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Creative Leadership: Skills That Drive Change презентация
Содержание
- 1. Creative Leadership: Skills That Drive Change
- 2. CHANGE CREATIVITY + LEADERSHIP NATURE OF CREATIVITY IN CONTEXT OF LEADERSHIP CREATIVITY CORE LEADERSHIP COMPETENCE
- 3. CHANGE REQUIRES CREATIVE THOUGHT CREATIVE THOUGHT PRODUCES IDEAS NOVEL AND USEFUL
- 4. LEADERSHIP LINK WITH CREATIVITY INNOVATE SOLVE PROBLEMS INSPIRE VISION
- 5. LEADERSHIP BEYOND ANALYTICAL SKILL CREATIVE CAPACITIES CREATIVE PROBLEM SOLVING (CPS) APPROACH
- 6. CPS MODEL GENERATE OPTIMAL PROBLEM SOLUTIONS THREE
- 7. CPS MODEL EACH STAGE TWO PROCESS STEPS
- 8. CPS MODEL Assessing Situation Clarification Transformation Implementation
- 9. CPS MODEL DIVERGENT AND CONVERGENT THINKING GENERATION
- 10. DIVERGENT THINKING FOUR PRINCIPLES AVOID PREMATURE JUDGMENTS
- 11. CONVERGENT THINKING REDUCE LARGE NUMBER OF OPTIONS
- 12. CONVERGENT THINKING FOUR PRINCIPLES AFFIRMATIVE JUDGMENT KEEP NOVELTY ALIVE CHECK OBJECTIVES STAY FOCUSED
- 13. CONVERGENT THINKING AFFIRMATIVE JUDGMENT - CRITICAL THINKING
- 14. DIVERGENT AND CONVERGENT THINKING APPLYING SKILLS TO SIX PROCESS STEPS IN CPS MODEL
- 15. ASSESSING SITUATION CIRCUMSCRIBE AND UNDERSTAND ALL DATA PERTINENT TO PROBLEM DETERMINE FUTURE COURSE OF ACTION
- 16. ASSESSING SITUATION BEGIN PROCESS USING DIVERGENT THINKING
- 17. ASSESSING SITUATION WHY/WHY DIAGRAM SERIES OF “WHY”
- 18. CONVERGENT THINKING TWO TOOLS: HITS HIGHLIGHTING
- 19. CONVERGENT THINKING HITS - PUT CHECK MARK
- 20. COGNITIVE AND AFFECTIVE SKILLS SOLVING PROBLEMS COGNITIVE
- 21. CREATIVITY IN LEADERSHIP TWO SUPPLEMENTAL FACTORS INFLUENCE
- 22. DIVERSITY AGE, ETHNICITY, GENDER, AND ETC. PSYCHOLOGICAL
- 23. PSYCHOLOGICAL DIVERSITY ADAPTOR-INNOVATOR CONCEPT INDIVIDUALS CATEGORIZED AS
- 24. PSYCHOLOGICAL DIVERSITY ADAPTORS AND INNOVATORS HAVE DISTINCT
- 25. PSYCHOLOGICAL DIVERSITY ENTHUSIASM FOR DIFFERENT PHASES OF
- 26. CREATIVITY IN LEADERSHIP CREATING CLIMATE FOR CREATIVITY
- 27. WORK ENVIRONMENT SUPPORTIVE OR OBSTRUCTIVE OF CREATIVE
- 28. CREATIVE LEADERS OPEN TO CHANGE SUPPORT NEW
- 29. CREATIVE LEADERSHIP NOT JUST FOR CHOSEN FEW PRACTICED BY ANYONE
Слайд 2CHANGE
CREATIVITY + LEADERSHIP
NATURE OF CREATIVITY IN CONTEXT OF LEADERSHIP
CREATIVITY CORE LEADERSHIP
COMPETENCE
Слайд 6CPS MODEL
GENERATE OPTIMAL PROBLEM SOLUTIONS
THREE CONCEPTUAL STAGES
UNDERSTAND PROBLEM (CLARIFICATION)
SELECT AND DEVELOP
BEST SOLUTIONS (TRANSFORMATION)
MAKE ACTION PLAN (IMPLEMENTATION)
MAKE ACTION PLAN (IMPLEMENTATION)
Слайд 8CPS MODEL
Assessing Situation
Clarification
Transformation
Implementation
Exploring
Values
Formulating
Challenges
Exploring
Ideas
Formulating
Solutions
