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For most of us, our thinking is inherently flawed. Numerous suppressants exist that create boundaries that are increasingly difficult to cross. ‘Breaking Boundaries’ introduces approaches to break free of these suppressants, creating the potential for extraordinary results. Here's the introduction...

All of man’s achievements (and failures) begin with an idea…

Our success can be defined by the results of our actions and the lessons learned from the mistakes we make…

All that we do, all the things we create, all the decisions we make and all the solutions to the problems we face, rely for their quality on the quality of our thinking and the ideas that precede them. Creativity (which, in the context of this book is our ability to generate ideas, concepts and solutions) is essential for our personal future success and the success of the organisations that we work for. This probably all sounds obvious, undeniable and unsurprising.

What may surprise you though, is that our creativity is under attack, almost continually and from a very early age. For many of us, the suppressing nature of these attacks has a seriously detrimental impact on our ability (or willingness) to be creative as the years roll by. These attacks come in many forms, some in our own minds and others that we are subjected to. The resulting consequences of these attacks and how adept we are at defending against them can lead to the difference between future success or failure.

Organisations need ideas. It is as essential to them as the blood that courses through our veins is essential to us. Cut off the blood supply and we perish. Without ideas organisations would have no future, they would wither on the vine. It is likely that it is for this reason that the word innovation is so widely used in corporate circles and why when an innovation is struck upon, it is so highly prized. Job descriptions, recruitment profiles, corporate brochures and the language of business are littered with references to innovation. And why not, it makes total sense, it is needed.

Note that I have introduced the word innovation into my narrative. I am not trying to confuse creativity with innovation. Whilst the two are inextricably intertwined, they are poles apart in terms of their function, as will be explained.

I have been working in the field of thinking efficiency and productivity for many years and in all that time I have never been engaged by an organisation that has not been able to generate high volumes of great ideas, innovate and/or solve complex problems (often of a highly technical nature) with ease and on demand. They just need to be shown how. It is often stated that ‘our people are our greatest asset’. I firmly believe this statement to be largely true (there are exceptions!) and I am constantly reminded of this through the immensely valuable output from the workshops that I help to facilitate. 99.9% of the time the answers lie within the minds of people I engage with, the big question is how to efficiently open their minds and create a flow of productive thinking.

Traditional group brainstorming would not appear to be the answer. Through personal experience and the luxury of observation, it has become clear to me that the ‘storm’ part of the word somewhat accurately describes what goes on in these sessions. Debate, argument, discussion and justification amongst other things are all too typical and greatly detract from the task of generating ideas and/or solutions.

I would imagine most of us would consider ourselves to be pretty good ‘thinkers’ and it’s fair to say that most of us probably are. After all, most of us function pretty well. Many of us will accept group thinking sessions (for example, meetings) for what they are. Not always the greatest use of time but we manage to make some progress and we see the need for them. The trouble with this though is there is a risk that we consider all this to be normal and we risk setting a very low benchmark.

Few of us will have regularly experienced super-efficient and productive thinking (with the ability to control it at will) and meetings that leave us with a genuine sense of serious productivity, achievement and satisfaction.

This is not dissimilar to some successful organisations. They are doing well, the balance sheet looks good, they’re making a profit and paying dividends to keep the shareholders happy. There are new products and/or services in the pipeline and growth is forecast for the foreseeable future. Are they successful or should this simply be considered as the norm? After all, if they weren’t delivering the above then surely, they would be facing uncomfortable and potentially difficult times.

I have always held the strong view that there is insufficient emphasis placed upon thinking efficiency and productivity, especially in the workplace. To me, thinking and its management is the key to unleashing the true potential of individuals, teams and organisations. Yet, for most, we appear to rely on the natural development of our thought processes that have often been suppressed and influenced by the aforementioned attacks. For understandable but manageable reasons, we are simply not operating at our optimum ability to think and create great ideas and solutions. Many of us will be inherently flawed in this regard (this is not necessarily any fault of our own). Yet we seem to accept it, after all, it is ‘normal’. But is normal good enough?

If you agree that it would hold value for you and your organisation to be able to develop a significantly higher number of great ideas and concepts with ease and on demand, identify great solutions to challenges and problems and develop a real culture of innovation, then this book is for you. I guess you would have put the book down by now if this wasn’t the case.

The issues surrounding success are complex as are the nature of the many attacks that suppress our ability to think efficiently and productively. The good news, however, is that the solutions are, by comparison, quite simple.

In this book, you will find the answers to many questions. Practical answers based upon experience, research and application. The key questions that I will answer include:

  • What form do the attacks take that suppress individual and group thinking efficiency and productivity and what can we do about them?

  • How can we practically generate high volumes of great ideas/concepts, solve the toughest of problems and innovate with ease and on demand?

  • How can we effectively ‘manage’ group thinking so that it is super-efficient and productive?

  • How can we create a sustainable creative and innovative culture?

I firmly believe that the pages contained within this book can mean the difference between success and failure in just about all that we do. Understand them, apply them and success is guaranteed.

Let the journey begin…

Breaking Boundaries by Tim Rusling can be obtained through Amazon. Complimentary copies may be available by contacting us through the website.

About the author:

Tim Rusling has more than twenty five years experience as a management consultant with a passionate focus on developing and growing others, enabling them to fulfil their full potential.

Idea generation, problem solving, innovation and more broadly, thinking efficiency and productivity, has been at the heart of this.

He works with a diverse range of clients around the globe, striving to develop robust and practical approaches that enable others to achieve extraordinary results.

He supports his clients in all aspects of thinking efficiency and productivity and its management. This work includes:

  • Facilitating business specific related workshops
  • Developing and delivering a wide range of subject specific training programmes
  • Consulting in the area of thinking efficiency and productivity (typically, culture and management)

Tim can be contacted through the website.

Contact Tim



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