Honor your creativity, don't drown in it

I can say from experience what it is like to be an entrepreneurially minded person: I'm in one of those moments now -- they happen every few weeks; at times every few days: I look around and realize I'm excited to be pursuing about ten ideas when all I can handle is one, at most three. I surf from one exciting possiblity to the next idea that is too fascinating and too good to put down.

Before I know it I am lost in a cloud of more and more ideas, moving and an ever faster pace, swirling around with no center. I am stuck.

Entrepreneurs, a wise person once told me, can either move mountains or burn out in despair. I do have a technique for getting out of this, if I remember to use it. You can use it too.

Buy a notebook and label it "good ideas." Use it as a place to note ideas as they come along: honor them. Write a few lines so you are sure you remember what's there. And then take the ones that have traction and leave the rest behind. You will not have lost them. They'll be there in a year or five when their time has come.

How to Break Free of Group Think: Challenge the Crowd

Why is it that we pay so little attention to the impact of psychology in our policy discussions, when it is psychology -- in this case, of the policy makers, experts and pundits themselves -- that so often leads our smartest and most talented people to achieve less than they should?

I'm happy to see that some pundits are coming around, and that we are beginning to see a conversation about the human thoughts and feelings that shape the pronouncements of experts -- with sometimes dire consequences.

Yale economist Robert Shiller recalls Irving Janis' classic book "Group Think" in his insightful article in yesterday's New York Times Business section as a way of explaining why more economists did not foresee the financial crisis. http://www.nytimes.com/2008/11/02/business/02view.html

The idea is that often experts fear that "if they deviate too far from the consensus, they will not be given a serious role. They self-censor personal doubts about the emerging group consensus if they cannot express these doubts in a formal way that conforms with appraent assumptions held by the group."

Schiller goes even further though in his analysis of what keeps economists in particular from believing warnings about bubbles. He points to another social-psychological phenomenon -- that economists do not have the tool kit to understand psychology by virtue of their training, even if in casual conversation they regularly speak about the kind of mass psychology that can lead to speculative behavior. They prefer to focus the discussion to things they understand well.

Furthermore, those who are drawn to the study of economics, with its technical and mathematical character, tend not to be attuned to psychological nuances -- particularly those that may lead to massive errors in judgement.

This is why the new field of behavioral economics, that has so influenced Shiller's own work, continues to be marginalized by the field of economics, even as those titles move to the top of best sellers lists.

Until we focus on the humans behind the ideas, and shift the culture of the social sciences, we'll be stuck with experts who cannot lead.

How can you build your tool kit to become a thought leader?
1) Learn to recognize your assumptions: do a self assessment (design this)
2) what do you really care about: what is your vision for your personal impact?
3) When was the last time you said: "that can't happen" and been wrong?
4) Have you been willing to take outliers in your field seriously? Identify those people in your circle who challenge conventional wisdom and take them to lunch.