Formulation
Plan
Exploring
Acceptance
Слайд 9CPS MODEL
DIVERGENT AND CONVERGENT THINKING
GENERATION OF ALTERNATIVE SOLUTIONS (DIVERGENCE)
REACHING CONCLUSIONS
REGARDING WHICH OF GENERATED OPTIONS BEST TO PURSUE (CONVERGENCE)
Слайд 10DIVERGENT 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)
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)
Слайд 11CONVERGENT THINKING
REDUCE LARGE NUMBER OF OPTIONS GENERATED IN DIVERGENT THINKING PHASE
SELECT
IDEAL AND WORKABLE OPTIONS
Слайд 12CONVERGENT THINKING
FOUR PRINCIPLES
AFFIRMATIVE JUDGMENT
KEEP NOVELTY ALIVE
CHECK OBJECTIVES
STAY FOCUSED
Слайд 13CONVERGENT THINKING
AFFIRMATIVE JUDGMENT - CRITICAL THINKING
NOVELTY - KEEPING ORIGINAL AND YET
UNTRIED IDEAS AS VIABLE OPTIONS
MANAGING TO OBJECTIVES AND REMAINING FOCUSED SELF-EXPLANATORY
MANAGING TO OBJECTIVES AND REMAINING FOCUSED SELF-EXPLANATORY
Слайд 15ASSESSING SITUATION
CIRCUMSCRIBE AND UNDERSTAND ALL DATA PERTINENT TO PROBLEM
DETERMINE FUTURE COURSE
OF ACTION
Слайд 16ASSESSING 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.
SECOND ROUND ASKS “WHO ELSE,” “WHAT ELSE,” AND ETC.
Слайд 17ASSESSING 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
TWO DIVERGENT THINKING TOOLS WORK CREATE DATA FOR OPTIMAL CHOICES
Слайд 19CONVERGENT 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
HIGHLIGHTING - CLUSTERING DATA INTO SIMILAR GROUPS BASED ON SIMILAR IDEAS OR SOMETHING IN COMMON
Слайд 20COGNITIVE 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
AFFECTIVE SKILL - EMOTIONAL ASPECTS OF PROBLEM SOLVING
Слайд 21CREATIVITY 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
SUPPORTIVE CIRCUMSTANCES THAT LEADER CREATE TO OPTIMIZE CREATIVE OUTPUT
Слайд 23PSYCHOLOGICAL 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
SUPPLANT TRADITIONAL VIEW OF CREATIVITY - INDIVIDUALS FALL ON CONTINUUM BETWEEN LOW VERSUS HIGH CREATIVITY
Слайд 24PSYCHOLOGICAL DIVERSITY
ADAPTORS AND INNOVATORS HAVE DISTINCT CHARACTERISTICS
ALIGNED CONGRUENTLY WITH NATURE
OF PROBLEM BEING SOLVED
LEADERS MINDFUL BOTH IN OTHERS AND THEMSELVES
LEADERS MINDFUL BOTH IN OTHERS AND THEMSELVES
Слайд 25PSYCHOLOGICAL 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
IMPLEMENT SOLUTION
LEADERS MINDFUL OF WHICH CREATIVE PHASE PEOPLE PREFER, INCLUDING LEADER’S OWN PERSONAL PREFERENCE
Слайд 26CREATIVITY IN LEADERSHIP
CREATING CLIMATE FOR CREATIVITY
PSYCHOLOGICAL CLIMATE AND ORGANIZATIONAL CULTURE
CONTEXT IN
WHICH CREATIVITY OCCURS GREATLY AFFECT OUTCOMES
Слайд 27WORK 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.
LEADERSHIP STYLE MAKES A DIFFERENCE.
Слайд 28CREATIVE LEADERS
OPEN TO CHANGE
SUPPORT NEW IDEAS
ALLOW AUTONOMY
ENCOURAGE RISK TAKING
SUPPORTIVE OF FAILURES
