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Imagination for Ibn Sina

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In the Merriam-Webster dictionary, imagination is defined as “the act or power of forming a mental image of something not present to the senses or never before wholly perceived in reality”.

The etymological origin of the word imagination “is having a picture in the mind’s eye”. Incidentally, unlike the dictionary’s date of reference for the creation of this word (14th century), the ‘mind’s eye’ term and that very definition of imagination was developed in the 10th century by the Persian philosopher Ibn Sina (also known by his Latinized name Avicenna).

As the most famous physician, philosopher, encyclopedist, mathematician and astronomer of his time, he described in his “Book Of Healing” the five mental senses we possess as: common sense, imagination, estimation, representation, and recollection. Explaining how the sense are related, Ibn Sina writes: “for all beauty which is suitable and goodness which one perceives, that one loves and desires, the principle of perceiving them relies on the senses, imagination (khayal), the estimative faculty, conjecture and the intellect”.

Ibn Sina wrote about creativity in general, but focused on the imagination and its affect on

self and other’s behavior. “The imagination of man can act not only on his own body, but even on others and very distant bodies. It can fascinate and modify them; make them ill, or restore them to health”.

Think about it for a few minutes. How’s your imagination affecting people’s health around you?

Creatively yours,

Randah Taher

Searching for problems

Problem finding can be as important as problem solving. This is not a call for the misinformed managers who actively search for problems with employees. Those people need a different type of help.

I’m talking about problem hunting with the intention of understanding situations from different perspectives, and not only the original lens we saw the problem with. Searching for problems can highlight unwritten processes and ways of work as well as illustrate tacit knowledge of how people fix immediate problems. When someone faces a challenge at work, they try to fix it as fast as possible so that work can continue smoothly. This sometimes creates additional issues elsewhere or down the road. Without proper reflection mode, this cycle continues.

If we’re properly hunting for problems in the first place, we’re able to see this a mile ahead and fix it with a big-picture lens, so that people don’t loose time and energy looking for information that are not readily available. E. Paul Torrance called it sensing gaps in information. Others call it problem sensitivity, problem discovery, or problem defining. According to Einstein, “The identification of the problem is more important than the solution, which may merely be a matter of mathematical or experimental skills.”

Happy problem hunting,

Randah Taher

Woman looking through a rolled up piece of paper

Creativity squelchers

Have you noticed the subtle creativity squelchers at work?

Here are some of the symptoms of an unhealthy culture:

  • There is a general attitude of secrecy: Of information, of events, of updates. Someone has the info and their guarding it with their lives.
  • There’s general fear of loosing jobs to new technology or way of work. Normally people resist change because of its discomfort. But here they might resist it because of fear that this technology or tool will make them redundant and they don’t want to find or use any of their other talents.
  • There is a level of unhealthy envy and conflict that focuses on people rather than ideas. People talk about and worry about other people and the focus is on who did what.
  • A strong desire to protect the status quo. Those who have it welcome “change” and “innovation” at the surface level only. Just the naming will do. But they will not allow it to enter their door.
  • There’s an attitude that creative types don’t work in this department or this organization. To them, this is a waste of time and energy and they need to stay productive and efficient. Creativity can go somewhere else.  

There are many others, but for now, look out for those deadly ones.

Happy new year everyone.

Cheers to an amazing start 2022!  

Close up of coloured post-it notes

Cooperation or competition

Would you describe your work environment as a place that focuses on collaboration or competition?

Either of those scenarios on its own can be a barrier to creativeness.

If high cooperation is the case, then a person might have to conform or please others in order to “fit in”. This means they might have to tone down their creative ideas. Ask yourself: are you driving away the talented employees?  

On the other hand, if competitiveness is overemphasized then people might consider “beating somebody else to it” rather than finding good creative solutions. Ask yourself: Does the lone inventor even exist in this universe? Can we ever find unique and un-thought-of idea?  

In the Arabic culture we emphasize the saying: “The best options are on the middle path” (loosely translated ofcourse). And here is no exception. Find your place on the continuum and continue to connect the others to share ideas and compete to benefit the group as a whole.

It is physical

We live in the physical world no matter how digital our work is.
They tried so hard but we still have to eat food physically, sit on a physical chair, and scratch our head with our hand when thinking.


Thinking remains physical.
It requires the space that immediately surrounds our head to help us focus, imagine, debate, wonder, and connect the dots.

What if you designed your workspace to help you do just that?

Depending on the type of work you do, amplify your senses in the space. Let the music work for you: slow and classic if u need to focus and draw details, loud and fast if you need to imagine and dream big. Lavender smell to help relax the team, lemon to boost alertness and increase energy.

Document the progress of work physically: with imagines that moves along the process, textures to take you from rough drafts to smooth finals, and prototypes that clarifies the progress you’re making. Let those artefacts create the conversation with others. Let them describe how the idea is developing and progressing, so that when people want to comment and modify, they do so to an object, and not to the owner of the idea.

If your progress is physically aligned with your thought process, this will make it easier to re-visit, schedule, and follow up on concepts and activities instantly. Let the room work for you, and not you for her.

