3. IBM Global CEO Study
2010
CEOs told us they operate in a
world that is substantially
more volatile, uncertain and
complex. Many shared the
view that incremental
changes are no longer
sufficient in a world that is
operating in fundamentally
different ways. (p. 8)
4. IBM Global CEO Study
Primary Findings
1. Today s complexity is
only expected to rise
and more than half of
the CEOs doubt their
ability to manage it.
5. IBM Global CEO Study
Primary Findings
2. The most successful
organisations co-create
products and services
with customers, and
integrate customers into
core processes.
6. IBM Global CEO Study
Primary Findings
3. Better performers
manage complexity on
behalf of their
organisations,
customers and partners.
7. IBM Global CEO Study
Primary Findings
4. Creativity is the most
important leadership
quality.
8. IBM Global CEO Study
Creative Leaders…
Practice and encourage experimentation and
innovation throughout their organisations.
Make deep business model changes to realise
strategies.
Take calculated risks, finding new ideas and
keep innovating in how they lead and innovate.
11. Embodying Creative Leadership
Recommendations Going Forward
• Take Risks that Disrupt
Legacy Models
– Pilot radical innovations
– Continually tweak models
– Borrow from other
industries successes
12. Embodying Creative Leadership
Recommendations Going Forward
• Leapfrog Beyond tried-
and-true Management
Styles
– Strengthen your ability to
persuade and influence
– Coach other leaders
– Use a wide variety of
communication approaches
13. Life in
the 21 st
Century
Trends in
society, business
and education
14. Trends
1. Exponential
increase in speed
of life altering
change
In the 2,000 years before
1800 – 8 technical/social
inventions
In the last 200 years, more than 25
life altering technical/social inventions
Source: Henry (2001)
31. Trends
2. Shorter
Product Life
Cycles
Manufactured products are
subject to fundamental
redesign every 5 to 10 years
High-tech products every 6 to 12 months
Source: Hunter Schmidt (1996), Williams Yang (1999)
32. Trends
That was then… Wrigley produced the same
three flavors of gum for 59 years.
This is now… Motorola-heroic and innovative
pioneer of cell phone at first, then scorned
failure when it didn t jump on digital phones,
then reborn champion when it created the
sleek RAZR, then goat once again when it
couldn t produce a successor, and finally a
casualty of competition with its decision to
unload its cell phone business completely.
Colvin (2008, p. 146)
34. Trends
3. Changing
Nature of Work
In 1991 expenditures
Related to knowledge age
surpassed industrial age
In 1900 less than 10% of US population worked in creative jobs
In 2000 more than 30% of US population worked in creative jobs
Source: Trilling Fadel (2009); Florida (2002)
35. The Work Pyramid
In More Developed
Countries
Creative
Work
In Less
Developed
Countries
Routine
Routine
Work
Work
(Done by People)
(Done by Machines)
Source: Trilling Fadel (2009)
36. Change in Skills
Required at Work
Complex
+14%
Communication
+ 6%
Expert
Thinking
- 4%
Routine
Manual
- 8%
Routine
Cognitive
1969
1998
Source: Trilling Fadel (2009)
37. Welcome to the
Innovation Age
After the age of efficiency in the
1950s and 1960s, quality in the
1970s and 1980s, and flexibility in the 1980s and 1990s, we now live
in an age of innovation (Janszen, 2000, p. 3).
More than 70% of senior executives report that innovation is in their
top three divers for growth.
Source: McKinsey Quarterly (2008)
38. Bayer
The corporate mission
statement, featuring the
slogan Bayer: Science
for a Better Life,
summarizes the
Group s goals,
strategies and values.
In the future, Bayer will
focus on innovation and
growth in the areas of
health care, nutrition
and high-tech materials.
39. Southwest Airlines
The mission of Southwest
Airlines is dedication to
the highest quality of
Customer Service
delivered with a sense of
warmth, friendliness,
individual pride, and
Company Spirit.
40. Southwest Airlines
To Our Employees
We are committed to provide our
Employees a stable work
environment with equal opportunity
for learning and personal growth.
Creativity and innovation are
encouraged for improving the
effectiveness of Southwest Airlines.
Above all, Employees will be provided
the same concern, respect, and
caring attitude within the organization
that they are expected to share
externally with every Southwest
Customer.
