By Karl J. Klimek

The authors exhibit the way to faucet into an organization's collective intelligence via generative management. The version contains undertaking own mirrored image, selling specialist conversations, and harnessing creativity.

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Finally, the motor cortex directs activities to carry out the plans and ideas created by the executive functions. 1 shows these regions, with each stage of the natural learning cycle placed adjacent to the relevant brain structure. 1 summarizes the processes and purposes in each of the biological and learning stages. The simple, linear nature of our instinctive mental models leads us to think of these stages as sequential—experience, then reflect, then abstract, then test. At best, we might add that the sequence loops, putting “then repeat” at the end of the chain.

Scious of it. The regions and pathways responsible for this innate, automatic process operate several times faster than those involved in conscious thought, allowing our vital survival reactions to act as quickly as possible. The brain’s capacity to make meaning is primal. This word carries two important meanings. The first meaning relates to physiology and tells us that the structures and pathways involved develop first within the brain. The second has to do with priority. This survival-related function is of higher importance than other cognitive processes.

77) T he second foundational element of generative leadership is the understanding that organizations as different as companies, cities, and schools are best understood as dynamic systems rather than just collections of parts. The word system means an integral working combination of elements forming a complex or unitary whole and hints at the paramount importance of the interactions among all the elements. The word dynamic means that the system and all its elements are constantly changing, adapting, and evolving.

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