Potentialising actualities
"Potentialising actualities" is not only the subtitle to this site, but it is the title of Dr Crumb's forthcoming book. And for very good reason.
As previously discussed, the core value of visualisation is central to the concept of strategic analysis leading to innovative thinking - and, correspondingly, the encouragement and development of innovation champions leading to an innovation-centric work culture.
It is certainly true that using Keyhole Methodology can accelerate this process. But underlying any methodology is the fundamental need for an over-arching mindset - one that is conducive to synergistic invigoration of both the individual and collective. This process is called "potentialising actualities". (Crumb: 2017)
Too often, actualities that might occur are neglected - and opportunities for innovation are accordingly allowed to wither or pass by, whether through pessimism, cognitive dissonance or simply unimaginative thinking. However, this much should be clear:
In other words, the vast majority of organisations lack any form of strategic plan whereby what one can visualise as an actuality can be turned into a potentiality.
Accordingly, there is an urgent need in workplaces for the commission of specific, outcome-focused, strategic development strategies concerning the facilitation of innovation. There is a corresponding need to roll-out these strategies over a suitable timeline, taking into account the A:R ratio.
Next: Synergising potentialities.
As previously discussed, the core value of visualisation is central to the concept of strategic analysis leading to innovative thinking - and, correspondingly, the encouragement and development of innovation champions leading to an innovation-centric work culture.
It is certainly true that using Keyhole Methodology can accelerate this process. But underlying any methodology is the fundamental need for an over-arching mindset - one that is conducive to synergistic invigoration of both the individual and collective. This process is called "potentialising actualities". (Crumb: 2017)
While the former should be self-evident, it is unfortunately very far from the case in most workplaces. Comprehensive statistical data shows that up to 87.93% of all organisations lack any or sufficient means by which actualities can be potentialised. (Crumb: 2017)In order to "activate" an actuality, it is necessary first to potentialise it.
In other words, the vast majority of organisations lack any form of strategic plan whereby what one can visualise as an actuality can be turned into a potentiality.
Accordingly, there is an urgent need in workplaces for the commission of specific, outcome-focused, strategic development strategies concerning the facilitation of innovation. There is a corresponding need to roll-out these strategies over a suitable timeline, taking into account the A:R ratio.
Next: Synergising potentialities.