Creative Leadership: Skills That Drive Change

If you like this presentation – show it...

Slide 0

Creative Leadership: Skills That Drive Change Prof.Dr.Aung Tun Thert

Slide 1

Change creativity + leadership nature of creativity in context of leadership creativity core leadership competence

Slide 2

Change requires creative thought Creative thought produces ideas novel and useful

Slide 3

Leadership Link with creativity Innovate solve problems Inspire vision

Slide 4

Leadership Beyond analytical skill Creative capacities creative problem solving (CPS) approach

Slide 5

CPS MODEL generate optimal problem solutions Three conceptual stages understand problem (clarification) select and develop Best solutions (transformation) make action plan (implementation)

Slide 6

CPS MODEL Each stage two process steps

Slide 7

CPS Model Assessing Situation Clarification Transformation Implementation Exploring Values Formulating Challenges Exploring Ideas Formulating Solutions Formulation Plan Exploring Acceptance

Slide 8

CPS MODEL divergent and convergent thinking generation of alternative solutions (divergence) reaching conclusions regarding which of generated options best to pursue (convergence)

Slide 9

DIVERGENT THINKING four principles Avoid premature judgments and criticisms of new ideas (defer judgment) generate as many solutions as possible (go for quantity) Expand and build on others’ ideas (make connections) Develop new and original ideas not considered before (novelty)

Slide 10

CONVERGENT THINKING reduce large number of options generated in divergent thinking phase Select ideal and workable options

Slide 11

CONVERGENT THINKING four principles affirmative judgment keep novelty alive check objectives stay focused

Slide 12

CONVERGENT THINKING Affirmative judgment - critical thinking novelty - keeping original and yet untried ideas as viable options managing to objectives and remaining focused self-explanatory

Slide 13

DIVERGENT and CONVERGENT THINKING applying skills to six process steps in CPS model

Slide 14

ASSESSING SITUATION circumscribe and understand all data pertinent to problem determine Future course of action

Slide 15

ASSESSING SITUATION begin process using divergent thinking tool 5 W’s + H (who, what, when, where, why + how) second round asks “who else,” “what else,” and ETC.

Slide 16

ASSESSING SITUATION why/why diagram series of “why” questions (e.g., why problem important) to generate set of responses two divergent thinking tools work create data for optimal choices

Slide 17

CONVERGENT THINKING two tools: hits Highlighting

Slide 18

CONVERGENT THINKING hits - put check mark next to ideas that appear most promising Highlighting - clustering data into similar groups based on similar ideas or something in common

Slide 19

cognitive and affective skills solving problems cognitive skills - mental activity related to the understanding and/or solving of issue or problem affective skill - emotional aspects of problem solving

Slide 20

Creativity in Leadership two supplemental factors influence environment or team structure in which creative activity takes place supportive circumstances that leader create to optimize creative output

Slide 21

DIVERSITY age, ethnicity, gender, and ETC. Psychological

Slide 22

PSYCHOLOGICAL DIVERSITY Adaptor-Innovator CONCEPT individuals categorized as either preferring to improve existing ideas or products or preferring to work developing new and novel ideas and products Supplant traditional view of creativity - individuals fall on continuum between low versus high creativity

Slide 23

PSYCHOLOGICAL DIVERSITY adaptors and innovators have distinct characteristics Aligned congruently with nature of problem being solved leaders mindful both in others and themselves

Slide 24

PSYCHOLOGICAL DIVERSITY enthusiasm For different phases of creative process generate ideas analyze data drive toward solution implement solution leaders mindful of which creative phase people prefer, including leader’s own personal preference

Slide 25

Creativity IN LEADERSHIP creating climate for creativity Psychological climate and organizational culture Context in which creativity occurs greatly affect outcomes

Slide 26

Work environment supportive or obstructive of creative processes Coercive and authoritative leaders less effective regarding creative output than the transformational leader Leadership style makes a difference.

Slide 27

CREATIVE Leaders open to change support new ideas allow autonomy encourage risk taking supportive of failures

Slide 28

CREATIVE Leadership not just for chosen few Practiced by anyone