The Psychology of Money - An Investment Manager\'s Guide to Beating the Market

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to descend into his own deeper creativity. His truth. Sidney wrote
in simple, heart-rending language about his attempt to gain his
father’s approval. I wish I could quote the passage here, because it
was so powerful that everyone in the room, including Natalie, was
moved to tears. Everyone knew that Sidney had touched on a whole
new part of his soul and creativity. He was writing with real pas-
sion and guts, not playing it safe to please or impress others. Para-
doxically, by dropping his strategy for writing clever material to
please people, he actually did much more than please them. He
wowed them.
Another tool for creating safety is the physical environment
itself. One of the best spaces in this regard is called the Thinkubator,
run by Gerald Haman, nicknamed by clients “Solutionman.” Gerald
has created a terrific working space in his extensive Chicago loft,
which features wood floors, large windows with a view of Chicago’s
skyline, high ceilings, brightly colored walls, toys and gadgets
everywhere, fun furniture (like a red couch shaped like giant
lips and beanbag chairs), great food and drinks, and hot coffee.
A separate playroom contains games and all the equipment
for karaoke: microphones, congas, tambourines, shakers, a CD
player (with 200 CDs and all the titles printed out for people to
choose their favorite songs), and lyrics that are displayed on a giant
screen.
Gerald’s clients rave about this comfortable and fun space. It
goes beyond suggesting that the inner child come out and play, it
begs them to! And clients, like General Electric and General Mills,
respond by relaxing and letting the ideas flow. In fact, Gerald’s
process is so effective that it has even attracted an investment firm
as a client. (As noted in an earlier chapter, I have yet to learn of an
investment firm that has hired an expert to help with brainstorm-
ing. Perhaps this firm’s success will encourage others to try.)
Is this hoopla really effective, though? Don’t executives in typi-
cal meeting rooms come up with just as many good ideas? Not
according to Dr. Arthur Van Gundy, a professor at the University

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