Everything here is related to #kindinnovation.
Innovation is tough because it demands you to change.
Change creates frictions and asks you efforts.
Kindness is a choice, a good one,
it eases change and facilitate innovation.
Innovation Consultant, with a background in
Materials Engineering, R&D, Design Thinking, Sustainability and passionate about people and building teams for innovation.
A Kind Innovator who helps companies and teams to develop strategy and innovation in the right time and on budget, making connections “out of the ordinary” and thinking about the “never done before”.
A “π shape” design mindset it's important to "nudge the change" by using strategic thinking, creativity and research skills with a clear and good purpose for new business development and execution.
THE KIND NETWORK, one of a kind.
We are kind humans, curious thinkers, smart solvers who connect dots in new ways with the aim to ideate, prototype and produce relevant and unexpected projects.
People in the network have three relevant traits in common:
- they care
- they think wide open
- they do smart
In a few words: a kind innovator working with your team, on demand. The goal is to nudge change in thinking, attitude, behaviours.
Choose the best option that fits with your team: half an hour, one hour, two hours, half a day, one day, more days for discussion, debate or workshop about Kind Innovation.
Sharing for inspiring is the goal.
These are the projects strictly related with Innovation by using Materials and Design skills and knowledge developed in more than 18 years of professional experience. Innovative problem solving is the goal
Sustanaibility projects are complex and need deep change; that's why starting with a kind and broad "warmup" helps to develop a meaningful project. The goal here is to better understand what "sustainability" means by think systemic and deeply within each different project.
These two are the most relevant activities to solve Innovation challenges; unfortunately they are time-consuming and often companies could not find the time to design such kind of activities. The goal here is to give the right support when needed.
Putting people in contact is easier than creating an effective collaboration. The goal is making the match, transforming what is commonly considered a simple suggestion in a meaningful connection.
Companies and people ask also to write something about them. The goal here is to discover and comunicate their kind soul.
by SUSAN CAIN
"16. “In a gentle way, you can shake the world.” – Gandhi
15. Love is essential, gregariousness is optional.
13. The universal longing for heaven is not about immortality so much as the wish for a world in which everyone is always kind.
12. “Quiet leadership” is not an oxymoron.
3. Solitude is a catalyst for innovation.
2. Our culture rightly admires risk-takers, but we need our “heed-takers” more than ever.
1. There’s a word for “people who are in their heads too much”: thinkers."
WHAT TO DO WHEN IT'S YOUR TURN
by SETH GODIN
It's not here, and it wouldn't do you any good if it were.
given a turn.
Will you take it?
Ifyou're thirsty enough,
the world is ready for you,
more than ever before
NON VIOLENT COMUNICATION
by MARSHAL B. ROSENBERG
Dealing conflict with a positive attitude
"The four components of NVC
CONGRATULATIONS, BY THE WAY
by GEORGE SAUNDERS
"Who, in your life, do you remeber most fondly, with the most undeniable feelings of warmth?
Those who were kindest to you, I bet.
It's a little facile, maybe, and certainly hard to implement, but I'd say, as a goal in life, you could do worse than: Try to be kinder."
THERE IS NO PLANET B
by MIKE BERNERS-LEE
“A country’s GDP might well go up if the level of spontaneous #kindness were to go down.
You could increase GDP by creating a world in which no-one does anything for free and out of kindness.”
by DAVID EPSTEIN
"our research shows that a domain-based solution is often inferior ... Big innovation most often happens when an outsider who may be far away from the surface of the problem reframes the problem in a way that unlocks the solutions."
by SIMON SINEK
"Where a finite-minded player makes products they think they can sell to people, the infinite-minded player makes product that people want to buy. The former is primarily focused on how the sale of those products benefits the company; the latter is primarily focused on how the products benefit those who buy them."
THE LEADERSHIP LAB
by CHRIS LEWIS and PIPPA MALMGREN
"Size is too often taken as an indicator of success, when, in reality, it could be seen as an indicator of poor service, lack of control and zero imagination."
"The more specialized we are, the more atomized we become. We do not hear and we do not see beyond our narrow view. It's difficult to see the horizon when you're buried in data."
by RICHARD H. THALER and CASS R. SUNSTEIN
“Schiphol Airport in Amsterdam. There the authorities have etched the image of a black housefly into each urinal. It seems that men usually do not pay much attention to where they aim, which can create a bit of a mess, but if they see a target, attention and therefore accuracy are much increased.”
THE LAWS OF SIMPLICITY
by JOHN MAEDA
"Technology has made our lives more full, yet at the same time we've become uncomfortably "full."
Law 7 - EMOTION
More emotion are better than less
Law 9 - FAILURE
Some things can never be made simple."
by STEVEN D' SOUZA and DIANA RENNER
"What good about not knowing things?"
"I don't see any benefit on ignorance"
I" prefer know people than not know them"
"Not knowing means I am vulnerable, I can cheeted on if I am naive"
"Why would I want to look illiterate, a buffoon in front of others?"
"I'm lost enough as it is, why would I want to get more lost?"
"Paradoxically, Not Knowing often leads to learn a new knowledge. Just as in Nature and Biology, Not Knowing can lead to growth that is unseen, like the embryo in the womb or the seed deep in the earth."
THE PSYCOLOGY OF FEAR IN ORGANIZATIONS
by SHEILA M KEEGAN
"This is not just an idealistic goal. It is a business necessity. Innovation, in particular, is a risky endeavour, especially for the individuals who are actively involved in it. To experiment, fail and persevere with no guarantee of success, individuals need to feel the confidence of trusting organisation to back them up.
As Sprenger put:"Creative work is fragile and uncertain: ideas have to be developed, proposed, tested and justified or abandoned. People engage in such a process only when they feel secure, in an atmosphere of trust, respect and goodwill. Trust makes it easier to cope with deviations from routines and rules, especially when innovations and experiments and in error or failure."
Sign up to our newsletter