The things that occupy us are often important but not transforming. It is easy to immerse ourselves entirely in the routines and responsibilities essential today. Without a conscious focus on the future, all energies and resources flow into the immediate. The great management imperative of our time is to create a new kind of organization--one that continuously evolves and regenerates itself. Here innovation becomes a cultural imperative. It is approached with as much intentionality as cost and quality. Leaders think about future prosperity as much as present survival, and change is a proactive choice rather than a reactive response.
The race is on. Entering it are entrepreneurs and healthcare organizations around the world. The goal is a new generation of services with strong outcomes and stunningly low cost. This challenge is much more daunting than innovating for the top of the wealth pyramid. But those who create novel solutions will own the future markets of the world. Look at what we can learn from innovators designing healthcare solutions for those with the least resource. Their breakthroughs ultimately reshape healthcare for everyone.
As competition among healthcare facilities increases, high quality and low cost become the norm. They will no longer distinguish the superior provider in the marketplace. Quality and cost are eclipsed in importance by innovation.
The slipstream is a conscious life space where through a unique combination of conditions, you can accomplish a great deal in a very short period of time.
There is an explosion of interest in consciousness and its role in creating extraordinary leaders and extraordinary organizations. And an increasing awareness that who we are is as important as what we do. Learn how to live a more conscious life and lead a more conscious organization.
For many organizations, the odds and norms seem almost irrelevant. Somehow they flourish where others struggle. Often these exceptional places are invisible to us--we rarely hear about them, learn from them, or celebrate them. How, for example, did a hospital organize for innovation and unleash its human potential? How is another system approaching $100 million in retail? Where are the flourishing exceptions in clinical quality, organizational culture, and philanthropy? Hidden within the majority is a minority of positive deviants breaking all the rules and flourishing.
What if you could visit the future today somewhere inside your hospital? What would it be like to touch the future and interact with it? Every day in healthcare, we make decisions about the future. But we rarely create the futures we are considering on a small scale first. Now this is beginning to change. Look at how to approach prototyping and learn from leading healthcare organizations. Consider a world beyond healthcare that has greater experience prototyping new services and products. From these organizations on the edge, we have many clues about how to create the future in small ways today.
There is an explosion of interest in consciousness and its role in creating extraordinary leaders and extraordinary organizations. And an increasing awareness that who we are is as important as what we do.
Learn how to live a more conscious life and lead a more conscious organization.
Holding space is an evocative act of consciousness that makes possible something that in the moment cannot be completely described, arranged, or understood. Harness your own capacity to hold space for possibilities that can only emerge through highly-conscious leaders.
Tolerance for Ambiguity
Often more than one thing is true—even if at first glance they seem mutually exclusive. Learn how to sense possibilities from a larger frame of reference that—from a more limited perspective—are difficult to see.
Stepping through Fear
Fear is the ultimate isolator—it separates us from our resources and support. One of the quickest ways to elevate the capacity of a culture is to develop a greater capacity to step through fear. Learn how to recognize when you are moving into fear and what you can do to bring yourself back into power.
Everything has a natural rhythm—an expressing and a withdrawing. And what is easy in one moment may not be as easy in the next. One of the characteristics of high-innovators is a sense of when to do things. Learn to sense cycles and come into relation with the rhythm of creative possibility.
Dancing with Mystery
Mystery is intrinsic to innovation—combining the known with the unknowable. When we design only around the resources, connections, and support we are aware of in any moment, we miss many extraordinary possibilities that can emerge only after we take the first step. Larger possibilities are often revealed after a known possibility is explored. Learn to dance with mystery!
The Power of Intention
The world is connected causally by consciousness—strong, coherent intentions have a resonance and induce a response in the world from everything that shares a like quality. It is this flood of connections that enables highly-intentional people to quickly create in really big ways. Learn to harness the power of intention.
Surrendering into Power
Surrender in the perennial wisdom was understood as an act of power—a giving in to possibility, not a giving up. A starting, not a stopping. As we surrender into possibility, we step into a powerful flow of infinite potentials simply waiting for their moment—waiting for a person who is conscious enough to stop forcing and let something new slip through. Learn to surrender into possibility.
The Fading Epiphany
Epiphany is a unique state of consciousness that enables us to easily synthesize information and become highly creative. But epiphany is quite fleeting—much like a dream that you remember for only a few seconds after waking up. Learn to create good initial conditions for epiphany, and learn to protect and foster epiphanies for yourself and others.
The Power of the Heart
You affect the world through your heart and head. But many people have stepped out of the power of the heart and become thinking-centric. Tap the power of your heart to attract resources, create relationships with strategic partners, and make high-quality decisions.