41. Siemens
Mission
A world of proven talent, delivering
breakthrough innovations, giving
our customers a unique
competitive edge, enabling
societies to master their most
vital challenges and creating
sustainable value.
Values
Responsible
Excellent
Innovative (Being innovative to
create sustainable value)
43. Leadership is about managing
change—whether you re
leading a company or leading a
country. Things change, and
you get creative.
Lee Iacocca
Where have all the Leaders Gone? (2007)
44. Leadership: It s About Solving
Complex Problems
• Ill-defined: No single solution path – no right or
wrong answer – thus allowing the problem to be
defined in a number of ways.
• Novel: Past experience and knowledge is not
sufficient to resolve the present situation, adaptive
responses are needed for new or changing situations.
• Ambiguous: Gaps in information and/or a
plethora of information of which only some is
relevant.
45. CPS a Core Leadership
Competency
The available evidence indicates that creative problem
solving may indeed represent an important influence on
leader performance
Mumford et al. (2000)
47. Some Qualities of Creative Leaders
• Believes in the creative capacity of all people and
communicates this expectation to others at work
• Open to ideas and different viewpoints
• Prone to question rather than tell
• Desire and ability to take in diverse data before making
decisions
• Enthusiasm, self-evident sincerity and intrinsic
motivation
• Sense of humor and playful
• Live happily with ambiguity
Parnes, 1985
48. Some Qualities of Creative Leaders
• Looks for the positive in people and ideas (also offers
political and resource support)
• Can remain on the sidelines
• Emotionally intelligent, expresses concern for others
• Models creativity to others, takes calculated risks
• Spontaneous, flexible, and accepting
• Ability to build groups, leverages style differences,
facilitates communication and exchange of ideas
• Recognizes and rewards creative efforts
Parnes, 1985
49. Checking Your
Creative Imagination
Goal: Challenge yourself to write
the three most creative sentences
you can think of using the
following three words:
• Round
• Yellow
• Sour
(Note: all three words must appear in
every sentence you write)
50. Don t Short Change Your Thinking:
Quantity Leads to Quality
• Scientists who have won the Nobel Prize publish,
on average, 3.24 papers per year versus 1.48 by
non-winners
• Edison held 1,093 patents
• Einstein had 248 publications
• Mozart had well over 600 compositions
• J.S. Bach had more than 1,000 compositions to
his credit
• Picasso completed more than 20,000 works
51. Maximize Power by Increasing
Options
• One option does not provide a real choice.
• Two choice strategies force issues into
black and white..
• More choices maximizes power as it allows
for greater flexibility and increases the
probability of getting to the end objective.
Based on Karp, H. B. (1996). Change leadership: Using a Gestalt
51
approach with work groups. San Diego: Pfeiffer Company
52. Dynamic Balance:
The Core to the CPS Process
Divergent Thinking
Area of Familiarity
Guidelines:
- Suspend Judgment
- Go for Quantity
Area of
Area of
- Make Connections
Discovery
Discovery
- Seek Novelty
53. Dynamic Balance:
The Core to the CPS Process
Area of Familiarity
Area of
Area of
Discovery
Discovery
Convergent Thinking
Guidelines:
- Use Affirmative Judgment
- Consider Novelty
- Check Your Objectives
53
- Be Deliberate
55. Stages and Steps in the CPS Thinking Skills
Model
Exploring Formulating
the Vision Challenges
Assess
the
Situation
Implementation Stage
Exploring Formulating Exploring Formulating
Acceptance a Plan Ideas Solutions
56. The CPS Thinking Skills Model
Exploring Formulating
the Vision Challenges
Visionary Strategic
Thinking
Assess
the
Situation
Diagnostic Thinking
Exploring Formulating Exploring Formulating
Acceptance a Plan Ideas Solutions
Contextual Tactical Ideational Evaluative
Thinking Thinking
Implementation Stage
57. The new skill‐based CPS framework
Step Purpose Thinking Skill
Assessing the To describe and identify relevant Diagnostic Thinking
situation data and to determine next
process step
Exploring the Vision To develop a vision of a desired Visionary Thinking
