如何讲故事将创新者与湿婆Muthukrishnan欧莱雅吗

这一集是由讲故事的训练数据乐动体育266从数不清的乐动体育足球内容和数据+科学。将数据转换成强大的视觉故事通过学习最佳实践数据可视化技术讲故事。无论你是PowerBI或表人或只是想更好的表达你的蠕升车间将激励你看到躺在数据的故事。了解更多在这里。

凯蒂(就是)今天我们的客人是湿婆Muthukrishnan。他是为欧莱雅高级研究助理副总裁。湿婆,我很兴奋与你谈论创新今天讲故事。

湿婆[00:00:12]我也是,凯蒂。谢谢你邀请我。

凯蒂00:00:14绝对。你能告诉我你的个人故事的创新开始的吗?

湿婆[00:00:19]我想——你知道的,我来自印度。以及发明,首先,嫌疑人区别发明和创新,发明只是寻找一些可以是如何工作的。创新是如何将它们使用和货币化或另一种形式。所以创新开始非常年轻的在我的生命中,因为当我们发现如何使你的工作,我们必须总是足智多谋限价这种材料。所以我去科学的例子,因为我不想给一些个人的例子。在街道上,很务实。在实验室科学,我…在印度。在中国,我花了一些时间在我的硕士学位。这个实验室没有专用品种,但我们有一些,你知道,最多我们实验进行。我并没有训练。 So I came up with some contraptions that would work and get things done. And in this process, it was more of the creativity. And in fact, the story I told myself, then you can do it this way because somebody did a similar kind of a contraption to make something else work. That’s what actually brought this. And that would be my first example that I made a very sophisticated scientific experiment that would have required a very complex set of very expensive setup. I was able to make it work with a really cheap set of regular arcs and blast pieces available in the lab, glass tubes and stuff, and made it work and created something very interesting in making nano clusters made out of platinum.

凯蒂(00:02:01)哇,难以置信。所以你看到类似的事情发生,你说这是在隔壁工业和你的建模解决方案吗?

湿婆[00:02:11]对,没错。这真的不是一个相邻的产业;它是陶瓷。基本上,如果你想想如何设置非常高水淹地区混凝土。他们创建一个干燥的区域,一个干区通过使用任何可用的在这一领域,najin结构。这是他们做的。所以他们能够保持水分暂时一段时间当他们把混凝土倒下来,让它凝固。同样我想知道如果我要把两个试剂通过惰性环境而不是等待这真的不是东西。他们为什么不能简单地与氩的气球,然后填充管和把它在一起,允许氩流动和混合,使反应的工作吗?,显然这是一个非常常见的事情,有机化学家。 But at the time, I was not trained in organic chemistry in the lab. So it was funny that when I showed that to my friends in organic chemistry, they said they were doing it all the time.

凯蒂[00:03:09]当然,当然。然而,打破惯性思维而使用一些创造力帮助你重塑它的目的,你在看。

湿婆绝对的。

凯蒂所以把你带到欧莱雅吗?

创新者和时间经验

湿婆(00:03:22),这是一个非常复杂的故事,所以我不会进入它。我是一个流动的生活的人。基本上,只要有机会,我在一个非常独特的方式测量时间。这是我个人的时间哲学。时间不是衡量使用日历和时钟。时间是——这是一组你获得经验和你创造的价值在一个给定的空间。例如,在10年内你可以叫十年作为时间的测量。然后有人会在一年内取得了很多事情通常会被别人可能只在20年。这里是什么时间?所以对我来说,时间不是规律的意义。 I think time is simply the experience you can track. So how I measure my success in every professional journey: I look at what is my experience and what is the value I am creating and the time when I realize that my value creation has reached my potential, that I don’t think I would do any more disruptive shifts. I would only do incremental shifts. I tried to look for the next adventure, or more often than not, the next adventure comes towards me. So, that’s how I was. It’s like the teacher coming to visit you when you already have a student, right? The right teacher shows up when the student is ready. So I was in Cincinnati. I didn’t know even Proctor and Gamble was there in Cincinnati. People would not believe me if I say that, but it is the truth. I’m not from Ohio. I am from India. So I don’t know the geography or the, who are the big players in which city in Ohio. So then I ended up in Cincinnati. I didn’t even have a clue Proctor and Gamble was there. So I ended up looking for a post-doc. And then as life would take me, I went from that and did a post-doc in Ohio State, then came back to Proctor again. And Proctor, I worked there for a couple of years, learned a lot. Amazing learning ground. Then Proctor gave me the opportunity to relocate to Singapore and build something in Singapore. Learn a lot and deliver some business and gain more gains within the business. Then move to India again in Proctor and Gamble. Then luck would happen. I will not begin. Companies wanted to hire me for succession planning and I moved there and spent a couple of years. And since I also had moved off from the United States I wanted to come back and L’Oreal had an opening to come back and that’s how I came back to L’Oreal. So all along, it’s just the right opportunity and the right timing. Things automatically fell in place.

