Week 9: 3 Minute Orals

Charles Farfan

Psychology 409, Dr. Leon James

Collective Creativity

This section of the book talks about collective creativity which is the ability of a

Company to be able to shift market realities at every level. It gives the example of a highly industrial cleaning business in Finland. In 1992, it had 2000 employees, 1500 customers, and annual revenues of $35 million. Four years later, it had doubled its customer base, employees, and reached revenues of $60 million.

The book describes the writers there as having a considerable amount of freedom in how they do their work. There were no titles, individual offices, executive perks, or even secretaries. In fact, there were no set hours.

Less formality resulted in more flexible and ambiguous roles. This in turn enhances the amount of creativity in the organization and allowed autonomy among the workers.

Furthermore, this section also described several stages to the flourishing of innovation in organizations. One of these is “initiation”, which is coming up with a bright idea. Another stage is “implementation”, which is getting the idea enacted. However, an example of an innovator is one who can sell their ideas and find supporting allies; this is what is needed for an organization that wants to be innovative.

I totally agree with Goleman on this section. If creative collectivity is nurtured within a particular organization, such beneficial innovations will be the result.

Getting Better and Better

The second section deals with as the subtitle suggests; getting better and better. The section begins by describing a professor who loves her job. New challenges and learning new things is what provides stimulation and in turn, “it keeps her on her toes.”

There are two reasons that propel a person to self improvement when they are at their learning edge. The first is that people learn best when they are fully engaged in what they are doing, and the more people practice a task, the better they become. The ending result is continual motivation to master new challenges.

However, once a job lacks motivation, it can make a job which was once interesting, turn boring and lack excitement. When a job is mastered, a feeling of stagnation rises.

A cause for such boredom is because people are not finding a challenge to their abilities. However, a prescription for such a case can be to take on new challenges at the work place.

I tend to agree to what Goldman says about how a job after master can lead to stagnation. I feel somewhat bored in my duties at work. This section made me think about adding challenges to my duties at work so I can feel more engaged at work.

The Pursuit of Information and Efficiency

Falling behind in tracking vast amounts of information and data can be a source of anxiety for those whose jobs is to keep track of vast amounts of data.

The section goes on the explain a way to alleviate such anxiety is to relentlessly monitor what is going on, as to reduce the level of uncertainty. People with an intense need to achieve are voracious in seeking out new ideas and information, especially when it pertains to their goals or objectives.

However, people who lack this competence usually settle for whatever information is on hand. However informal, spontaneous meetings can lead to the discover and seizing potential opportunities.

The need to obtain data runs parallel to an urge to make things more efficient. Traits of a good performer is putting into place systems that track progress or ensure a better quality and flow of data.

I somewhat agree with Goleman, however tracking data is not the only thing that can lead to new discoveries and potentials. I feel that some of the best discoveries are often discovered spontaneously as well; when and individual is not burdened with continuous tracking of information, but in the creativity of an individual.

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Oral Reports: 3 min oral Farfan / 3 min oral week 10

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