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  1. 1. Solving Problems Creatively Flexible Responses to Complex Problems
  2. 2. Solving Problems Creatively <ul><li>Creativity is an art and a science </li></ul><ul><li>Sometimes it takes a different perspective </li></ul><ul><li>Motion changes emotion </li></ul><ul><li>Sometimes it takes thinking about how you are going to think about it </li></ul><ul><li>Every decision is an opportunity to move forward </li></ul>
  3. 3. Solving Problems Creatively <ul><li>The leaders’s job is inherently a problem-solving job </li></ul><ul><li>To be a High Performance leader, you must become a facilitator of the process of moving ideas and opportunities from here to there </li></ul>
  4. 4. Leaders must facilitate... <ul><li>Decision making </li></ul><ul><li>Problem solving </li></ul><ul><li>Rationality </li></ul><ul><li>Innovation </li></ul><ul><li>Creativity </li></ul><ul><ul><li>... be thoughtful about how you “ name ” a situation, and attend to your own assumptions </li></ul></ul>
  5. 5. “ Late Model” Decision Making ... <ul><li>mechanistic </li></ul><ul><li>fixed system assumptions </li></ul><ul><li>lots of programmed decisions </li></ul><ul><li>made by individuals (and only certain individuals, at that) </li></ul><ul><li>delegated to others for implementation </li></ul><ul><li>control and expertise valued </li></ul><ul><li>quick and final are the order of the day </li></ul>
  6. 6. “ Latest Model” Decision Making... <ul><li>fluid , responsive process within a changing (living) system </li></ul><ul><li>assumptions regularly open to review and revision </li></ul><ul><li>reduction of rules , regulations </li></ul><ul><li>decisions made by everyone , often collectively </li></ul>
  7. 7. “ Latest Model” Decision Making .cont... <ul><li>those who are responsible for implementation are part of the decision making process: “ those who do, decide ” </li></ul><ul><li>uncertainty and creativity are considered part of the process </li></ul><ul><li>well-considered and “ a work in progress ” </li></ul>
  8. 8. Rational Problem Solving <ul><li>Invokes rationality & logic to: </li></ul><ul><ul><li>define the problem </li></ul></ul><ul><ul><li>generate alternative solutions </li></ul></ul><ul><ul><li>evaluate and select an alternative </li></ul></ul><ul><ul><li>implement and follow up on the solution </li></ul></ul><ul><li>Must be treated as a process ; problem solving can fall apart at any stage </li></ul>
  9. 9. Limitations of the Rational Problem-Solving Model <ul><li>Time , competing problem demands (firefighting) </li></ul><ul><li>Ambiguity of the situation, problem </li></ul><ul><li>Insufficient , inaccurate information </li></ul><ul><li>“ Brain Strain” – information overload </li></ul><ul><li>Specialties and backgrounds of decision makers: </li></ul>PERCEPTUAL BLOCKS
  10. 10. Limitations of the Rational Problem-Solving Model <ul><li>History, habit, commitment </li></ul><ul><li>Individual differences in cognitive styles </li></ul><ul><li>Self-interest </li></ul><ul><li>Money </li></ul><ul><li>Politics, conflict </li></ul>
  11. 11. Creativity <ul><li>“… going deeper has a very practical value. Artists produce their best and most creative work when they aren’t afraid to take risks, to endure criticism or embarrassment or even failure. To me, such risk-taking is the primary challenge not just for an artist, but for any truly creative executive.” </li></ul><ul><li> Michael Eisner, Chaiman & CEO of Disney </li></ul><ul><li>from “Managing a Creative Organization,”1996 </li></ul>
  12. 12. Creativity <ul><li>Involves the use of intuition , ingenuity , insight </li></ul><ul><li>Rather than narrowing down to “one best decision,” opening to create new possibilities , many alternatives </li></ul><ul><li>Outgrowth of training and experience </li></ul>
  13. 13. Some ideas! <ul><li>Change your physical space </li></ul><ul><li>Think from a new perspective </li></ul><ul><li>Draw a picture </li></ul><ul><li>Copy someone who is creative </li></ul><ul><li>Redefine your own creativity </li></ul><ul><li>Think about it in a new way </li></ul><ul><li>Laugh </li></ul><ul><li>Ask a child </li></ul><ul><li>Post on the wall </li></ul>
  14. 14. New Ideas cont. <ul><li>What’s at risk? </li></ul><ul><li>Define a moving forward strategy </li></ul><ul><li>Disassociate </li></ul><ul><li>Time travel </li></ul><ul><li>Who do you admire? </li></ul><ul><li>Ask better questions </li></ul><ul><li>Use the dictionary </li></ul><ul><li>Take a risk </li></ul><ul><li>Expect vs. Hope </li></ul><ul><li>Reward yourself </li></ul><ul><li>Get some fresh air </li></ul>
  15. 15. Creativity and Problem solving <ul><li>The challenge </li></ul><ul><ul><li>Present state </li></ul></ul><ul><ul><li>Desired state (Future) </li></ul></ul><ul><ul><ul><li>If there is no difference between where you think you are and where you want to be; you have no challenge! </li></ul></ul></ul>
  16. 16. Thinking strategies <ul><li>Our thinking creates problems that the same type of thinking will not solve (Einstein) </li></ul>
  17. 17. To Foster Creativity and solve challenges…(Dilts) <ul><li>Think about the challenge in a different way then when it was created </li></ul><ul><li>Uncover and increase the solution space </li></ul><ul><li>Expand our perception of it </li></ul><ul><li>Find elements in the larger solution space that can solve it </li></ul>
  18. 18. Creativity cont. <ul><li>Find limiting assumptions </li></ul><ul><li>Identify roadblocks </li></ul><ul><li>Identify/apply new resources </li></ul><ul><li>Use divergent thinking </li></ul><ul><li>Align to new goals and plans </li></ul>
  19. 19. To Foster Creativity... <ul><li>sponsor , mentor , champion new ideas and their generators </li></ul><ul><li>relax , empty mind, take time </li></ul><ul><li>learn to listen to, trust intuition </li></ul><ul><li>“ play ” with ideas, games </li></ul>