凯蒂(00:05:46)你认为世界各地的创新文化是不同的,因为你已经有了这样的洲际研究和开发经验?

创新者和工艺创新

湿婆[00:05:56]我认为首先,有两个基本系统,在我看来,全球的创新。一个是系统性创新。另一个我称之为印度,我将使用一个术语,印地语术语叫做小聪明。不,没有平等的英文单词,就是你可以听到他用英语可以调用。也许行话——本·富兰克林是最好的医生。“让它工作。“没关系。“所以本·富兰克林,我会叫小聪明的支持者在西方世界。明显是你了。“所以只有两种类型的创新。 One is the “make it work” philosophy. The other one is a process. Innovation is a process. So if I look at every country in the world, each country automatically falls into their own definitions of innovation and they can be classified within these two segments. And it is, interestingly, very much tied to their food. So if you – if you eat the way in which people prepare food and eat food tells you whether they are a process driven culture or whether they are a jugaad driven culture. So, for example, it is a certain way. So the food, there is a certain way you eat it and they’re very picky about all of that, that’s naturally a process-centric culture. Easily you can classify Japan and certain aspects of China, certain parts of China, some European cultures, and they all fall into this very process-centricity. This is the way to hold the knife. This is the way to hold the fork. And that’s how you have to eat it. And that’s a – that is culture’s radical process domination is very vicious. And here comes in the United States. I think the United States is not the best country of jugaad. Hey, I don’t care about how you eat the pigs in Italy. We just go look and pick it up in our hands and eat it. So you just make it work. It was kind of a mindset. And this is broad to the trends in innovation. But the key difference for me is how do they come along together? The process innovation is important for you to scale up the business, scale up the value of the innovation and the messy part. A jugaad is required for the creativity. So whichever country has the messy part, the creativity is very high. For example, India. India is a – it’s a very naturally jugaad land because you have to make it work. There is always a shortage of resources in one form or the other. The population is big. It’s a wealthy nation. But just because of the population, the small. So you have to make it work within that. So the constraint puts you under a lot of pressure to make contraptions that work in a very quick and dirty way. And it makes it work. But when you scale it up, you need to then add a process. That is when you can control the quality and give you the correct output for innovation. So broadly speaking, the globe can be divided into two. Between jugaad and process. But for me, an amalgamation of the two together is what creates the biggest of innovations.

凯蒂[00:08:40]我可以看到。

凯蒂(00:08:41),你知道的,很多我们感兴趣的播客是讲故事和通信创新和如何——讲故事可以帮助加快改革的步伐。所以你认为不同的叙事技巧,是著名的文化时面向更多的过程及其创新模式与小聪明?

如何讲故事转换创新者

湿婆[00:09:06]绝对可能。让我从故事的关键。讲故事最重要的部分是你告诉自己的故事。每天早上,你喜欢与否,你实际上对自己讲故事,大多是下意识的,因为我们的习惯对自己讲一个故事。“我高和棕色。我——我知道。我瘦,我重,灵活。我不…”你对自己说,所有这些都是故事开始在童年很年轻,我相信,因为我的祖母给我看天空,说,“嘿,这是星座。“真的,星座是不存在的。这是一个故事,她只是连接一组随机的标志和显示,它看起来像一个大勺子。所以你叫他七星,所以——所以你为自己创建一个故事。

