In the jungle, species live and learn from an agenda of constant change. Nature organizes all of it by simultaneously managing three regimes called the Chaos regime, the Transition regime and the Order regime. The Chaos regime describes "that which must be changed". Transition is "the process of change itself". Order describes "the ideal form" - i.e. the desired result from having changed.

If you imagine the status quo at one level of existence and the ideal at another more visionary level, the transition regime is the bridge linking the two. Nature's rule is that we must cross the bridge in order to survive. As 99.99% of all species that ever existed on this Planet are now extinct, it can be imagined that very few species have crossed it successfully.

Because the rush to a global economy changed the rules of business, daily challenges are now demanding much higher degrees of self-motivation and creativity than ever before.

The deep wisdom in Nature is suggesting that we can work smarter, not harder. But enterprise has to increase the creative capital of its human resources in order to do that.

Six factors must be considered if we are to stimulate that "creative capital":

1. The first factor examines the environment needed for personal growth. In a jungle, ideal conditions allow a seed to sprout and grow in spite of awesome competition. Similarly, in the workplace good ideas have to be nurtured; without a climate that encourages self-expression and open communication, people won't know that their ideas are appreciated.

2. The second idea has to do with a diversity of input. The jungle can house up to 330 species of tree per hectare for example, along with several thousands species of other flora and fauna;. Likewise companies and projects will profit from the input of many different talents and opinions who can come together and work as a team.

3. Also, since rainforest species learn by mimicry, the third factor is to demonstrate effective leadership. Species can be observed following their leaders into incredible mutations. Those leaders earned that position by being the first to explore and integrate the changes that became an ideal adaptation.

4. The fourth condition is the need for clear objectives - i.e. a vision of what is ideal. The "new" will be emulated after others see it works. Caterpillars know they will become butterflies so they have no resistance going into the chrysalid.

5. The fifth factor involves freeing people to act - they must feel they are free to explore their own ideal conditions. You won't see a lion telling his pride how to run down a zebra. They will do it to the best of their ability... and learn in the process.

6. The sixth factor then, is to manage for results - i.e. successful change doesn't just occur, it's planned, supported and encouraged. Nature "champions" new growth; unless the jungle canopy opens to let in sunlight, seeds will waste away. Without a champion, a good idea even see the light of day.