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Cracking Creativity: The Secrets of Creative Genius by Michael Michalko

By Michael Michalko

During this trailblazing booklet, the world over well known enterprise creativity professional Michael Michalko exhibits how inventive humans think--and easy methods to placed their secrets and techniques to be just right for you. To create this e-book, Michalko researched and analyzed countless numbers of history's maximum thinkers--from Leonardo da Vinci to Pablo Picasso--and then introduced their suggestions into the trendy domestic and place of work. The follow-up to the preferred THINKERTOYS, which offered over 80,000 copies.

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With full-page ads and television spots announcing its intentions, the company pulled 31 million capsules from store Page 28 shelves and home medicine cabinets around the nation, redesigned the packaging, and within three months regained 95% of its precrisis market share. This feat was not accomplished without cost, but the cost of repurchasing a reputation that otherwise would have been severely tarnished would have been infinitely greater. From a business perspective, the result of the Tylenol crisis was that Johnson & Johnson demonstrated both its concern for its customers and its commitment to the corporation's ethical standards.

In the short space of a month, Martin Marietta alone hired 14 law firms and was litigating in 11 federal district courts, three federal courts of appeals, and three state courts, including the Supreme Court of Delaware. " The impasse was resolved by intensive negotiation. Allied Corporation, following discussions with Martin Marietta, agreed to step in and merge with Bendix and then swap some of the Martin Marietta stock that Bendix held for the Bendix stock that Martin Marietta held. In the end, Martin Marietta retained its independence.

You will seldom be disappointed. Managements thus lead highly precarious existences, but they can minimize their organization's exposure to risk by making clear to employees what behavior is expected of them. The challenge is to be clear in our own minds what we truly want from employees. We usually cannot seek revenue growth without also expecting increases in expenses; we cannot encourage risk taking and then be surprised if some of the risks result in greater exposure. In the preventive phase, an executive must try to minimize risks and to be certain that those that must be taken are commensurate with the returns expected.

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