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Acknowledgments | |
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Introduction | |
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Who Should Read This Book? | |
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How This Book Is Different: Taking a Creative Approach to Leadership | |
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Foundational Principles for Leaders | |
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Change, Leadership, and Creativity: The Powerful Connection | |
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Chapter at a Glance | |
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Creative Change: It's Not Changing the Baby | |
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The Leadership-Creativity Link | |
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Creativity: The Necessary Fuel for Change | |
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Applying What You've Learned | |
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Creative Problem Solving: Background and Introduction to the Thinking Skills Model | |
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Chapter at a Glance | |
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Getting to Know Creative Problem Solving: Going for the Gold | |
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Creative Problem Solving: Some Basic Terms | |
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Using Creative Problem Solving: How to, When to | |
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Creative Problem Solving: Introducing the Think Skills Model--A Process Map for Finding Your Way to the Gold | |
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Dynamic Balance: The Heart of the Creative Problem Solving Process | |
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Divergent thinking Skills: Fluency, Flexibility, Elaboration, and Originality | |
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Convergent Thinking Skills: Envision and Evaluate | |
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Applying What You've LEarned | |
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Identifying Complex Thinking Skills Associated with the Creative Problem Solving Model | |
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Chapter at a Glance | |
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Creative Thinking Skills for Leaders | |
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Complex Thinking for Complex Problems: The Creative Problem Solving Model as a Macro Process | |
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A Closer Look at the Cognitive and Affective Skills in Creative Problem Solving | |
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Applying What You've Learned | |
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Transforming Your Thinking: Principles for Divergence and Convergence | |
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Chapter at a Glance | |
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Diverge and Converge: It's About Thinking and Behaving | |
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Principles for Divergent Thinking | |
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Principles for Convergent Thinking | |
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Allow for Incubation: The Wildcard Principle | |
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Applying What You've Learned | |
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Thinking Tools for Leaders | |
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Assessing the Situation: Tools for Diagnostic Thinking | |
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Chapter at a Glance | |
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Diagnostic hinking in Leadership: Gathering and Using Data to Make Informed Decisions | |
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The Nature and Purpose of Assessing the Situation | |
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Executing Each Step of the Creative Problem Solving Process: A Word About Tools | |
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Divergent Thinking Tools for Assessing the Situation | |
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Convergent Thinking Tools for Assessing the Situation | |
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Getting Around in the Creative Problem Solving Process: Metacognitive Tools for Determining Next Steps | |
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Applying What You've Learned | |
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Exploring the Vision: Tools for Visionary Thinking | |
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Chapter at a Glance | |
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Visionary Thinking in Leadership | |
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The Nature and Purpose of Exploring the Vision | |
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Devergent Thinking tools for Exploring the Vision | |
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Convergent Thinking Tools for Exploring the Vision | |
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What's Next in the Creative Problem Solving Process? | |
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Applying What You've Learned | |
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Formulating Challenges: Tools for Strategic Thinking | |
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Chapter at a Glance | |
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Strategic Thinking in Leadership | |
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The Nature and Purpose of Formulating Challenges | |
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Divergent Thinking Tools for Formulating Challenges | |
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Convergent Thinking Tools for Formulating Challenges | |
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What's Next in the Creative Problem Solving Process? | |
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Applying What You've Learned | |
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Exploring Ideas: Tools for Ideational Thinking | |
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Chapter at a Glance | |
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Ideational Thinking in Leadership | |
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The Nature and Purpose of Exploring Ideas | |
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Divergent Thinking Tools for Exploring Ideas | |
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Convergent Thinking Tools for Exploring Ideas | |
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What's Next in the Creative Problem Solving Process? | |
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Applying What You've Learned | |
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Formulating Solutions: Tools for Evaluative Thinking | |
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Chapter at a Glance | |
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Evaluative Thinking in Leadership | |
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The Nature and Purpose of Formulating Solutions | |
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Divergence and Convergence in Formulating Solutions: It's a Brand New Game | |
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What's Next in the Creative Problem Solving Process? | |
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Applying What You've Learned | |
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Exploring Acceptance: Tools for Contextual Thinking | |
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Chapter at a Glance | |
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Contextual Thinking in Leadership | |
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The Nature and Purpose of Exploring Acceptance | |
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Divergent Thinking tools for Exploring Acceptance | |
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Convergent Thinking tools for Exploring Acceptance | |
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What's Next in the Creative Problem Solving Process? | |
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Applying What You've Learned | |
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Formulating a Plan: Tools for Tactical Thinking | |
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Chapter at a Glance | |
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Tactical Thinking in Leadership | |
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The Nature and Purpose of Formulating a Plan | |
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Divergent Thinking Tools for Formulating a Plan | |
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Convergent Thinking Tools for Formulating a Plan | |
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What's Next in the Creative Problem Solving Process? | |
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Applying What You've Learned | |
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Additional Factors that Influence Leaders | |
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Psychological Diversity: Leading People with Different Creativity Styles | |
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Chapter at a Glance | |
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Psychological Diversity and Leadership Effectiveness | |
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Kirton Adaptor-Innovator Theory: Two Distinct and Valuable Approaches to Creativity and Change | |
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FourSight: Understanding How People Engage in the Creative Process | |
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Applying What You've Learned | |
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Building a Climate for Creativity: How Leadership Sets the Tone | |
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Chapter at a Glance | |
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Introduction: Some Basics About Climate | |
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The Leadership-Climate Connection | |
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Creative Climate in Organizations: What to Look for | |
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Final Thoughts for Leaders | |
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Applying What You've Learned | |
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Conclusion | |
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Developing Creativity for Leadership | |
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Where to Begin? | |
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A Model for Developing Creativity in Leadership | |
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Where Do You Go From Here? | |
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Some Closing Thoughts | |
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Case Studies | |
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Becoming a Creative Change LEader | |
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Internalizing Creativity in an Organization | |
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Creative Climate | |
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References | |
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Name Index | |
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Subject Index | |
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About the Authors | |