outcome
Formulating the To identify the gaps that must Strategic Thinking
Challenges be closed to achieve the desired
outcome
Exploring Ideas To generate novel ideas that Ideational Thinking
address significant gaps/
challenges
Formulating Solutions To move from ideas to solutions Evaluative Thinking
Exploring Acceptance To increase the likelihood of Contextual Thinking
success by testing solutions
Formulating a Plan To develop CRS implementation
an 614- Summer 2009 Tactical Thinking
plan
58. Thinking Skill Defini9ons
Examining a situation closely using this analysis to
Diagnostic Thinking
decide what process step to take next
Visionary Thinking Describing a vivid and concrete picture of the desired
future
Strategic Thinking Identifying the critical gaps and the pathways that
need to be followed to attain the desired outcomes
Ideational Thinking Producing original mental images thoughts that
respond to challenges or opportunities
Evaluative Thinking Assessing the reasonableness quality of ideas in
order to develop workable solutions
Contextual Thinking Understanding the interrelated conditions
circumstances that will support or hinder success
Tactical Thinking Devising a plan in specific measurable steps for
attaining a desired end monitoring its effectiveness
CRS 614- Summer 2009
59. Linking Cogni9on to Affect
Diagnostic Thinking Mindfulness
Visionary Thinking Dreaming
Strategic Thinking Sensing Gaps
Ideational Thinking Playfulness
Evaluative Thinking Avoid Premature Closure
Contextual Thinking Sensitivity to Environment
Tactical Thinking Tolerance for Risk Taking
Tolerance for Complexity, Openness to Novelty, and Tolerance for Ambiguity
60. Change: It Starts with a
Compelling Vision
The most important element
in initiating change is the
ability to formulate a clear
want …your personal
power and self-interest are
the primary driving forces
behind any change you
initiate.
Karp, H. B. (1996). Change leadership: Using a Gestalt
approach with work groups. San Diego: Pfeiffer Company
61. Your effectiveness as a
change leader is based on
your willingness to be
clear and unapologetic
about what you want and
to have the determination
to go after it.
Karp, H. B. (1996). Change leadership: Using a Gestalt
approach with work groups. San Diego: Pfeiffer Company
62. Cartoon Storyboard
A visual tool designed to develop a vision of a desired
outcome and to identify the potential blocks that need to be
overcome in order to achieve the goal.
Diagnostic, Visionary Strategic Thinking
Mindfulness, Dreaming Sensing Gaps
63. Cartoon Storyboard - Purpose
Using the imaginative power of drawing, Cartoon Storyboard is a visual
tool that can help:
• Develop a vivid image of a goal / desired outcome (personal or for the
organization)
• Clarify the route to achieve it; and
• Identify key-challenges (potential blocks) that need to be overcome to
attain the goal.
It can be applied individually as well as within a
group (by building on the images/stories provided by
each individual).
64. Cartoon Storyboard- Directions
1. Preparation: Draw six square boxes on a sheet of paper/ flipchart (landscape
position) and label them 1 to 6.
2. Where are your going?
Relaxand get an image in your mind of a goal that you are trying to achieve: transport
yourself forward in time to the point where you have achieved your goal successfully
(What does it feel like? What is happening?). Draw in Box 6 a picture that conveys to
you this situation.
3. Where are you now?
Bringyour imagination back to present. Form a mental image that summarizes the
major elements of the current situation and draw it in Box 1.
4. Intermediate turning points.
Depict a sequence of four key-intermediate steps that lead you to successfully move
from the current reality to the desired situation: draw the four key-scenes of the drama
in Boxes 2-5.
5. Potential Blocks.
Spend some time to look at the sequence of pictures and think of what must be
overcome in order to make this progression and achieve the desired goal. Write a word
or brief phrase under each picture to show what might block the progression at that
point: these are the key challenges you must overcome.