Cheers,
Randah

Ideas for pranks at work

Who did this?

The office is sometimes a silly place – at least it should be. A group that jokes around occasionally and do unharmful pranks from time to time tends to be one that is positive, results-oriented and successful. You already work 50 to 60 hours a week, mostly in the office or in uncomfortable setting, and sometimes you need a little laughter to break up the day and recharge from all the time spent focusing on the serious stuff. Ideas of placing a mannequin in your seat, wrapping someone’s car with sticky notes, or covering their desk area with real green grass are just a sample of how a few minutes of planning for fun can fill your brain with the happiness hormone.


And if you needed a reason for doing this, consider a 2012 meta-review of studies on humor in the workplace found that it is linked with strong employee performance, effective stress-coping mechanisms and strong group cohesiveness. Those jokes and pranks can serve as signs of a healthy workplace, and provide ways to foster trust and good communication among staff.


Just pay attention that jokes are not signaling someone out or being considered as bullying, under the title “I was joking”. As any comedian will tell you, attempts at humor sometimes can fall flat or even backfire. Get to know your colleagues well before you start joking around, enlist other accomplices, and have fun.

IMAGINESS gift (38)

A 90-year-old letter

Lately I’ve been thinking about retirement.
It’s funny to have these thoughts now considering that I have at least 20 more years, as per the professional standards. Knowing me, I don’t do retirement.


Yet the thought opened up new ways of making decisions today. What type of work will I be doing 20 years from now? What jobs will I leave behind? Where will I live? Am I a step closer to that destination and way of living?
A decade ago, I did a little exercise that had me writing my life in the past tense. I was to be 90 years old, and I was hand-writing a letter to someone interested to know what I had accomplished in my life. I wrote all my dreams in the past tense. I talked about my 3 kids, teaching at the university, traveling more, opening a creativity center, etc. I did lots of things on that paper. Once done, I folded and archived it.


3 years after I wrote that letter I did a major house clean in my new home (new continent) and this paper showed up. I read it and I couldn’t believe it.
85% of the things I said I will do in my lifetime I had either already accomplished or on my way to do so. At the time of writing it, I didn’t have 3 kids nor did I teach at a university level and I wasn’t traveling as much or doing my creativity consultations. Imagine that!

Time to write another 90-year-old letter.
Will you do it with me?

Are you sleeping at work?

Researchers have found that naps can result in improved energy and performance for employees and may be especially important following long periods of continuous work or during non-standard work schedules.

Ofcourse, taking a nap in the middle of a workday was easier during the pandemic while working from home. Going back to the office has its many advantages, but taking care of our mental health is not one of them. Unless the environment is fertile for such efficient daily recovery tool, we need to redesign the going back to work routines.  

If you’re in charge of a team or oversee operations of a company, keep in mind that employees will be hesitant to take breaks if they are not encouraged to do so. It is the top management’s role if they wish to see high productivity levels in their teams to highlight and encourage taking breaks. This can be set up in a corner or an office and communicated in staff meetings and policies. You might need to directly tell your teammate it is time to take a 10 or 15-minute break when the stress is high so that he or she ca return to the task with a higher level of energy. This is not a lunch or coffee break. This is mental rest with no work involved.

Randah

p.s. If you found yourself continuously napping at work, it’s time to find another not-so-boring job for your mind

ImmortalJellyFish

Like a jellyfish

What if you could go back to being your 15-year-old self again?

What lessons, life experiences, and ambitions did you have that you can learn from?

Going back in time is used for nostalgic reasons or reflective actions. Mostly when we miss our old life (or are worried of it coming back to bite us) or when we want to send an emotion or advice that we’ve made it and that we didn’t need to be so hard on ourselves.  It’s rarely used to seek advice from.

But what if you’re looking back for the sole purpose of learning what to do next? What if your older wisdom knows exactly how to face a similar challenge to the one you’re facing now, albite it looks different on the surface?

This is what the immortal jellyfish does when faced with a stressful environment or physical damage. It reverses its life cycle back to an infant stage, settles at the bottom of the sea, and re-grows cells into a new polyp structure. It survives and lives a new life.

What can we do to be more like that jellyfish? Think of all the unique things your younger self knew that you no longer do (intuition power anyone?)

Excited to share with you the Biomimicry workshop. Next cohort starts October 15. Join with friends to grow your ecosystem and learn from nature, rather than about nature.      

decisions. decisions.

Everyday you get to make new decisions.

You get to choose whether yesterday’s – or last year’s – decision is still valid for the time being and can be used given all the new insights you have.

We hold on too close for past decisions that don’t serve us anymore.

We grow and we flourish and yet some of our decisions don’t grow with us.

You have the right, and the responsibility, to tell your former self you made the best decision at that time. Thank you. But now I know better and I need to change. It doesn’t matter how much time or money we spent on this, we paid for learning.

The hardest ones are the emotional things that keep us from doing things our way, in today’s world. So don’t cover your eyes because your heart is aching. You’re actually being kind to it by letting all these non-needed decisions go.