Blogs

The most common challenge I hear from organizational stakeholders is that they need to be able to make the business case for the so-called soft strategies before they can get buy-in from their colleagues. The idea that strategies that engage the whole person are soft, while those that target operational aspects of organizational life are worthwhile, overlooks the very core of organizational success—the living, breathing people who must fulfill its mission each day.

One of the most powerful influencers of the available space for new ideas and perspectives are the people who are willing to be “foolish” when everyone else around them is overly stressed, serious, or attached to their own ideas. It is particularly apt to celebrate these fools today, a day where we play practical jokes, take ourselves a little less seriously, and loosen our grip on our well-honed “brand identities.”

My father, pictured here, was the earliest “April Fool” in my life. In my formative years, he was an architect by day, as well as a master of silliness and innovation.

One of the common misconception about play is that it is necessarily purposeless, and therefore can’t possibly have any place in business. Harvard scholar and jazz pianist (and mentor) Frank Barrett calls improvised play a form of “disciplined imagination” reminding us that play can also be wildly productive and innovative.

What does purposeful play require?

Naming the Purpose: Whether the purpose is to play a game, energize a team, or create space to generate new product ideas, naming the purpose of the play is essential for engaging and aligning the passion and energy of all collaborators.