凯蒂嗯嗯。

湿婆然后如果我,如果我真的把这些经验在计算机和存储这些经验经验,没有故事,那么它就不是人类。所以我们必须让那些聚在一起的经历。然后是马赛克的形式一个图像和图像是你带着自己的故事。小时候,我们都成年人和老年人各种故事和记忆。一半是谎言,顺便说下,大部分的故事都是谎言,这意味着它不是——它们非常无害的谎言并不是任何形式的恶意。但这些都是以后的生活。和Daniel Goleman尽职尽责地调用这——这是至关重要的——简单的真理,对吧?你必须告诉自己这些照片。那么你来创新,让同样的事情。当你把四个或五个数据点在你的面前,你联系他们以某种方式告诉这个故事。 You can put – take the same set of data points and tell three or four different types of stories and which story you’ll say and which story you act upon – telling is one thing. Then you follow with an action on the story. That is what will determine how successful you are for your innovation model.

湿婆[00:10:59]和回到小聪明的流程、创新的过程。的故事是非常不同的。总是寻找失效模式的过程。小聪明的总是寻找乐观。这是一个非常基本的区别。这个过程有防止失败,它的存在使其有效。只是另一种形式的说我不会失败在失去我的时间。我不会失败失去质量。这就是过程。这是一个失败的预防机制。

凯蒂[00:11:29]这是一个好点,。为了降低风险,对吧?

湿婆[00:11:33]是的,没错。这缓解——是整个过程的想法。让我们等待扩展,您需要这个过程。然而,如果你认为小聪明的,这都是幻想。你的方式我不想入非非。当我看着混凝土流入小简约缸远离水,设置一个特定的柱或梁内部,里面一点土地。我只是想象,哦,这就意味着,我甚至不认为水和空气是否会以同样的方式,如果氧气和水是相同的大小——我的意思是,他们的差异或变化。我不在乎所有的物理和化学,因为这是一个信仰的飞跃和想象力。方式,如果这是一个可以应用在建筑,他们为什么不能把它变成一个玻璃,信仰的飞跃呢?更多关于一个风扇,几乎是神奇的乐观。 And that is what is the story that you’ve got to focus on when you are looking at creative aspects of animation.

凯蒂[00:12:32]所以真正利用能够表达的创意,未来,机会主义的故事情节,以及考虑避免风险和对真正创建一个叙事,过程和可行性。真的,平衡这两个故事是一个创新的关键。

湿婆00:12:54绝对。和它是如此有趣,我周游世界和工作有这么多文化——超过65个国家。现在与我一起工作的科学家们在我的职业生涯中,我可以告诉,这是迷人的。他们来自哪里并不重要。人们会自动被吸引到一个或其他的风格。的人通常是非常奇妙的和创造性的一边是那些努力扩大和很好的人普遍扩大,那些努力幻想有很少人——好吧,我把他们称为怀有二心的人中间可以做一点。和这些人——实际上,集成商。他们是两个极端之间的桥梁,一个组织的成功取决于你有多少人在中间,以及有多少人你的四肢。你需要有一个好的平衡。

凯蒂(00:13:50)你有什么建议?我相信很多的利益相关者和在创新社区领导人和工程师正在听这个播客的将自己在这个故事。所以他们要么是下降的小聪明的创新方式和面向流程的一面。

创新者和机会

凯蒂好的。所以小聪明的一面,更多的未来和机会。我认为我们将在这个故事我们听。你有什么建议对于jugaad-oriented创新者,在帮助他们讲创新故事和思考创新,他们不这样做,他们可以利用他们的创造力。也请记住,现实需要的,他们的想法。

