This taps directly into the senses and involves deferring judgement (rule #1 in creative thinking processes) to remain open and really ‘see’ what the current reality is. The final stage of moving into action is done in relationship with others, as an act of co-creation in which the leader is deeply interconnected with the world they are acting in, as part of the entity itself.
The real opportunity lies in creating space, an
environment of thinking and time within a work context for people to allow their inner knowing (intuition) to emerge and act from their hearts. ‘Without achieving real depth in sensing, the opening to our higher Self and the movement into truly innovative action simply does not occur. Everyone stays trapped in their mental models and acts – or really reacts – to circumstances based on their programming’ (Senge et al., p122). Trusting your gut is an effective model for change.
Bringing it all together: Seeing with the heart requires opening the heart and becoming truly connected with one another and the world. (Senge et al., p123) Our potential is way beyond our wildest imaginings. ‘The average brain can improve with age. Our neurons are capable of making increasingly complex new connections throughout our lives.’ (Gelb, p5). The brain ‘is not just in your head’. According to renowned neuroscientists Dr Candace Pert, ‘… intelligence is located not only in the brain but in cells that are distributed throughout the body…the traditional separation of mental processes, including emotions, from the body is no longer valid’ (Gelb, p5).
Conclusion
Our past experiences and attitudes inform our current reality. Changing mindsets involves facilitating a renewed focus on what is positive, possible and life-giving. New pathways in the brain can be shaped by minimising our attention on problem behaviours
from the past and
instead, identifying and focusing on creating new behaviours, expectations and mental maps that alter our perception and redefine our reality. The questions we ask set up the expectations and insights that inform our lives, whether seeking first to understanding oneself or focusing on giving advice. Immediate and
104 Management Today | September 2012
long-term benefits of living a more engaged and creative life are seen in levels of self- esteem, intrinsic motivation, relationships, communication,
improved productivity and work ethic, and ultimately profitability.
Listening to our feelings and tapping into the senses helps to develop an ability to assume a variety of perspectives, reframe our current reality into a desirable vision for the future and make meaning of patterns in novel ways. Now is the time to shine and feel fully alive and help those around you to follow suit.
References Bushe, G. Clear leadership. Davies-Black, Boston, 2010. Gelb, M. How to think like Leonardo Da Vinci. Thorsons, London, 1998. Gergen, K.J. Relational being: Beyond self and community. Oxford University Press, Oxford, 2011. Howard, P.J. The owner’s manual for the brain. Third Edition. Bard Press, North Carolina, 2006. Land, G & Jarman, B. Breakpoint and beyond: Mastering the future – today. Harper Business, USA, 1992. Montagu, A. Touching: The human significance of the skin. Columbia University Press, New York, 1971. Medina, J. Brain rules. Pear Press, Seattle, 2009. Pink, D.H. A whole new mind. Riverhead Books, New York, 2006. Puccio, G.J., Murdock, M.C. & Mance, M. Creative leadership: Skills that drive change. Sage, Thousand Oaks, 2007. Rock, D & Schwarz, J. The Neuroscience of leadership. In: Strategy & Business, Issue 43. Rock, D. Quiet leadership. Harper Collins, New York, 2007. Senge, P, Scharmer, O et al. Presence. Nicholas Brealey, London, 2005. Tharp, T. The creative habit: Learn it and use it for life. Simon & Schuster, New York, 2006. Tolle, E. The power of now. Hodder & Stoughton, London, 2005. Torrance, E.P. & Safter, Dr H. Making the creative leap beyond. The Creative Education Foundation Press, Massachusetts, 2007.
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