Blog: Summer 2015 – New Writing, New Horizons, New Thinking from Cambridge to Montevideo

The summer is over and a new focus is upon us…A heady mix of theatre, training and teaching.

Following the success of Hotbed, our New Writing Festival in July with excellent new work particularly from Craig Baxter with Pictures of You, a play developed in alliance with Martina Simplicio. This was presented as part of What’s Up Doc? Series where playwrights are paired with Academic Collaborators.

Inspired by the ‘mental imagery’, emotion and the study and treatment of bipolar disorder, Pictures of You presented the intriguing meeting of two friends after many years apart. Full of unexpected lightness, warmth and love, the play explored the challenge of recalling the past and picturing the future…

The partner was Dr Martina Di Simplicio of the MRC Cognition and Brain Sciences Unit, Cambridge

The best work from HOTBED in Cambridge was then transferred to London’s SOHO theatre where it ran for a week alongside the brilliant play from last year: bloominauschwitz.

http://www.sohotheatre.com/whats-on/season/hotbed-festival-2015

Following bloominauschwitz’s award as the best new play at Brighton Festival it is now heading to the National Theatre Festival of Czech Republic in Brno. The play is now fully matured and ready for National Touring next year. We also hope to perform at The Edinburgh Fringe next year … watch this space. See the awards – we are in at 25 minutes:

http://www.brightonfringe.org/brighton-fringe-awards-2015

and here’s the new video trailer of the play- hope you can catch it next year (or in Brno!)

https://www.youtube.com/watch?v=DorZCKKRANE

Meanwhile we are focussing back on training too this autumn including developing new programmes for CEDAR and the Judge . At the Judge I have been made a Fellow in The Arts (Creative Engagement)…

http://www.jbs.cam.ac.uk/faculty-research/fellows-associates-a-z/paul-bourne/

Following its awards as Entrepreneurial University of the Year Anglia Ruskin has been going from Strength to strength and in particular the centre ran by Professor Lester Lloyd-Reason at CEDAR .

http://ww2.anglia.ac.uk/ruskin/en/home/microsites/cedar.html

This unit remains a beacon in Enterprise thinking and projects and I get such a kick being around these guys. There is always a crazy project around the corner.

This week working with CEDAR I have been delivering Creativity and Curiosity workshops to Managers of Incubators from Montevideo in Uruguay!

Working with Peter Taylor from TTP group, we delivered a workshop about how to bring creativity into the workplace

http://www.ttp.com/news/2015/07/success_and_succession

Four great managers from Uruguay included “Good Cop” Paola Rapetti http://sinergiacowork.com/montevideo/ and “The Rule Man” Sergio Delgado.

Here’s twelve great stories of entrepreneurs in Uruguay http://founders.uy/. Great people – great ideas and looking forward to heading to Uruguay to meet them again soon and more colleagues.

So, many projects on the go, will get inside them all in the blog over the next few weeks.

Here’s a reminder of what we do and how we do it;

HOTBED/THEATRE

https://www.youtube.com/watch?v=4Yl-RY3z7ak

TRAINING:

https://www.youtube.com/watch?v=he45KL0V_cQ

Adios!

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Blog: Living in a VUCA world. In this case..St Petersburg May 2015

Attending a conference on behalf of iNTG in St Petersburg, Russia

http://i-ntg.com/who/who.html

First ‘gig’ since signing up to be Associate at The Judge Business School, University of Cambridge where I will be delivering new initiatives around Creative engagement particularly focusing on how creativity can play an increasingly important role in the dynamics of Executive Education delivery.

http://www.jbs.cam.ac.uk/programmes/execed/

The two-day conference is on Organisational Development for large Russian and International Companies in St Petersburg project is ran by HR Club:

https://www.linkedin.com/grp/home?gid=4107262

The two days are challenging – working on the themes of VUCA

Originally designed for Military use in assessing challenging scenarios this has ben re-applied to a Business development context

VUCA stands for VOLATILITY, UNCERTAINTY, COMPLEXITY, AMBIGUITY

I develop and present a programme around these themes – and a way for businesses to approach these challenges.

Working with three Russian actors from local IMPROV group is fun and challenging:

So – back ground to VUCA:

Volatility—The nature, speed, volume, magnitude, and dynamics of change

Uncertainty—The lack of predictability of issues and events

Complexity—The confounding of issues and the chaos that surrounds any organization

Ambiguity—The haziness of reality and the mixed meanings of conditions!