湿婆[00:14:41]的舞台上,你想让你的创新。例如,现在我管理非常提前上游审计活动的研究。我们很多在上游工作工作。在我的前一份工作,我是管理一个工厂,所以我是公司质量负责人。所以我不能在两个地方适用同样的原则。我不希望在一家工厂小聪明。我小聪明想最小化在工厂,因为我不希望临时措施。相反,做一个装置。是的,它可以作为一个应急措施。当有拉行停止,现在我可以暂时把一些磁带,让它正常工作。 That’s okay for a day. If I have a plan clearly to get the socket out and then do a low cost analysis and put the process in place to prevent those failures. However, when they come to very early phase experimentation, I cannot paralyze myself thinking about the process involving the scale-up and the efficiencies and the losses – that really paralyzed me. So every stage of innovation we need to look at the closest probability analysis. If you do this kind of jugaad, what are the risks and what’s the probability? Same way if you do this jugaad in the downstream process, in the scale upstair situation, what are the risks and what are the probability of the risks happening? And once you are very flexible, you’re agile, you have to be dexterous to go between the two extremes. So what I have tried to develop all my career, is try to be in the center and a – more like me to be reactive or responsive to whichever side the particular problem is and the question is. So I think having a very centrist mindset is really useful. That would be one of the key advice. And the second thing is to be very comfortable with – with changing – is changing your strategy from jugaad to process, because the problem belongs, as the maturity of the problem was and the mistake of the problem as it was. Sometimes the stakes of the problem is very high. Sometimes it is not. And that changes along the course of the problem solving. So key is flexibility and populate your team with two types of people: those that have the jugaad mindset and those who have the process mindset, and maintain the active tension between the two mindsets. It’s very important to keep the healthy tension between the two main points.

凯蒂如此多的意义。

凯蒂[00:17:06]我也在想,这是一种很有趣的比喻,我们看到在企业级的大公司努力创新,创业公司。我们可以把它们放在这两个阵营:创业体现小聪明的心态和企业组织体现了思维过程。所以你能说一点——你看到相同的平行的未来——我们作为区域,我们作为一个世界,都想利用,创造合作机会和风险。

湿婆[00:17:42]这是一个有趣的问题。我想你提出一个非常非常有趣的观察,发现:当你想从头开始构建,试图设置一个你没有得到一个投票:这个过程是什么?因为. .如果你的——你的名片会说你是首席执行官,但你也可能很好办公室的看门人如果你只有两到三人的公司。所以,这是一个——你只是使它工作。事实上,这种灵活性是支付你的账单,这就是允许你建立自己。然后你开始担心。但是是什么让你从这个起点两到三人的公司,让我们说,你使它成为一个300人的公司。你可以不再做清洁工的工作,因为你有更多的价值增加,除此之外。不是,这是不够做一个看门人的工作。 But – but it is just to say that like you can hire somebody and give them a job to do that and you can take care of it. So you are absolutely right, as the organization’s complexity evolves, specialization starts. It is actually nothing unusual. This is exactly what happened in the industrial revolution. Initially there were – a generalist and then specialization emerged and then the – the generalization came back once again. It’s a cycle between specialization and generalization. Even Einstein’s relativity theory. He first had the general theory of relativity before he had the special theory of relativity. And – but in reality, when he was able to establish the mathematical proof, he was not able to do it in the same order. He actually first had the special theory of relativity, because he was up late, what would be the particular photoelectric effect? Then he wanted to expand from that and then he built onto the other gravity modules and then he had the general theory of relativity. So the tour continues. You go from specialization to generalization. And what is interesting is the big corporation, which survives maximum shocks such as the Great Recession or the Great Depression of the 1930s. They are the ones which had a confined jugaad. So in other words, they somehow have codified the mindset of jugaad. The company itself will have a massive restructural process in place. But there will be some wildcards and take the company between the allowed back to zero. And if you take any company, even if you take the Good to Great analysis of Jim Collins’ book, you can see very clearly that certain of the companies that had this flexibility of both process and jugaad had a very significant advantage. My one, you know, with a lot of the legalities and the liabilities and all those generalization of policies, we have put ourselves way too much on the process train, especially in the Western world. While I’m not against this because they are bad for a safety reason, but more often than not, it’s a knee jerk reaction after a couple of safety incidents. There’s so many extra protections and stuff I put in place for every little thing and I ask myself, like, what happens? So you are so constrained that you can’t even try very little deviation from anything? And unless we really released those constraints and balanced the risk versus probability in a very smart way, I think our rate of innovation will start to stagnate and it will not really grow. And what is paradoxical to me is many of the developing countries which are trying to move into the forefront, they are also not able to come up with because they are on the other end of the spectrum. They completely lack any processes. So they believe that everything can be done by “on the go” kind of things. And that doesn’t work. So this is where we stand in smaller organizations. Yes, there is a lot of jugaad, but they need to start building in processes, not just thinking today about 200, 300 people. They may want to think about what happens when they have a 2,000 people workforce or what happens when their consumer base goes from mere 200,000 to two million or five million consumers or customers. And that is how the processes have to be in line, a way of improving. It’s a continuous implement, that is the key. It should be the continuous implement – implement of the process that jugaad should have some room to claim the smallest skill and venue and deploying it in the larger scheme. That is less of a jugaad, not zero, and more of process.

