Part of the explanation is that, in our brains, novelty and plea sure are deeply entwined: Novelty generates surprises, and sur prises lead to pleasure. the happiness people experienced after an unexpected kindness (such as a gift) lasted longest when the act was anonymous.

In the creative process, tension and conflict need to be embraced for good ideas to emerge. People experiencing conflict have been found to generate more original solutions to difficult situations then individuals in more cooperative mood. When people disagree constructively their ideas improve

Talents are all paths to engagement. 1. The talent for novely allows us to fight the boredom that comes with rostines and traditions. The talent for curiosity allows us to combar the rendency to stick with the starus quo. 2 The talent for perspective allows us to rebel against our narrow focus when we approach problems or decisions, which usually includes only one view--our own 3 The talent for diversity allows us to defy the stereotypes that norained in human nature. 4 The talent for auchenticitv allows us to be honest about our preferences, emotions, and beliefs.

8 principle of rebel leadership 1 seek out the new 2 encourage constructive dissent 3 reveal yourself and reflect 4 open conversations dont close them 5 learn everything then forget everything 6 find freedom in constraints 7 Lead from the trenches 8 Foster happy accidents

Rebel leadership means fighting our natural human urge Tor the comfortable and the familiar. We have an innate desire no be accepted by others and thus regularly conform to their views preferences, and behavior. We rarely question the status quo We easily accept existing social roles and fall prey to unconscious biases like stereotypes. It's human nature to stay narrowly focused on our own perspective and on information that proves us right. By contrast, rebels know themselves and are aware of these limitations, but they don't believe there are limits on what they can accomplish

Don't forget that communication involves two or more people. While you might be ready to talk about your topic, your audience may not be. Make sure you validate that your audience has the ability and the availability to engage in the conversation. Give them an opportunity to defer the conversation to another time or to redirect you to someone else who can help.

Give your message the best chance at being understood by preparing your audience to receive it. Set clear expectations for how much time you need, so your audience knows if they are about to have a thirty-second or a thirty-minute discussion. Use framing to focus the audience's attention, giving context for the topic, letting them know what you intend for them to do with the information, and then getting to the point quickly with a key message. Having prepared your audience to receive your message, keep their attention with a clear structured summary of your topic. Most work conversations are rooted in solving problems and achieving goals. Summarize your topic with a clear statement of your goal. This helps people see what you are trying to achieve. Give a short description of the specific problem that is preventing you from achieving the goal, and then propose a solution, which may be an actual solution to the problem