It's undeniable that your approach to productiveness largely determines your originative output and problem solving. The way you arrange projects, prioritize and manage your energy is arguably more crucial than the quality of the issues you wish to solve.
First Things First
On a planet preoccupied with innovation, it's simple to fall in love with ideas. The creativeness quotient is the beloved of the adventurous brain. For a few of us, creativity is inebriating. Our society has gone so far as to split its members into 2 camps, the “left hemisphere individuals” and the “right hemisphere individuals,” under an extremist (and arguably false) assumption that both parts of the mind can't coexist effectively—that brainy creative individuals are inherently unable to act as organizers and leadership. But they may. And when originative and organizational inclinations are able to coexist, society is thrust ahead as remarkable ideas and solutions are realized. The true issue is less about how society sees creative individuals and more about how originative individuals view themselves.
The truth is that creative surroundings—and the originative psyche itself—are not contributory to the organization. We get impatient with procedures, limitations, and process.
All the same, organization is the directional force of productivity: if you wish to make an idea occur or solve a problem, you have to have a process for making it so.
Part of the creative brains rebellion is understandable, as there's no one best procedure for developing ideas and then making them occur. The process generally has a foul reputation. When a process is inflicted on you externally, it may weigh you down and decrease your energy. The process is a profoundly personal matter of taste and habit, particularly for creative individuals.
Your process works better for you when it's custom-made to your own personal tastes. Admired creative leaders and problem solvers share a basic approach to organization and handling projects.
Organization is altogether about applying order to the numerous elements of a task. There are constructs you hope to retain, resources you wish to use, and then the elements of the task itself—things that need to get done and other things that need to be touched on. There are likewise outside factors like deadlines, budgets, and additional constraints. All of these elements blend (or collide) as you seek to create, formulate, and carry out ideas.
These factors exist in any originative task, but we don’t always recognize them. Frequently we try to work around them (or disregard them). Naturally, doing so diminishes the odds that our ideas will ever occur. The most crucial, and most often ignored, the organizational factor is structure. Structure helps us accomplish a real outcome from our ideas. Structure and organization are worthy of discussion as they supply a competitive benefit. Only with an organization may we seize the advantages from bursts of creativity. If you formulate the capacity to organize yourself and those around you, you are able to beat the odds and overcome impossible obstacles.