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	<title>Comments on: Creating creativity</title>
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	<link>http://managingleadership.com/blog/2007/07/05/creating-creativity/</link>
	<description>The strategic role of the senior executive</description>
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		<title>By: Roundup: Managing better by managing less &#124; Managing Leadership</title>
		<link>http://managingleadership.com/blog/2007/07/05/creating-creativity/comment-page-1/#comment-6582</link>
		<dc:creator>Roundup: Managing better by managing less &#124; Managing Leadership</dc:creator>
		<pubDate>Sat, 31 May 2008 08:03:02 +0000</pubDate>
		<guid isPermaLink="false">http://managingleadership.com/blog/2007/07/05/creating-creativity/#comment-6582</guid>
		<description>[...] The Married Guy Cook, hosting the Carnival of the Capitalists, chose Creating Creativity. [...]</description>
		<content:encoded><![CDATA[<p>[...] The Married Guy Cook, hosting the Carnival of the Capitalists, chose Creating Creativity. [...]</p>
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		<title>By: Random Day 5: Creativity, innovation, music, and harmony</title>
		<link>http://managingleadership.com/blog/2007/07/05/creating-creativity/comment-page-1/#comment-1078</link>
		<dc:creator>Random Day 5: Creativity, innovation, music, and harmony</dc:creator>
		<pubDate>Mon, 13 Aug 2007 16:33:08 +0000</pubDate>
		<guid isPermaLink="false">http://managingleadership.com/blog/2007/07/05/creating-creativity/#comment-1078</guid>
		<description>[...] But more importantly, it focus relentlessly on the impressions, reactions, and needs of its customers, to the point of following people around in retail stores to record their responses, to following them into the home to observe their attitudes when they open their newly purchased products, and to note how they use them (see here to learn about another company that uses customer knowledge to generate innovation). [...]</description>
		<content:encoded><![CDATA[<p>[...] But more importantly, it focus relentlessly on the impressions, reactions, and needs of its customers, to the point of following people around in retail stores to record their responses, to following them into the home to observe their attitudes when they open their newly purchased products, and to note how they use them (see here to learn about another company that uses customer knowledge to generate innovation). [...]</p>
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		<title>By: The Married Guy Cook &#187; Blog Archive &#187; Carnival of the Capitalists</title>
		<link>http://managingleadership.com/blog/2007/07/05/creating-creativity/comment-page-1/#comment-918</link>
		<dc:creator>The Married Guy Cook &#187; Blog Archive &#187; Carnival of the Capitalists</dc:creator>
		<pubDate>Mon, 09 Jul 2007 17:59:45 +0000</pubDate>
		<guid isPermaLink="false">http://managingleadership.com/blog/2007/07/05/creating-creativity/#comment-918</guid>
		<description>[...] Managing Leadership Creating Creativity [...]</description>
		<content:encoded><![CDATA[<p>[...] Managing Leadership Creating Creativity [...]</p>
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		<title>By: Jim Stroup</title>
		<link>http://managingleadership.com/blog/2007/07/05/creating-creativity/comment-page-1/#comment-902</link>
		<dc:creator>Jim Stroup</dc:creator>
		<pubDate>Mon, 09 Jul 2007 00:36:00 +0000</pubDate>
		<guid isPermaLink="false">http://managingleadership.com/blog/2007/07/05/creating-creativity/#comment-902</guid>
		<description>Hello Ellen,

Thank you for your visit and your insightful comment - an interesting idea. Certainly, people in developing nations are less penetrated by large, process-driven organizations; they are mostly families or mom-and-pop size enterprises and a limited number of larger ones. 

With little infrastructure or societal custom in between to intermediate the interaction, who knows what can develop? 

Some consultants have specifically addressed this issue as a profit opportunity for these larger organizations. Unfortunately, most of them, as you suggest, seem to have a difficult time making the adjustment.

