nextWhen we run out of ideas, we escape to Glen Cove, Dolce
Tarrytown, the Windsor Hotel, or any other fine hotel anywhere in the world and
hold a retreat. Preferably in tranquil settings and relaxing environments with
bountiful food, so the discussion can flow freely and our minds can concentrate
on the subject matter. These retreats are meant to be the factories of
innovations and learning experiences.
Do they deliver? Why do many retreats merely conclude with recommending the
establishment of at least one new taskforce?
Personally, I am not surprised. Because I don’t get blockbusting ideas when
looking at manicured lawns and a picturesque countryside. I have no flashes of
inspiration over chocolate mousse and strawberries. When I look at a golf
course, I think of taking up golf, not of strategies for the advancement of
children’s rights. And I don’t generate bright ideas between endless PowerPoints
and shallow group work.
I produce better with a little bit of stress. Right on the job. Attempting to
beat a deadline. Trying to understand the cacophony in my inbox. Analyzing real
programme documents. Being out in the field. Looking at the real life. And, yes,
when getting worked up about the plight of children, the absence of social
justice, underlying ignorance, wilful exclusion, and complacency.
Nothing against some quiet time to do the homework, research at the desk, draft
the report or refine the proposal. Most of us have good ideas anyplace, anytime,
and even in the office. But as an organization we haven’t been particularly
inspirational, and we need to become better at scooping up these ideas and
letting them travel up and down the system in almost real time. Put us into Glen
Cove and most of it will never surface.
So how can we increase our organisational creativity and improve the generation
and sharing of knowledge? I don’t know. And if nobody else has any good idea, we
may have to appoint a taskforce and send it off to Glen Cove.
(20 August 2004)
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