The document discusses leveraging neurobiological principles of genius to design workplaces of extraordinary creativity. It advocates for designing organizations based on principles of emergent complexity seen in the human brain and nature. This includes encouraging interconnectedness, curiosity, independent thinking and whole brain approaches. The document also promotes practices like mobbing, cross-boundary collaboration and increasing diversity to allow for emergent innovation and problem solving to arise from the bottom-up in a self-organizing manner. The goal is to cultivate psychological safety, imagination, performance and anti-fragility in organizational systems.
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superhumans and innovation workshops
1. Superhumans and
Innovation Workshops:
Leveraging the Neurobiological
Principles of Genius to Design
Workplaces of Extraordinary Creativity
Dan Feldman
@danielrfeldman
http://www.agileandbeyond.co/
2.
3. How would you design a
workplace of extraordinary
creativity and adaptability?
9. • Customers control
companies
• Jobs allow for self-
expression
• Barriers to
competition
disappear
• Strangers design
new products
• Advertising scares
customers
• Demographics are
irrelevant
10. • Meaning talks;
money walks
• Stability is a fantasy
• Talent trumps
obedience
• Imagination beats
knowledge
• Empathy trounces
logic
• Markets move fast
• Innovation
leapfrogs
11. How can you change
fast enough to benefit
from disruption?
33. Biomimcry
An approach to innovation that seeks sustainable
solutions to human challenges by emulating nature’s
time-tested patterns and strategies
34. Complex adaptive
systems
• cities
• firms
• markets
• governments
• industries
• ecosystems
• social
networks
• power grids
• animal swarms
• traffic flows
• insect colonies
• the brain
• immune
system
• cell
• embryo
35. What are their
characteristics?
• Emergence
• Sudden transitions /
tipping-points / non-
linear dynamics
• Limited predictability
• Large events
• Evolutionary dynamics
• Self-organization
• Fundamental
uncertainty
43. • Simple rules produce complex
behavior
• No single ant or neuron knows what to
do
• Not wisdom of the crowd… it is an
emergent feature
• One generation generates random info
which creates an ideal solution
48. Power law distribution
• Enhanced creativity is linked to this
pattern of nature
• Earthquake example
• Highly pervasive in systems of
emergent complexity
49. Brain development
• Most connections occur
with neighboring neurons
• Longer connections occur
less often
52. Communication flow and
behavioral differences
• boundless and smooth flow
• abundant and steady flow
• an insufficient and uneven flow
• limited and sporadic flow
64. • Wire up the enterprise
based on simple rules of
attraction and repulsion.
• Emergent systems yield
enhanced innovation and
quality.
• Use swarm intelligence
68. Cultivate networks and
collaborative partnerships
• Riane Eisler of California Institute of Integrative
Studies
• Teddie Potter of University of Minnesota
• Breaking down hierarchies in nursing
• Improved creativity and innovation
• Improved quality and safety
69. De-concentrate and devolve
power (at least structurally)
“If those with power and authority
can’t justify that authority, power and
control, which is the usual case, then
the authority ought to be dismantled
and replaced by something free and
just.”
-Noam Chomsky
70. Democratize the workplace
• Transform the workplace into
a worker self-directed
enterprise
• Give voice, power, and safety
structurally to all members
71. Remove rules which
magnify fear and anxiety
• At-will employment
• Institutional bureaucracy
• Mindless bureaucracy
seeks only to keep control
73. Overcome infantilization
• Neoteny is the retention of juvenile characteristics
into adulthood
• Culture is a plot to keep you childish, dependent
• Avoid sloppy thinking, and intellectual shortcuts
• Embrace ambiguity, uncertainty, and paradox
74. Become a servant-leader
• Make and meet
commitments
• Do no harm
• Encourage and support
others to become leaders
75. Team across boundaries
• Hierarchical, functional, or extra-
organizational
• Sexism, racism, and classism
• Disciplinary, geographic,
departmental, cultural, linguistic
• Mobbing - mob across boundaries
76. Increase the diversity of
perspective
• Learn simple ideas and behaviors
from others
• Resolve social dis-ease
• Recover from cultural myopia
77. Make art
• Make your own images, stories,
systems, music
• Minimize consumption of
commercial/cultural messages
• Reclaim your humanity!
78. Chaos, complexity… what
does it mean?
• Quality increases with quantity (counterintutitive)
• The simpler the constituent the better
• Random noise is a good thing (better quality)
• Nearest neighbor interactions - attraction/
repulsion
• Specialists rarely yield emergence. Generalists
are essential (i.e. da Vinci)
79. The implications?
• Working together is natural
• Bottom-up emergent thinking needed now
• Transition to an organic, emergent live-and-let-live way of
thinking is well underway
• We must do this with other people (DIY-togetherness)
• New type of leadership. Differs from command and control
• Biological need for safety will come from a different place
80. Old type of leadership
• Top-down, trickle down economics
• Someone creates blueprints
• The blueprints may no longer be relevant
• Prioritization of large enterprises
• Prosperity highly concentrated
81. Problems with old style
leadership (Jack Ma)
• Old sets of blueprints yields economic woes
• Top-down, trickle down ideology rewards very few
• Large MNCs, fossil fuel, and warfare complex
• Money not spent on citizens
• $14 trillion wasted on warfare in past 3 decades
• Benefits of globalization distributed unevenly
• Complexity, creativity, and vitality did not emerge
• Specialized subcomponents fail to produce emergent complexity
82. “Globalization should be inclusive
globalization. In the past 30 years
globalization was controlled by 60,000
big companies. 100 years ago
globalization was controlled by several
kings and emperors. What if over the
next 30 years we can support 6 million
businesses.”
-Jack Ma
83. New type of leadership
• Based on bottom-up emergent complexity
• Organic philosophy. Embraces diversity of nature.
• Better able to address range of problems
• About inclusivity, working together, sharing prosperity
• No top down blueprints. No blueprint makers.
• Complexity, creativity and vitality emerge from the bottom
• Based on simplicity. Based on generalizable units.
84. “My last advice that every government
should pay attention to in the next 30 years..
critical for the world. Every technological
revolution takes about 50 years.. Make the
technology inclusive. 30 years old (Internet
generation). Pay attention to the company
with less than 30 employees.”
-Jack Ma
30-30-30 Strategy
85. When emergence thinking
spreads…
• Alters mindset of next generation
• When consciousness shifts, culture shifts
• Happier and healthier society
• Small businesses will prosper and proliferate
• Diversity, creativity, and vitality
86. Architecture of an
innovation workshop
A highly networked
enterprise with
geographically dispersed
arrangements of localized
generalists
88. • The generalists. The age
of hyperspecialization is
ending.
• The charismatic
connectors.
89. Which practices will solve
our biggest problems?
• Higher and smoother bandwidth
communication across boundaries
of all kinds
• Mobbing and working together with
teams of individuals with diverse
perspectives