凯蒂[00:21:58]在欧莱雅品牌部门,你如何平衡呢?你知道,你能告诉我们一些什么计划或项目,你正在努力和方法——用一个阶段门过程在你的创新团队?

湿婆[00:22:13]我可以跟欧莱雅精神。欧莱雅实际上是一个真正的公司在某种程度上平衡的小聪明和过程相当好。可能回到开国元勋,他自己是一个化学家,尤金舒尔勒,他不知怎么的,尽管他是一个化学家,他始终保持自己的实验室。尽管他成了一家公司的首席执行官,成为80年,900亿美元,欧元,或法兰克人,在那些日子里在1940年代,他已经有了,——他仍然在练习的时候,花时间在实验室里。他以前经常来实验室。在实验室,他保持着小聪明的心态。当他跑业务,他在这个过程中心态。所以我认为这是在公司的DNA一些几百和十年前成立以来,今天很高兴站。我认为这是在该公司仍然非常。但我肯定会说,小聪明的有一点上风的某些部分的公司比其他地区的公司。我们不断努力,找到一个平衡。我们不叫它此等只是我使用这个词,因为我来自印度,我非常喜欢。 And I wish I would make it more popular because there is no other equal employed in any other language for it, to my knowledge. And I think in my case of advanced research, our goal is to find materials of the future – like five years, 10 years into the future, hold the material, integrate with your electronic systems into your digital environment. How will they do? Very responsive to your environment to be smart of those kinds of material. So here when we want to test this material, we cannot wait to test it in the process because the process involves humans. You have to go through safety clearances and a whole lot of things. So we – and we we are really strict about not doing animal testing at all. So how do we come up with our creative solutions? So, first then, before we started listing a lot and testing them in the– in the real process, which we have to test them before launching a product. So that is where a lot of jugaad comes in handy. We are able to practice it with some surrogates, put some very interesting tricks and in the trade to really test them at a cheaper price. How do we fast failure? We do failure very fast. And you get the maximum learning from a single failed experiment. How do we design that experiment? That is where the jugaad mindset helps us a lot.

凯蒂00:24:41绝对。我同意你的看法。这个词很有用,我爱,你借了它从一个文化和你想放大它的存在。我认为你应该写一本关于这个特定的术语。

湿婆(00:24:53)有一本书了。

湿婆(00:24:55)已经有一本书由牛津大学教授InnerCity小聪明已经写了一本书叫创新。

湿婆[00:25:00]但我打算写一本关于这个话题的书,因为从印度的目的不是没有下降,因为他们有一些误解这个词,这是怎么练?但也许有一天当我有时间的时候,我应该坐下来写;你是对的。

利用故事与创新者和创新团队

凯蒂(00:25:18)告诉我们,你知道,未来的建筑材料。你如何利用讲故事在你的创新团队?你觉得故事有助于利用小聪明和心态呢?

湿婆[00:25:35]我可能认为这是所有的故事。这不仅仅是讲故事。这是所有的故事。为什么?因为——我们如何如何做这个工作,我们需要世界各地的各种教授的出版物。我们去专利,你知道,这是五年前,可用的数据,美国授予大约14或一千五百万项专利,这是一个疯狂的专利数量。所以没有任何人可以逻辑意义的专利。唯一你要做的,你可以说,“嘿,这是什么特定的公司申请这项专利在这时间吗?也许他们正试图推出一个产品,没有我们的知识。“我们只是告诉这个故事。我只是最终杀死一个故事,这是一个产品的构思,消费者是有好处的,有一个市场。 That’s why this company has invested so much money to make some eight or nine patents.

