Comments on: Is Leadership Hopeless? http://www.balance-and-results.com/is-leadership-hopeless.html Effectiveness in Human Resources, Leadership and Personal Success Strategies Mon, 28 Jun 2010 22:47:39 +0000 http://wordpress.org/?v=2.9.2 hourly 1 By: Dave Crisp http://www.balance-and-results.com/is-leadership-hopeless.html/comment-page-1#comment-10 Dave Crisp Tue, 22 May 2007 17:57:32 +0000 http://www.balance-and-results.com/?p=33#comment-10 Good comment, Craig. I've seen a number of things suggesting correctly, as Rushkoff does, that "the box" sometimes is the stimulus to creativity. When we're hemmed in, that's the time to push for new ideas within the constraints we face. I hope to show that in some of my follow-up posts. Good comment, Craig. I’ve seen a number of things suggesting correctly, as Rushkoff does, that “the box” sometimes is the stimulus to creativity. When we’re hemmed in, that’s the time to push for new ideas within the constraints we face. I hope to show that in some of my follow-up posts.

]]> By: Craig Allen http://www.balance-and-results.com/is-leadership-hopeless.html/comment-page-1#comment-9 Craig Allen Tue, 22 May 2007 17:24:06 +0000 http://www.balance-and-results.com/?p=33#comment-9 Hi Dave, Douglas Rushkoff's book "Get Back in the Box" also talks about the malaise that occurs when every product and organization is seen as just a special case of a more abstract financial or organizational structure. The book's title mocks the phrase "to think outside the box." In Rushkoff's view, to think outside the box discounts the magic of the creative process, and casts creativity as merely deduction from settled principles. The end result is demoralized teams and mediocre, predictable products. Some commentators have suggested that Rushkoff is really criticizing the co-opting of the term "outside the box" by those who are, in fact, very much operating in a conceptual box. Hi Dave,

Douglas Rushkoff’s book “Get Back in the Box” also talks about the malaise that occurs when every product and organization is seen as just a special case of a more abstract financial or organizational structure. The book’s title mocks the phrase “to think outside the box.”

In Rushkoff’s view, to think outside the box discounts the magic of the creative process, and casts creativity as merely deduction from settled principles. The end result is demoralized teams and mediocre, predictable products.

Some commentators have suggested that Rushkoff is really criticizing the co-opting of the term “outside the box” by those who are, in fact, very much operating in a conceptual box.

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