In his book Black Swan, Taleb (2010) believes that the human mind is subject to many blind spots, illusions and biases and that: “The right strategy for inventors and entrepreneurs is to rely less on detailed plans and to focus as much as possible on creative thinking and recognizing opportunities when they arise. Excessive attention to what we know results in yet another similar weakness: we tend to learn the details instead of adopting general laws.” Resistance to change has long been cited as one of the key reasons why companies do not adapt to change on time. One of the approaches is exercise "How to destroy a company". Employees and stakeholders can be divided into groups to find the most effective ways to destroy a company. Lisa Bodell, founder and CEO of the company “Futurethink”, uses simple techniques to help organizations embrace change and increase their ability to innovate, such as Google, Novartis, and HBO: “The first time the HBO team performed this exercise, it created three tactics that a top competitor could use to destroy HBO. The American mining company regularly conducts this exercise in order to protect itself from both competitive and market forces.” Modern management has always existed for “best practices”. In trainings, managers use role models to encourage and direct change. New researches suggest a method better than the previous one. Scientists from the Kellogg School of Management in the USA conducted a series of experiments, and in one such experiment managers were gathered in small teams to create unusual creative purposes for a cardboard box. Before the brainstorming, half of the group was given the task to share the unpleasant stories from the past six months, and the other half was given the task to share the stories they are proud of. According to the results of the experiment, the teams that shared unpleasant stories generated 26 percent more ideas than the groups that shared proud stories.

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