The capacity for VUCA leadership in strategic and operating terms depends on a well-developed mindset for gauging the technical, social, political, market and economic realities of the environment in which people work

Sense-Making

Planning and Readiness Considerations

Process Management and Resource Systems

Functional Responsiveness

For Volatile Situations…

  • Communicate clearly
  • Ensure your intent is understood

For Uncertain Situations…

  • Get a fresh perspective
  • Be flexible

For Complex Situations…

  • Develop collaborative leaders
  • Stop seeking permanent solutions

For Ambiguous Situations…

  • Listen well
  • Think divergently
  • Set up incremental dividends

And my thoughts and context

“if you’re not living on the edge you are taking up too much room”

A VUCA world is a complex world. How do we cope with such a world, saturated with corporate visions, missions and strategies, pushing us into one-direction with inflexible slow response thinking?

We have to strive for clear simple, fast and flexible decision making. We have to empower employees to take ownership for this decision-making. This includes encouraging creativity and imagination.

If we don’t develop imagination how can we expect people to think?

In any complex world we have to unlock innate creativity as a way of questioning the world and being part of the story but not being at the mercy of micro- or macro- economic or social events. We have to encourage corporate strategic thinking of course, but also flexibility, fast thinking and individualism.

We need to encourage a “Heads-up, Hearts in Culture” where employees are individuals with a creative mind-set yet still involved in ‘the team’ and understand how they can positively influence it.

To survive in VUCA world we need to focus on creative and imaginative dynamics, understand the nature of decision making and how to devolve decision making to the grass roots encouraging, positive, creative communication within organisations.

Ultimately VUCA survival is about how people can work together towards a common goal and strategy whilst retaining individual identity and influence.

Make clear decisions quickly… be ready, be responsive, be real!

Through exercises, scenarios and videos – including my old favourite the Orchestra and IMPROV.

We bring it all to life and really seen how improved performance can effect change…

Blog: Living in a VUCA world. In this case… St Petersburg

Attending a conference on behalf of iNTG in St Petersburg, Russia

http://i-ntg.com/who/who.html

First ‘gig’ since signing up to be Associate at The Judge Business School, University of Cambridge where I will be delivering new initiatives around Creative engagement particularly focusing on how creativity can play an increasingly important role in the dynamics of Executive Education delivery.

http://www.jbs.cam.ac.uk/programmes/execed/

The two-day conference is on Organisational Development for large Russian and International Companies in St Petersburg project is ran by HR Club:

https://www.linkedin.com/grp/home?gid=410726

The two days are challenging – working on the themes of VUCA

Originally designed for Military use in assessing challenging scenarios this has ben re-applied to a Business development context

VUCA stands for VOLATILITY, UNCERTAINTY, COMPLEXITY, AMBIGUITY

I develop and present a programme around these themes – and a way for businesses to approach these challenges.

Working with three Russian actors from local IMPROV group is fun and challenging:

So – back ground to VUCA:

Volatility—The nature, speed, volume, magnitude, and dynamics of change

Uncertainty—The lack of predictability of issues and events

Complexity—The confounding of issues and the chaos that surrounds any organization

Ambiguity—The haziness of reality and the mixed meanings of conditions!

The capacity for VUCA leadership in strategic and operating terms depends on a well-developed mindset for gauging the technical, social, political, market and economic realities of the environment in which people work

Sense-Making

Planning and Readiness Considerations

Process Management and Resource Systems

Functional Responsiveness

For Volatile Situations…

  • Communicate clearly
  • Ensure your intent is understood

For Uncertain Situations…

  • Get a fresh perspective
  • Be flexible

For Complex Situations…

  • Develop collaborative leaders
  • Stop seeking permanent solutions

For Ambiguous Situations…

  • Listen well
  • Think divergently
  • Set up incremental dividends

And my thoughts and context

“if you’re not living on the edge you are taking up too much room”

A VUCA world is a complex world. How do we cope with such a world, saturated with corporate visions, missions and strategies, pushing us into one-direction with inflexible slow response thinking?

We have to strive for clear simple, fast and flexible decision making. We have to empower employees to take ownership for this decision-making. This includes encouraging creativity and imagination.

If we don’t develop imagination how can we expect people to think?

In any complex world we have to unlock innate creativity as a way of questioning the world and being part of the story but not being at the mercy of micro- or macro- economic or social events. We have to encourage corporate strategic thinking of course, but also flexibility, fast thinking and individualism.

We need to encourage a “Heads-up, Hearts in Culture” where employees are individuals with a creative mind-set yet still involved in ‘the team’ and understand how they can positively influence it.

To survive in VUCA world we need to focus on creative and imaginative dynamics, understand the nature of decision making and how to devolve decision making to the grass roots encouraging, positive, creative communication within organisations.

Ultimately VUCA survival is about how people can work together towards a common goal and strategy whilst retaining individual identity and influence.

Make clear decisions quickly… be ready, be responsive, be real!

Through exercises, scenarios and videos – including my old favourite the Orchestra and IMPROV.

We bring it all to life and really seen how improved performance can effect change.

Actors in Business Improv