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Caveat: written by Jonah Lehrer, whose star has fallen since it was shown that he recycled his own previous writing without noting it and he quoted people who other people, not him, had interviewed. Messages: K. Sawyer -- "Decades of research have consistently shown that brainstorming groups [who were told not to criticize anything proposed] think of far fewer ideas than the same number of people who work alone and later pool their ideas." Research by Nemeth -- Groups told that "most studies suggest that you should debate and even criticize each other's ideas" produced more ideas together and then subsequently on their own. Research by Uzzi -- (Lehrer's words) "The best Broadway shows were produced by networks with an intermediate level of social intimacy." Lehrer's take-home message -- "The fatal misconception behind brainstorming is that there is a particular script we should all follow in group interactions. The lesson of Building 20 is that when the composition of the group is right-enough people with different perspectives running into one another in unpredictable ways-the group dynamic will take care of itself. All these errant discussions add up."

"how do you let go of easy fixes in pursuit of better solutions that are less immediately accessible? To do so takes creativity, which combines originality (conceiving novel ideas), fluency (generating many ideas) and flexibility (navigating between ideas). According to Bateson and Martin, these are all embodied in play."

"This is a book about the ten mental locks that prevent you from being more innovative and what you can do to open them. Many of the ideas presented here come from the author's experiences as a creative thinking consultant in industry. During the past five years he had the opportunity to work with many innovative and/or interesting companies. He worked with people in marketing, engineering, data processing, finance, research and development, television, and retail. This book contains stories, anecdotes, insights, and ideas that came out of the workshops he conducted as well as many of his own thoughts about what can make you more creative."

"CREATIVE HABITS for SYNTHESIS of THEORY and PRACTICE At various points in your life you may take up the challenge of writing something in which you synthesize your ideas and practice. After all, everyone has a voice that should be heard. However, believing deeply that your voice matters and acting on that belief is not easy. You will need support to be able to take yourself seriously and, as the title of Parker Palmer's (2000) book puts it, to "Let Your Life Speak." The frameworks of Phases and of the Cycles and Epicycles of Action Research together with the creative habits below provide a multifaceted structure to help you find your voice, clarify and develop your thoughts, express that voice in writing, and complete your synthesis of ideas and practice. The structure is especially valuable if you want to finish by some defined target date yet do not want to rely on external directions to motivate or reward you." from http://bit.ly/TYS2012

"Hack, play, learn A hack is a tiny, often throwaway, rapid prototype. It's a way of demonstrating the very first part of an idea in a short space of time. I build each one to test how I think something could or should work... Always done at speed, always done with passion, always to scratch an itch and always best if there's some humour or novelty involved."

The tools are these: 1) finding the right question; 2) enhancing observation; 3) using analogies; 4) juggling induction and deduction; 5) changing your point of view; 6) broadening the perspective; 7) dissecting the problem; 8) leveraging serendipity and reversal; 9) reorganization and combination of ideas; 10) getting the most out of groups; and 11) breaking out of habitual expectations and frames.

"This volume considers how current transitions in postsecondary education are impacting Higher Education (HE) institutions and subjects in a number of Northern nations, as well as how these transitions are indicative of the wider shift from the welfare to the market state. The university is now considered a key site for training and wealth generation in the so-called 'knowledge economy' that operates in a globalising, high tech world. Further, these transitions are underpinned by neo-liberal economic ideas that assume that the public sector is a drag on the economy unless it is subject to the rules, regulations and assumptions that govern the private sector. This excellent volume - an important contribution to Education as well as Economics and Politics - furthers our understandings of universities as marketable entities as part of the globalized economy. "

What does successful learning look like? ...Not a series of remembered ideas, reproduced for testing, and quickly forgotten. But something flexible that is already integrated with the other things a learner knows.

"In this exceptionally positive and encouraging book, Stephanie Dowrick frees the journal writer she believes is in virtually everyone, showing through stories and examples that a genuine sense of possibility can be revived on every page. Creative journal writing goes way beyond just recording events on paper. It can be the companion that supports but doesn't judge, a place of unparalleled discovery, and a creative playground where the everyday rules no longer count. Proven benefits of journal writing include reduced stress and anxiety, increased self-awareness, sharpened mental skills, genuine psychological insight, creative inspiration and motivation, strengthened ability to cope during difficult times, and overall physical and emotional well-being. Combining a rich choice of ideas with wonderful stories, quotes, and her refreshingly intimate thoughts gained through a lifetime of writing, Dowrick's insights and confidence make journal writing irresistible-and your own life more enchanting. Included in Creative Journal Writing are: u stories of how people have used journal writing to transform their lives; · inspirational instructions, guidelines, and quotes; · key principles, practical suggestions, and helpful hints; · 125 starter topics, designed to help even the most reluctant journal writer; · more than forty powerful exercises; · and much more!"

"We still need more tool-building but there is much benefit in putting the remarkable tools we now have to work. So we will have a better understanding of both animal model brains, but to me very importantly, the human brain that makes discoveries relevant to disease actionable. And also advances basic neuroscience. We've been focusing on brain disease but in the end basic science is the well from which everything comes, and we should not forget it. But that said, understanding all the different cells, understanding how they're wired together, understanding the language of neurons - that is, when they fire, what are they saying to each other? Understanding how this information integrates. Understanding how activity spreads in the brain and how it's decoded is much more than a 10-year project. But I think a focused push like this could lead to a platform of ideas, of tools, of testable hypotheses, of new observations, that could power both basic neuroscience and translational neuroscience interested in disease and therapeutics."

"Established companies are "held captive by their customers," in Christensen's phrase, and so routinely ignore emerging markets of buyers who are not their customers. Dominant companies prosper by making a good product and keeping their customer base by using sustaining technologies to continue improving it. The products get ever better-but at some point their quality overshoots the level of performance that even the high end of the market needs. Typically, this is when a disruptive innovation lands in the marketplace at a lower price and relatively poor level of performance-but it's a level adequate for what the lower end of the market seeks. The disruptive technology starts to attract customers, and is on its way to staggering the industry's giants. "Sustaining innovation makes good products better-but then you don't buy the old product. They're replacements. They do not create growth." To bring these powerful ideas into the real world, Christensen in 2001 founded the consulting firm Innosight (www.innosight.com) with Mark Johnson, M.B.A. '96. Now employing about 100, the company works mostly with Fortune 100 companies that are seeking to defend their core businesses and adapt to disruptive environments. It also coaches them on how to disrupt markets proactively, harnessing disruption's engine of growth for themselves. "It's hard to do both," says David Duncan, a senior partner at Innosight who earned a Harvard Ph.D. in physics in 2000. "As successful companies get bigger, their growth trajectories flatten out, and they need to find new ways to expand. But that will look different from what they did in the past. Most are so focused on maintaining their core business that when push comes to shove, the core will almost always kill off the disruptive innovation-the new thing. "The two goals conflict for resources," he continues. "CEOs are accountable to shareholders and feel Wall Street pressure to meet earnings targe