Research from FourSight explains why so many innovators struggle to sell their ideas into the organization, and what they can do about it.
October 5, 2021
Human Nature As part of our nature, humans are born into the world with two innate qualities that promote survival and growth. All humans are wired to find and follow patterns. We are innate conformists. This bias towards conformity has many advantages. It promotes cooperation, establishes norms, enables learning, and
October 5, 2021
“How might we…” Those are 3 of the most powerful words in innovation. Learn a turn of language that can transform a complaint into a question that draws fresh ideas and new thinking.
July 12, 2021
Like so many corporate leaders, Anne Price wanted more innovation, but wasn’t sure how to get it. As Director of Global Marketing Capabilities at UPS, Price wanted a way to help UPS marketers live up to their new corporate strategy: “Innovation driven.” Her solution came in the form of a training course, inspired by
July 16, 2019
Patricia Flanagan is an innovation consultant, helping students and community members in Northern Ireland develop a common language and framework for solving big, complex problems.
July 8, 2018
Ideas fuel innovation. No ideas? No innovation! But what are ideas exactly? In this interview we ask Gerard Puccio PhD, author of “Creative Leadership” and the “FourSight® Thinking Profile” and chair of the oldest Master of Science program in Creative Studies, to illuminate what ideas are and where they come from.
January 15, 2018
#1. Creativity fuels innovation. Today, it’s hard to find an organization that doesn’t have “innovation” in its mission statement. Professor Felix Janszen stated, “After the age of efficiency in the 1950s and 1960s, quality in the 1970s and 1980s, and flexibility in the 1980s and 1990s, we now live in the age of
December 29, 2017
A recent study on health and wellbeing reported a surprising discovery: People with the longest commutes have the lowest life satisfaction.
September 21, 2016
A decade into the 21st century,educational leaders at Sheridan College in Ontario, Canada saw the writing on the wall. Technology was eating up routine jobs. The traditional curriculum couldn’t guarantee work. They knew that to make students employable, they would need to teach creative thinking and creative problem