湿婆(00:26:26)当我们看信息和连接在一起,它的故事帮助我们是有意义的。这是帮助我们的故事;我们假设。我们不称之为故事,我们称之为假设。假设,这只不过是个阴谋。是的,他们的故事。所以你是谁,你测试是否情节是真实的。所以在每一个阶段,它不是你的知识会拯救你。知识是历史。知识是通过。 Knowledge is all about what we already knew about. And what allows us to further knowledge, it’s actually imagination. And without stories, you cannot have room for imagination. So I tell my two teams very often, I am very careful about my words when I talk with them. I ask them, “what do you think about this idea?” Next I ask them, “what do you feel you could do with this idea?” So there is a very big difference between the two; when I’m talking signs and crosses, that is thinking, and when I’m talking imagination and storytelling, that is feeling. So, it’s little that I have never seen someone make a breakthrough. So in fact, when I interview candidates, I look for one key trait: how are they able to put their technical knowledge into a story? And it’s very important.

湿婆[00:27:42]如果他们不能这样做在一个非常一致的方式和逻辑之间不能来回和故事,我认为他们不够充分掌握了他们的技术。

凯蒂[00:27:54]我想听到的,我认为,一些例子——或者,我知道你可能不能分享特定的,你知道的,项目或原型或概念,但你能分享一个时刻有人在你的团队在他们之间的数据流的能力和证据和他们交流的方式吗?

湿婆[00:28:16]有一个事件,我们做了一个产品,我们做了一个原型,和辩论这个原型,它可能不够稳定的某种形式的包。所以常规工程心态会说,嘿,这五个,六个不同的包,将使设计的实验中,创建一个矩阵的限制和组合和把他们,把他们扔到人,模具,并经常进行检查。这是一个非常宽容的心态,需要像60或70实验要做。然而,但有一个团队成员提出了一个非常有趣的故事说,嘿,我已经见过,特定种类的包装常用的材料,在这种化学。我想象有一个充分的理由为什么他们这样做。所以也许这类材料兼容,这是不兼容。所以为什么我们不做一个二进制测试两者之间?好,我们从70年实验设计两个或三个实验。

凯蒂哇。

湿婆这个信仰的飞跃是非常强大的。是的。如果他们失败了,那又怎样?他们只是失去了一天。这是至少。但他们至少给自己一张彩票,那么大。如果他们赢了,他们赢得了大奖。

凯蒂00:29:32没错。是的。是的。所以是借款能力一个洞察力从另一个,另一个产品或包装设计,并应用,思考这个特殊的挑战,和有一个精益思维同时说,你知道,60或70实验——是太多了。我们还能做什么?

谦卑和创新

湿婆[00:29:57]是的,这是一种谦卑,对吧?因为它不相信我知道它开始。我可以设计它。我有一个博士学位。这并不是说。相反,很多人做。他们是如何看待它?这是一个杂货店。如何这个特殊的纸上包芯片公司工作吗?啊,它的芯片。 You know, it is sold for a dollar. Come on, you know, that’s not how you look at it. Same way you travel in Thailand and you see how they made a package instantly out of palm leaf, or some other leaf, and wrapped some momos or something for you to eat. You know, that’s – that’s a great observation. If you are a very good, curious scientist, you observe these little things in various places and see how you can play some role. It’s more like, you know, I’m a mechanic and a car mechanic. A good car mechanic will constantly update the tool box. But he or she will not care about who’s going to bring what car to the store. They will just keep updating the tool box. And when the car comes, they just do a permutation, combination and two experiments and guesses. They will use the tool and try to solve the problem.

精益[00:31:05]类似的问题——保持倾斜到这种思路。你有什么建议对创新领袖,他们试图确定团队候选人必须能够将技术信息转化为明确的或引人入胜的故事情节吗?

