R Sridhar has put to use insights from experience in the book “Unlock the Real Power of Ideation”. Schematized as an extended dialogue with VJ, the disguise in client identities serves the author well. The ethics so preserved, Sridhar has unfolded cognitive maps as if they were keys that unlock what the human brain is capable of. For the decision maker in organizations, there is much variety to be engrossed in. The dialogues preserve a rawness in human interaction even if wrapped in an outside-in narrative of a consultant as story teller of innovation within organizations.

The keys are somewhat overlapping categories with known frames of creative thinking, De Bono, et al; and yet, the contextualization of the psyche in India’s organization makes this work original. The diversity of contexts wrap around industry types, purpose types – business and NGO, and even objective types – from stuck thinking in leadership team to live burning platforms on which product-market portfolios reside.

Sridhar brings to bear his models of thinking so that the decision maker can refer to a radar of sorts as it extends from individual self to the ecosystem of indirect, and yet powerful influencers. Conversation lies central to both vivid disclosures, and in the description, of challenges that clients report. In engaging style, the author makes it easy for the reader to flit between human bonding and creative pauses, before valuing the keys and frames from which to access the potential of the brain at work. It is for initiated readers to infer the power of silence in conversations, tact combatting forthrightness in consultation phases, and indeed credibility and courage in facilitation moments.

The power dynamic is intense in the examples offered to VJ (the archetype of sceptical clients), whether within the cultural referents to decision makers or even in the nature of endorsements for the book. High and mighty names have endorsed this work.

In the attempt to keep the text engaging through matter-of-fact, minimalistic story-telling, the author also aims at ongoing attentiveness of the contemporary executive. Ideational fluency lubricates the utility frames in the book, with tips on when and what keys may be used to unfold creative processes. The wisdom of earning respect through listening to others’ experiences makes for humble and endearing style of facilitation too.

All in all, this is a fine read for readers in organizations. Coming from the maturity of both experience and practice, this is a welcome addition to the world of books for decision makers who have concern for growth and meaning in Indian contexts.

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