-leadership-the-soul-of-leadership-by.html</rss:link><dc:creator>Ralph Kerle</dc:creator><dc:date>2010-07-27T06:39:34Z</dc:date><dc:subject>Business Coach Leadership leadership management</dc:subject><content:encoded><![CDATA[For years some of us warned against the perils of an economy driven exclusively by self-interest (made evident by the financial disaster of 2008) and vigorously argued for management, like other professional disciplines, to require its members to accept a code of conduct and make a public commitment to do no harm.

We even went as far as to propose various versions of such a code of conduct, and now some of these codes have actually been adopted by MBA students (e.g. the MBA Oath started at Harvard), business schools (e.g. Thunderbird), and international associations (e.g. the Forum of Young Global Leaders). The Oath Project was established last year, as well, to propose a universal professional code of conduct for managers, the current draft of which has been endorsed by organizations such as the United Nations Global Compact, the World Economic Forum's Young Global Leaders, Net Impact, and the Aspen Institute.]]></content:encoded></rss:item><rss:item rdf:about="http://www.thecreativeleadershipforum.com/creativity-matters-blog/2010/7/27/the-twenty-two-ways-to-develop-leaders.html"><rss:title>The Twenty-Two Ways to Develop Leaders</rss:title><rss:link>http://www.thecreativeleadershipforum.com/creativity-matters-blog/2010/7/27/the-twenty-two-ways-to-develop-leaders.html</rss:link><dc:creator>Ralph Kerle</dc:creator><dc:date>2010-07-27T05:34:47Z</dc:date><dc:subject>Leaders Leadership business coaching leadership management</dc:subject><content:encoded><![CDATA[Evaluate Staff Professionals for Management Potential and Intent Early

Although many staff professionals prefer to remain individual contributors, it's not true that most don't want to be managers or couldn't make better managers if given proper preparation and opportunity. Roughly 40% of Fortune 500 CEOs had their primary background in finance and law, so success is not so much based on where or how one started as it is based on one's later experiences.

The AT&T studies (Bray, Campbell, & Grant, 1974) found that 29% more of low-assessed managers were promoted than the high-assessed if the former had more challenging jobs. Many staff managers don't get these early opportunities. The CCL studies found staff executives whose first real supervisory experience took place around age 40; for line executives the experience occurred on average at age 23. Moreover, managers (line or staff) that encountered their first leadership challenge at mid-career tended to fail. By then the stakes were too high and the tolerance for mistakes was lower, and people whose background included many technical projects with similar groups of people were less prepared than those who had encountered start-ups and fix-its and had managed varied groups of people previously.]]></content:encoded></rss:item><rss:item rdf:about="http://www.thecreativeleadershipforum.com/creativity-matters-blog/2010/7/26/how-to-ignite-creative-leadership-in-your-organization-navi.html"><rss:title>How To Ignite Creative Leadership In Your Organization - Navi Radjou, Jaideep Prabhu, Prasad Kaipa, Simone Ahuja - Harvard Business Review</rss:title><rss:link>http://www.thecreativeleadershipforum.com/creativity-matters-blog/2010/7/26/how-to-ignite-creative-leadership-in-your-organization-navi.html</rss:link><dc:creator>Ralph Kerle</dc:creator><dc:date>2010-07-26T10:46:53Z</dc:date><dc:subject>Creative leadership Strategy creative leadership leadership</dc:subject><content:encoded><![CDATA[IBM just released its 2010 Global CEO Study based on face-to-face interviews conducted with over 1,500 CEOs spanning 60 countries and 33 industries.

Here are some key points from the study:

   1. Even if the recession is over, 79% CEOs expect the business environment to become even more complex in coming years.
   2. More than half of CEOs doubt their ability to manage this escalating complexity.
   3. Western CEOs anticipate economic power to rapidly shift to developing markets, and foresee heavier regulation ahead.
   4. A majority of CEOs cite creativity as the most important leadership quality required to cope with growing complexity. 

Creativity in this context is about creative leadership]]></content:encoded></rss:item><rss:item rdf:about="http://www.thecreativeleadershipforum.com/creativity-matters-blog/2010/7/26/the-importance-of-understanding-the-structure-of-your-organi.html"><rss:title>The Importance of Understanding the Structure of Your Organization - Mintzberg's Organizational Configurations</rss:title><rss:link>http://www.thecreativeleadershipforum.com/creativity-matters-blog/2010/7/26/the-importance-of-understanding-the-structure-of-your-organi.html</rss:link><dc:creator>Ralph Kerle</dc:creator><dc:date>2010-07-26T08:18:24Z</dc:date><dc:subject>Strategy leadership management management consultancy mintzberg</dc:subject><content:encoded><![CDATA[Financial services firms are known for having tight procedures and rigorous control systems. Staff in design agencies, on the other hand, can sometimes seem to operating as free agents. Big organizations merge to achieve "synergies", but they sometimes also split divisions out into separate, more agile companies.

So why are these organizations so different?

The reason for this variety is that an organization's structure can make a real difference to the way it performs.]]></content:encoded></rss:item></rdf:RDF>