多样性在创新者

(00:31:26)我明白了。某种程度上,现代招聘流程已经开始无意识地对自己招聘的人相似的文化和社会经济背景。所以,放行大大学。如果我们开始筛选这个人,你知道,嘿,这个人是来自常春藤联盟,所以它必须好。这就是起点。我认为我们需要把这个模型扔进垃圾,首先,因为我们需要开始从一个非常全面的观点看候选人和非常舒适的比你截然不同的人。这是如此重要。和多样性对于我来说,这不仅仅是在性别或种族或肤色或国籍。我认为这是思考的思维过程的多样性,多样性的问题。所以寻找不同的人在思考。 And it is very, very uncomfortable to accept the diversity of thinking because most often than not, it is not race which divides people, it is diversity of thinking. People are very uncomfortable with people who think differently –

凯蒂是的。

湿婆——和创新当人们开始思考非常相似。

凯蒂是的!

湿婆均匀的思维是创新的敌人。这就是为什么当我看简历,我只是告诉他们,嘿,甚至不谈论你的学校,这是多么伟大的背景你来自,你的血统。所有这些都是完全无用的信息。和招聘组,所以招聘经理,应该非常关注这种偏见。我们所有人有偏见,我们必须非常警惕这种偏见的社会经济地位。这是非常悲哀的和有趣的。人们从一个特定的言谈举止说,我吃晚饭,我们说这个人是一个非常,非常低的社会经济背景和不知道一组特定的餐桌礼仪。这将对候选人。不幸的是,在一个无意识的方式。我们需要小心远离偏见。

凯蒂[00:33:28]我认为现在比以往任何时候都多,在2020年,至少尤其是在美国,拥抱并试图理解人们的不同观点或许现在比以往任何时候都更重要。

湿婆绝对的。

凯蒂[00:33:41],它适用于创新。

凯蒂[00:33:43]当然,它适用于任何类型的改变或方式,我们能够作为一个社会的进步。所以我感谢这个建议。这是一个伟大的观点分享。

湿婆谢谢你！

凯蒂湿婆,你知道,从创新的角度来看,你有什么其他建议你想分享他们如何可以授权告诉有效创新的故事吗?

利用创新创造力和谦卑

湿婆[00:34:11]我的第一件事是:承认这个故事并不意味着科学完美的。也承认,有某些元素nonfactual内容的故事。他们中的大多数陷入困境时停止使用讲故事,尤其是在创新和科学,因为他们不给这个免责声明。这是非常重要的。为什么这个免责声明是重要的并不是任何法律原因或任何专业的原因。首先,这是为我们自己,因为我们释放自己从约束我们自己是什么故事我能看到是什么圣杯假设我要休息。因为没有打破圣杯假设你永远不可能有创新。首先,允许自己这是十分重要的。第二,保持非常好奇和谦逊。和谦卑。 I don’t mean to say that “talk less” say that “I am meek,” “I am weak,” or using “we” in the place of “I;” that is not humility. Humility is willingness to be corrected by anybody and willingness to learn from anybody. And that is very important. And staying curious, you can – you can learn and pick up ideas from anywhere around you, anywhere in your vacation, in mine, in the farmer’s market, in their village in China. In some parts of Thailand, you can pick it up from anywhere and challenge – travel alone to visit different cultures in time with them and then look at it. Don’t go and tell me something nonsensical in Asia. Oh, I found a McDonald’s. I really found the real food. Hey, come on. You know, that’s not the way you express your humility in the first place, you know?

凯蒂这是正确的。

湿婆(00:35:55)——这是一项基本的傲慢。所以需要关闭,如果你想成为一个好的创新者。所以我认为这些有用的指南。我不认为任何人都丑,因为我——因为这不是伟大的傲慢。所以我不想听。它只是一个思维过程,它只是一个框架。

凯蒂00:36:14没错。是的,当然。这是——这是很好的建议关于谦卑的事实未必是不发言或不添加你的声音,但它是愿意采取纠正或采取反馈和往心里去真正理解和价值别人的意见和观点。

湿婆嗯嗯。

凯蒂湿婆,我很感激有这次谈话与你的播客。是令人难以置信的小聪明,了解这些不同的心态可以帮助我们真正理解我们的倾向是创新者和我们如何storytell放大这些倾向或试图在他们工作的人可能有不同的方法和对创新思维。感谢你的播客。

湿婆你是受欢迎的。

你可以听更多的数不清的创新播客的故事。

*面试是不支持个人或企业。