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Creativity and Strategic thinking.pptx
- 2. * *the ability to transcend traditional ideas, rules, patterns, relationships, or the like, and to create meaningful new ideas, forms, methods, interpretations, etc.; originality, progressiveness, or imagination:
- 3. * *creativity involves transforming your ideas, imagination, and dreams into reality *Creativity is the ability to transcend traditional ways of thinking or acting, and to develop new and original ideas, methods or objects. *According to George Land’s Creativity Test, young children are creative geniuses, and become less creative as they age. ?
- 4. * *Creativity is defined as the tendency to generate or recognize ideas, alternatives, or possibilities that may be useful in solving problems, communicating with others, and entertaining ourselves and others *Robert E. Franken
- 5. * *“Seeing the intersection of seemingly unrelated topics and combining them into something new.” – Brian Clark *“Starting with nothing and ending up with something. Interpreting something you saw or experienced and processing it so it comes out different than how it went in .” – Henry Rollins
- 6. * • need for novel, varied, and complex stimulation • need to communicate ideas and values • need to solve problems
- 7. * * Creative individuals have a great deal of energy, but they are also often quiet and at rest. * Creative individuals tend to be smart, yet also naive at the same time. * Creative individuals have a combination of playfulness and discipline, or responsibility and irresponsibility. * Creative individuals alternate between imagination and fantasy ant one end, and rooted sense of reality at the other. * Creative people seem to harbour opposite tendencies on the continuum between extroversion and introversion. * Creative individuals are also remarkable humble and proud at the same time. * Creative individuals to a certain extent escape rigid gender role stereotyping and have a tendency toward androgyny. * Generally, creative people are thought to be rebellious and independent. * Most creative persons are very passionate about their work, yet they can be extremely objective about it as well. * The openness and sensitivity of creative individuals often exposes them to suffering pain yet also a great deal of enjoyment.
- 8. * *Creativity is a type of intelligence *Intelligence is a type of creativity *Creativity and intelligence are overlapping constructs (they have some traits in common) *Creativity and intelligence are part of the same construct (they’re basically the same thing) *Creativity and intelligence are distinct constructs (there is no relationship between them) * Sternberg and O’Hara ,1999
- 9. * *Creativity is a vitally important facet to human development. *Creativity can be deployed anywhere *smartphone, creativity applies to more than just a student sitting in an art class *Creativity drives us to not only create but to innovate
- 13. * *"the science and art of employing the political, economic, psychological, and military forces of a nation to afford the maximum support to adopted policies."
- 14. * *"Strategic thinking" is not merely thinking about strategy. It is a process in which key, significant issues are considered in a comprehensive, special way. It involves recognizing and concentrating on issues and events that are of core importance.
- 15. * *Strategic thinking is a process that defines the manner in which people think about, assess, view, and create the future for themselves and others *strategic thinking is simply an intentional and rational thought process that focuses on the analysis of critical factors and variables that will influence the long-term success of a business, a team, or an individual.
- 16. * *the ability to clearly define their objectives and develop a strategic action plan with each objective broken down into tasks and each task having a list of needed resources and a specific timeline. *the ability to balance the tremendous amount of creativity with a sense of realism and honesty about what is achievable in the longer term
- 17. * *The Amazon Effect *Amazon took the shopping process and turned it upside down. Not only does the company offer products at competitive prices, but it also altered the way people view online buying. Sunday delivery and drone drop-offs are innovative ways to give consumers an enhanced positive online shopping experience.
- 18. * *Identifying & focusing on important issues *Selecting key, relevant information *Recognizing systemic properties (linkages, interactions, and patterns) *Understanding through: *Distinguishing causes from effects or symptoms *Clarifying (often tacit) underlying assumptions. *Considering the issue or situation in its larger context *Maintaining a long-term view
- 19. * *Appreciating implications & consequences *Generating alternatives & evaluating objectively (where applicable) *Integrating logical, rational thinking with creative, generative, divergent thinking *Remaining flexible *Acting in the face of emotional discomfort *--Rex C. Mitchell
- 20. * *1) tools for analysis *2) strategic purpose *3) values *4) vision *5) key goals and *6) action planning.
