Business is Both-Brained. What About Your Career?

The discussion of right-brain and left-brain thinking in business is a hot topic, thanks in particular to Daniel Pink’s wonderful book, A Whole New Mind. In the June 2009 issue of the Harvard Business Review, the article Innovation in Turbulent Times covers famous left/right, business/creative partnerships such as David Packard/Bill Hewlett, Pierre Wertheimer/Coco Chanel among others.

The need and effective paring of rational, linear and logical thinking with imaginative, creative, and holistic thinking is as obviously important as it is difficult to do well. I see this all the time working in the web domain of information technology, were engineering, design and project delivery frequently intersect.

While its fun to debate what left or right-brained skills are more important these days, one thing is certain: business is “both-brained”. Consider this poignant excerpt from the HBR article:

Management might need better visioning skills to foster a culture of curiosity and greater risk taking—primarily right-brain activities. Left-brain analytic tools might be needed to steer innovation investments toward the most promising areas. The business might need more creativity to generate ideas, but also analytics to constrain unprofitable projects. The right-brain design process might not be strong enough to transform intriguing ideas into practical products. Or the analytic left brains might need to fund the product pipeline to favor a different mix of large and small bets. Sometimes the products are fine but marketing needs to create stronger, more emotional bonds with customers, or engineers need to boost efficiency and profitability through improvements in cost or quality.

It’s as relevant in the context of a business as it is in a career. In the latter, the challenge is to manage the “partnership” of your two brain hemispheres as well as some of the successful business examples we all admire. As any brief study of neuroscience will yield, nearly everything we do uses both sides of brain. The art is in realizing your strengths or natural “handedness”, and learning to cultivate practices that encourage thinking in new ways.

Perhaps all this makes the most famous both-brainer of them all, Leonardo da Vinci, even more relevant to our demanding modern careers. (Source)

Embracing the Chaos Between Stable State Organizaitons

Visualization about leveraging chaos for innovation in stable organizations, using General David Petraeus and the Iraq counterinsurgency “surge” as a case study. Content based on the book The Gamble by Thomas Ricks (which I have not read).

You can find the original at mondaydots, or Garr’s article on Presentation Zen, along with the author’s how to for building similar presentations using Apple’s Keynote and iMovie. I’m inspired. (Source)

Delta CEO on Subjects, Verbs and Objects

Quick NTY interview with the CEO of Delta Airlines, Richard Anderson, with good tidbits about leadership, (non-PowerPoint) communication and time management—including this little nugget… (Source)

Q. Are you a list keeper? A. I use Moleskines. It’s just lists of things. Sometimes I’ll just sit down and write what I’m thinking about things, because I’m not a PowerPoint person. I’ll start at the upper left corner of the page and start writing, in complete thoughts, what I think. I have a long paper that I’m writing about our marketing strategy.

Will Your Talent Pool Fix You Or Ruin You When Growth Returns?

This InformationWeek article highlights some good thinking about preparing for the growth period after the recession, thinking ahead about your talent pool, and taking advantage of growing markets like healthcare and green IT. Now is the time to prepare! (Source)

Gary Hamel: The Facebook Generation vs. the Fortune 500

This caught my eye considering how often these elements crop up in my Fortune 500 existence. Here are the 12, but the details in each are worth reading in the article… (Source)

All ideas compete on equal footing. Contribution counts for more than credentials. Hierarchies are natural, not prescribed. Leaders serve rather than preside. Tasks are chosen, not assigned. Groups are self-defining and -organizing. Resources get attracted, not allocated. Power comes from sharing information, not hoarding it. Opinions compound and decision are peer-reviewed. Users can veto most policy decisions. Intrinsic rewards matter most. Hackers are heros.

Tom Kelley: How to Be an Innovator for Life

Excellent Stanford podcast by Tom Kelly of IDEO about five practices to develop creativity and innovative thinking: Think like a traveller, treat life like an experiment, nurture an attitude of wisdom, use your whole brian and tortoise mind, and follow your passion. Great advice for work and life. (Source)