Thanks again for an interesting way to look at this - worth more thought!</description>
		<content:encoded><![CDATA[<p>Hello Ellen,</p>
<p>Thank you for your visit and your insightful comment &#8211; an interesting idea. Certainly, people in developing nations are less penetrated by large, process-driven organizations; they are mostly families or mom-and-pop size enterprises and a limited number of larger ones. </p>
<p>With little infrastructure or societal custom in between to intermediate the interaction, who knows what can develop? </p>
<p>Some consultants have specifically addressed this issue as a profit opportunity for these larger organizations. Unfortunately, most of them, as you suggest, seem to have a difficult time making the adjustment.</p>
<p>Thanks again for an interesting way to look at this &#8211; worth more thought!</p>
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		<title>By: Ellen Weber</title>
		<link>http://managingleadership.com/blog/2007/07/05/creating-creativity/comment-page-1/#comment-898</link>
		<dc:creator>Ellen Weber</dc:creator>
		<pubDate>Sun, 08 Jul 2007 16:53:23 +0000</pubDate>
		<guid isPermaLink="false">http://managingleadership.com/blog/2007/07/05/creating-creativity/#comment-898</guid>
		<description>Great questions posed here -- and certainly an engaging exploration, Jim.

At times I wonder how we can open new segues into creativity in the west by rethinking the way we do daily business. In that sense many developing nations have an advantage -- as they are not yet stuffed into old socks when it comes to innovative approaches. Thus -- your great example. What do you think?</description>
		<content:encoded><![CDATA[<p>Great questions posed here &#8212; and certainly an engaging exploration, Jim.</p>
<p>At times I wonder how we can open new segues into creativity in the west by rethinking the way we do daily business. In that sense many developing nations have an advantage &#8212; as they are not yet stuffed into old socks when it comes to innovative approaches. Thus &#8212; your great example. What do you think?</p>
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	<item>
		<title>By: Jim Stroup</title>
		<link>http://managingleadership.com/blog/2007/07/05/creating-creativity/comment-page-1/#comment-865</link>
		<dc:creator>Jim Stroup</dc:creator>
		<pubDate>Fri, 06 Jul 2007 13:20:18 +0000</pubDate>
		<guid isPermaLink="false">http://managingleadership.com/blog/2007/07/05/creating-creativity/#comment-865</guid>
		<description>Hello Michael,

Thank you for your kind comments and for stopping by and joining in.

I lived in Center, North Dakota, and travelled extensively throughout the state - frequently to visit the Badlands. I enjoyed the state, the people, and my time there very much.

Thanks again for your visit.</description>
		<content:encoded><![CDATA[<p>Hello Michael,</p>
<p>Thank you for your kind comments and for stopping by and joining in.</p>
<p>I lived in Center, North Dakota, and travelled extensively throughout the state &#8211; frequently to visit the Badlands. I enjoyed the state, the people, and my time there very much.</p>
<p>Thanks again for your visit.</p>
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		<title>By: Michael Wagner</title>
		<link>http://managingleadership.com/blog/2007/07/05/creating-creativity/comment-page-1/#comment-859</link>
		<dc:creator>Michael Wagner</dc:creator>
		<pubDate>Fri, 06 Jul 2007 03:40:54 +0000</pubDate>
		<guid isPermaLink="false">http://managingleadership.com/blog/2007/07/05/creating-creativity/#comment-859</guid>
		<description>Your opening sentence has my mind racing: A major mistake executives in all specialties and at all levels make is confronting the very real problem of creativity head on.

Thank you for sharing your insights on creativity and business processes.

I noticed that you spent some time in North Dakota. My wife&#039;s folks are from Carrington by Jamestown.

Keep creating,
Mike</description>
		<content:encoded><![CDATA[<p>Your opening sentence has my mind racing: A major mistake executives in all specialties and at all levels make is confronting the very real problem of creativity head on.</p>
<p>Thank you for sharing your insights on creativity and business processes.</p>
<p>I noticed that you spent some time in North Dakota. My wife&#8217;s folks are from Carrington by Jamestown.</p>
<p>Keep creating,<br />
Mike</p>
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