Creativity ( Cloned )

We all have talents and aptitudes from an early age.

Creativity gives meaning and unfolds as an inherent language we trust.

Our internal state influences our external actions, abilities, capacity and responses. By focusing on disciplined efforts, we enhance our creativity and capabilities. Personal growth is like building a structure brick by brick, leading to meaningful accomplishments over time. Learning from others is valuable, but not mimicking their skills or virtuosity; rather, finding fulfillment in our own unique journey and enjoyment of creativity.

We need both creativity and the technical. An accountant is critical to financial outcomes. An architect is critical to building and form.

Boredom is a sign of restriction as there should be plenty to explore and develop in those areas of our interests. That restriction is internal – e.g. fear instead of confidence.

I had genuine struggle and frustration developing musical understanding and expression at a young age. I was behind the eight ball by not commencing studies as early as three to five years of age, and a family environment not supporting confidence and good function. Today I am not restricted with musical technique and expression but there are expected limitations.

For example, I can hear students play Brahms and see where they are not communicating good expression, as they do not know how to. This sense becomes intrinsic as we develop. But why did I change? Why do I have expression today that makes more sense than many public performers. It comes back to what happens to you during your life, what discipline you develop, what pain you go through. For instance if you know that Chopin knew he was dying when he wrote Prelude #4, you cannot play anything approaching a reasonable rendition of the expression if you do not know a battle with life or death. So what people try to do is to imagine some emotion or thought, trying to change their posture and facial expressions as if they know, but it does not, and cannot work.

Further, if we have developed more insight into relationships and bigger pictures, we can see the phrases Brahms wrote more clearly. Without that, people play from one phrase to the next quite mechanically.

Another aspect is that as we develop business principles, we know things like ownership, what can or cannot work, self-motivation, responsibility, leadership, how to study without someone telling us and so on. It becomes more natural to know how to practice music as a result. It is not possible under these types of conditions to become bored.

Even so, we need good mentors. I had no good teaching at University. I just didn’t. The only teaching that has benefited me is from some concert performers showing what they do on YouTube because the COVID lockdowns opened up a new way to communicate while performers were stuck at home frustrated.

One final aspect of personal development is via life’s crises and whatever that brings. We do not like this, but it does give us deeper grooves that can highly impact musical expression and technical development.

These sorts of things as mentioned have implications to all of our activities. We really do not need time sheets for anything, except as a record for monetary payments, even if that is actually required. Often time sheets are a dehumansing method that don’t work.

Dysfunctional development complicates how people work day-to-day. We may observe chronic behaviour in varied forms and to different extents. It is problematic. When people are then placed onto positions of authority it worsens outcomes. I have seen various companies employ certain “types” of ex-military that fit in with what the company wants to accomplish. Well, they pay for resultant bad outcomes. What you sow is what you reap.

Those who do develop see the difference to those who think they have developed. This applies to any field of endeavour. We know of many folks who think they have good music performance skills, who are tragically terrible. There is no point striving to be who we are not or who we cannot be, as there is never peace or satisfaction. If we want to be amateur or hobbyist level, that is good, but we need to recognise where we are and like to be.

We can enjoy knowing our limits, as there is no competition at the end of the day, only self-perceived competition and jealousy of how good others are. We must remove these problematic aspects from our lives in order to truly develop. The other alternative is where self-delusion is so strong that some people really do believe they are good with their music, when there is no evidence to support that view over a prolonged period of time. Validation in our skill sets is important. If someone is naturally disposed to an area of skill or creativity, and it is badly hampered, an individual may examine their life for the purpose of change. There is no solution to becoming virtuoso, so we must aim for what we can do, and that gives value to others at the end of the day. Self-delusion is sad to see. If our talents are validated, then we have the right to continue developing those skills.

Over 25 years experience in IT with ASX listed and International companies.

I was an in-country specialist & Solutions Design Architect in the field of business communications, enjoying access to a wide range of Enterprise resources and people.

SDA – Solutions Design and Architecture – encourages you and those around you within the context of initiative, talent and aptitude, to facilitate the creative and technical design of low-risk delivery IT projects, including all kinds of projects such as financials, payment systems, email, web design, photography and more. This approach is based on IT best practices and business principles as known by industry professionals across the board.

If we see definitive behavioural problems, people use controls like enforcement, anger, conditional approval, or as worse case, bullying or threat to conduct their projects. We will see a wide spectrum of these behaviours in the work force.

For over 25 years I learnt the value and reliability of not working on the basis of bad behaviours, instead all my projects being enjoyable and successful with constructs such as transparency and respect – not one failure.

solutions = people ≠ brochures

There are no IT “metrics” for “added value” or what we do behind the scenes.

Each of my projects were conducted with transparency with no project failures in my entire career. How is this possible?

Fear of failure and non-transparency is not a healthy and supposed “conservative” position, but inability to move forward, with loss of opportunity and reward to oneself and others. Failure has a broader definition at times than the obvious.

Planned risk and an inherent energy yields higher success rates with the right skills and people around us. Solutions help us see, providing incentive for change. Of course, not everyone wants change. On the other hand, some changes are bad, showing a lack of solution awareness. A solution is not just a technical achievement. Imagine a team leader saying, how do we better the experience of clients for both themselves and our revenue? I have always seen possible solutions. However, some people come up with demands, telling people what their “solutions” will be, irrespective of the outcomes. We can take any IT and people problems, and come up with inventive, surprising solutions. We always can. The good solutions will save money. In the lack of that trust and experience, people come up with bad solutions. The bad solutions will cost more money, even anger. We see this all the time.

Actual failure is usually the absence of the right conditions for solutions design. This means people do not know how to make decisions, take ownership, use intuition, or support mentoring. Good IT people will be noticed in the long-run by colleagues and clients, having a much sort after commodity called “added value”.

Some are unsettled at others’ success or as opportunity arises.

Common sense, research, intelligence and good practice enables project solutions. At times a solution is necessary but limited by current technology. Seemingly pleasant, regarded people may threaten or attempt to block our work without offering a viable alternative, even insisting our project will fail. Managers under panic or pressure may be unable to make calm, rational mission critical decisions when we know our solution will succeed.

“It won’t work! It cannot work!” [Senior mainframe engineer for an aircraft maintenance project.]
“I will stop your work if it is not finished in seven days!” [Translation of legacy data on a multi-million dollar project.]
“I won’t co-operate with you because no one else can do my job.” [Project for an ASX listed financial company.]
“I won’t let anyone else help you. Do it all yourself.” [Major proposal for all Australian residents.]

Substantiated solutions with behind the scenes support from specialists, developers, labs, technical papers, proof of concept and testing, commitments to delivery with associated financials, all of which follow industry best practice, ensure positive outcomes

These successes climb above any negative background noise as demonstrated in the above examples.

Usually unsubstantiated fall-backs have major faults or are technically non-viable. We are confronted by these kinds of behaviours, but we know the backbone of our experience and knowledge because other people we work with along the way are true. Good solutions do not second guess or leave a void from unknown or untested alternatives.