65. Cartoon Storyboard- Diane s
Example
Time Focus 1st ++ Submissions
Graduation
Follow
Patience Approval
through
66. Debrief I
• Share your story with a partner
• Provide a reaction, advice, suggestions
• Discuss as large group the impact of
developing a storyboard
67. Debrief II
• Explore how the cognitive skills of
Diagnostic, Visionary and Strategic
Thinking played a role in your
storyboard (what worked, what could
you have done better)
• Explore how the affective skills of
Mindfulness, Dreaming and Sensing
Gaps played a role in your storyboard
(what worked, what could you have
done better)
71. The Climate for Creative
Thinking
• Challenge
• Playfulness
• Freedom
• Debate
• Idea-Support
• Conflict
• Trust
• Risk Taking
• Dynamism
• Idea Time
(Ekvall, 1996)
72. What Is Climate?
CULTURE
CLIMATE
The values, beliefs, Recurring patterns
history, traditions, etc., of behavior, attitudes,
reflecting the deeper and feelings that
foundations of the characterize life in
organization the organization
What the organization What organization
values members experience
73. Leadership Climate
Leaders create the climate (40-80% of variance)
Leadership Climate Productivity
Most studies show that leadership behavior is one of the most important sources
Influencing the climate for change, innovation, and creativity.
Source: Kuenzi, M., Schminke, M. (2009). Assembling fragments into a lens: A review, critique, and proposed
research agenda for the organizational work climate literature. Journal of Management, 35, 634-717.
74. Some Important Relationships
Creative
Problem Creativity
Solver
Process that Leads to
New
Change useful
ideas
Change
Leadership Innovation
Catalyst for Successful
Change adoption of change
Creating a
climate for
Puccio, 2010
change
75. Visionary Style: Inspiring Others
Visionary. This style moves
people towards shared
goals, building commitment.
The leader gains
employees support by
clearly expressing their
challenges and
responsibilities in the
context of the
organization s overall
direction and strategy.
It is most effective in time of
big change, when an
organization is adrift.
Source: Daniel Goleman, Primal Leadership, 2005
76. Affiliative Style: Building Relationships
Affiliative. Leaders with
this style emphasize the
employee and his or her
emotional needs over the
job. They strive to create
harmony and build loyalty
and team spirit
The approach is effective
when dealing with
employees who are in
crisis or in high-stress
situations and difficult
times in organizations.
Source: Daniel Goleman, Primal Leadership, 2005
77. Democratic Style: Let s Talk it Over
Democratic. This style of
leadership is collaborative
and participative, aimed at
building consensus. Leaders
using this style engage
others in the decision-
making process.
It s great for building trust
and buy-in, especially when
the team consists of highly
competent individuals.
Source: Daniel Goleman, Primal Leadership, 2005
78. Coaching Style: The Art of the One-on -One
Coaching. This style
involves the leader in
long-term professional
development of
employees. It can deliver
great results in the long
run
It s a powerful but often
underused approach. It
works best with people
who show initiative and
strong motivation to
professional growth.
Source: Daniel Goleman, Primal Leadership, 2005
79. Pacesetting Style: Driving for Excellence
Pacesetting. This style
involves leading by
example and personal
heroics. Leaders using
this style have high
standards and make
sure those standards
are met, even if they
have to do the work
themselves--which they
frequently do.
It works well with highly
competent people who
Source: Daniel Goleman, Primal Leadership, 2005 need little direction.
80. Commanding Style: Do it Because I Say So
Commanding. This style
entails command-and-
control behavior that at
times becomes coercive.
When leaders use this
approach, they tell people
what to do, when to do it and
what will happen if they fail.
It is best used in a crisis and
when poor performers must
be managed.
Source: Daniel Goleman, Primal Leadership, 2005
85. Resonant Leadership
• Resonance = Synchronous Vibration= people are on the
same wavelength emotionally (they feel in sync ).
• Resonance amplifies and prolongs the emotional impact
of leadership: interactions are lively and noise in the
system is minimized.
• The glue that holds people together in a team, and that
commit people to an organization, is the emotions they
feel, particularly in time of change and uncertainty.
• Without a healthy dose of heart a leader might manage-
but s/he does not lead.
86. How Power is Lost
• Saying I can t when • Not being clear about
you mean I won t
what you want
• Letting other s approval • Dealing in generalities
be more important than • Demanding guarantees
your own
• Asking a question when
• Always putting other you want to make a
people first
statement
• Asking permission • Being unwilling to say
inappropriately
No
• Credentializing
Karp, H. B. (1996). Change leadership: Using a Gestalt
approach with work groups. San Diego: Pfeiffer Company
87. Losing Your Power:
Understanding Personal Implications
1) From the list provided identify one way in
which you lose your power
2) Find a real situation that demonstrates how
you lost your power
3) Describe the consequences associated with
this situation
4) Share with partner and explore ways you
could have preserved your power
