Chapter 10

Green/Red Modes

• Convergence

• Doubting

• Contraction

•Divergence

•Believing

• Expansion

Solution Implemented

Managerial Role

Expansion: Green Mode

Mind-set

Contraction: Red ModeMind-set

Valuing InformationGathering Idea Getting Participation

Priority Setting

Problem Definition

Decision Making

Planning

Problem as Given

Problem Chosen

Problem Defined

Solution Chosen

Leader Detective Inventor Coordinator

Solution Analysis

Problem Analysis

Situation Analysis

Implementation Analysis

Problem Solving as a Dialectic Process

The Learning Model and the Problem-Solving Process

Stages in the Creative ProcessPreparation

IncubationVerification

Illumination

Creative People Are

PersistentSelf-confidentIndependent

Attracted to complexityTolerant of ambiguityIntuitiveRisk takers

Creative People

Have broad interests

Have high energy

Are concerned with achievement

Love their work

Creativity Killers•Extrinsic motivation•Focus on external

evaluation of one’s work•Being under surveillance•Competing with peers in

win-lose situations•Limits dictated by superiors

Creative Organizations•Set innovation goals•Recognize and reward creativity •Encourage autonomy and risk taking •Have supportive peers and supervisors •Have leaders who do not overcontrol •Promote internal diversity•Promote interaction

Put the Company’s Whole Brain to Work

Depersonalize conflict

Manage the creative process

Look for the Ugly Duckling

Create “whole-brained” teams

Forget the Golden Rule

Understand yourself