- 22. Tools for analysis *There are a number of different tools used for analysis in strategic conversations. The most common is the SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats). A SWOT analysis is a helpful way for a team to begin (or continue) the conversation about what’s working and what’s not working as well as what potentially exciting or concerning things are happening that we need to consider as we plan for the future. Strategic purpose/mission *In their book, Retreats That Work, Sheila Campbell and Merianne Liteman describe strategic purpose as the “heart of blueprints for the future.” We will often describe strategic purpose as clear understanding of why we exist and why that’s important. It is also described as a team’s essential reason for existence. When everyone on a team or in an organization understands the essential reason for existence, the hundreds of daily decisions about work to be done— that must be made in a complex organization—are informed and guided by that common purpose. Without clarity around shared purpose, however, priorities are typically chosen based on individual/personal criteria or in response to crisis.
- 23. Values *As Peter Drucker stated, “Culture eats strategy for breakfast.” If your culture doesn’t work, your strategy can’t work. Values reflect the culture of an organization. More importantly, clarity regarding values allows the organization to tap into those values to foster a culture that supports its purpose and vision, rather than one that undermines them. Teams can engage in a process that clarifies organizational values and use these as a basis of practices that strengthen team interactions and culture. Vision *Vision identifies the direction of the department. It answers the question—“If we consistently fulfilled our purpose with excellence, what would that look like?” Vision creates a compelling picture of the team’s or organization’s future. Teams (and team members) are more effective when they know where they are headed—inspired by a clear, challenging, and meaningful vision. An effective departmental vision can frame the work that is done on a daily basis and help the members of the team move in a common direction
- 24. Key goals *“What must we accomplish to move toward the fulfillment of our vision?” A fundamental component of any strategic process is to identify those priorities that will move the team forward. Key goals play the vital role of connecting the team’s ongoing work with the broader purpose and vision because they help define where the team is going in specific, actionable ways. Action planning *A great strategy alone does not ensure success—but the effective implementation of a great strategy does. Oftentimes, strategic thinking and planning processes fail because leaders did not take the time to identify “who would do what by when.” Action planning clarifies the ways in which our daily work will help move the goals forward. In his book, Collaborative Strategic Planning, Pat Sanaghan provides some helpful prompts to frame the action planning. These include: goal statement, description of what success would look like, three important steps toward implementing the goal, resources needed, who needs to be involved in the successful implementation of the three important steps, suggested champion or owner for the goal, and potential challenges or hurdles.
- 25. * *Prioritize tasks. Go over your tasks, decide which ones can wait, and brainstorm ideas you can contribute to the success of your organisation. Always action those task that will provide the greatest benefits today, and leave lesser tasks for tomorrow. Ask yourself, “what is the one task I can do today that will leverage the most benefit?” *Be aware of bias. Everyone has biases. Take charge of your mind by critically examining your thoughts and questioning them. Do you hold them because they are logical or because they’ve served you well in the past? Admitting to some flawed thinking does not diminish your ability to do your job. On the contrary: you are now thinking strategically.
- 26. * *Improve listening skills. Once you accept that your beliefs may contain flaws and how to overcome them, the next step is to improve your listening skills. Talk to your co-workers, employees and broader network and let their perspectives teach you new ways of thinking. Maintain an open mind, be receptive to feedback, and evaluate everything you hear. *Hone questioning skills. Strategic thinking requires you to question everything you see or are told. This is not the same as being cynical: you’re collecting and weighing facts, not dismissing ideas or traditions. Ask if an idea is rational, with a credible source and any proof to support its value. Taking time to question something and understand why it is being proposed.
- 27. * *Understand the consequences. All decisions have consequences. After listening to ideas and points of view, carefully consider the potential impact of each one. What are its pros and cons? Which one is most likely to help the organization meet its goals? This step will help you make an informed decision, and over time, making the strategic choice will come naturally.