out of the blue creativity & problem solving in leadership

30
OUT OF THE BLUE OUT OF THE BLUE CREATIVITY & PROBLEM SOLVING IN CREATIVITY & PROBLEM SOLVING IN LEADERSHIP LEADERSHIP

Upload: julian-beasley

Post on 26-Dec-2015

225 views

Category:

Documents


1 download

TRANSCRIPT

Page 1: OUT OF THE BLUE CREATIVITY & PROBLEM SOLVING IN LEADERSHIP

OUT OF THE BLUEOUT OF THE BLUE

CREATIVITY & PROBLEM SOLVING IN CREATIVITY & PROBLEM SOLVING IN LEADERSHIPLEADERSHIP

Page 2: OUT OF THE BLUE CREATIVITY & PROBLEM SOLVING IN LEADERSHIP

PERSONAL INTRODUCTIONSPERSONAL INTRODUCTIONS

NameName RoleRole Why here ?Why here ?

Page 3: OUT OF THE BLUE CREATIVITY & PROBLEM SOLVING IN LEADERSHIP

PROGRAMMEPROGRAMME

Personal introductionsPersonal introductions SimplicitySimplicity Critical thinkingCritical thinking It’s on the cardsIt’s on the cards How to provokeHow to provoke The Six Thinking Hats methodThe Six Thinking Hats method Metaphorically speakingMetaphorically speaking Mind MappingMind Mapping SynecticsSynectics ReframingReframing

Page 4: OUT OF THE BLUE CREATIVITY & PROBLEM SOLVING IN LEADERSHIP

SIMPLICITYSIMPLICITY

The workshop materials have been prepared with this The workshop materials have been prepared with this principle in mindprinciple in mind

deBono said that we place far too much importance on deBono said that we place far too much importance on complexity & that simplicity is a value worth striving forcomplexity & that simplicity is a value worth striving for

“ “dealing with complexity is an unnecessary & inefficient dealing with complexity is an unnecessary & inefficient waste of time, attention & mental energy”waste of time, attention & mental energy”

““there is never any justification for things being complex there is never any justification for things being complex when they could be simple”when they could be simple”

Page 5: OUT OF THE BLUE CREATIVITY & PROBLEM SOLVING IN LEADERSHIP

The Ten Rules of SimplicityThe Ten Rules of SimplicityYou need toYou need to

1.1. Put a very high value on simplicityPut a very high value on simplicity

2.2. Be determined to seek simplicityBe determined to seek simplicity

3.3. Understand the matter very wellUnderstand the matter very well

4.4. Design alternatives & possibilitiesDesign alternatives & possibilities

5.5. Challenge & discard existing elementsChallenge & discard existing elements

6.6. Be prepared to start over againBe prepared to start over again

7.7. Use conceptsUse concepts

8.8. Break things down into smaller unitsBreak things down into smaller units

9.9. Be prepared to trade off other values for simplicityBe prepared to trade off other values for simplicity

10.10. Know for whose sake the simplicity is being designed Know for whose sake the simplicity is being designed

Page 6: OUT OF THE BLUE CREATIVITY & PROBLEM SOLVING IN LEADERSHIP

CRITICAL THINKINGCRITICAL THINKING

The ability to be in control of one’s thinkingThe ability to be in control of one’s thinking Examine how one is reasoningExamine how one is reasoning Thinking about thinkingThinking about thinking The ability to recognise strengths & weaknesses in The ability to recognise strengths & weaknesses in

one’s thinking & improve itone’s thinking & improve it Understanding the assumptions at the foundation of a Understanding the assumptions at the foundation of a

path of reasoningpath of reasoning Realising the limitations of one’s frame of referenceRealising the limitations of one’s frame of reference

Page 7: OUT OF THE BLUE CREATIVITY & PROBLEM SOLVING IN LEADERSHIP

IT’S ON THE CARDSIT’S ON THE CARDS(pairs)(pairs)

List some work problems you would like to solve creativelyList some work problems you would like to solve creatively For each, record on a card :For each, record on a card :

- a label / name- a label / name

- up to six defining characteristics - up to six defining characteristics

- your name at the bottom- your name at the bottom

Page 8: OUT OF THE BLUE CREATIVITY & PROBLEM SOLVING IN LEADERSHIP

PROBLEM LABEL :PROBLEM LABEL :

CHARACTERISTICS :CHARACTERISTICS :

1.1. --

2.2. --

3.3. --

4.4. --

5.5. --

6.6. --

YOUR NAME :YOUR NAME :

Page 9: OUT OF THE BLUE CREATIVITY & PROBLEM SOLVING IN LEADERSHIP

HOW TO PROVOKEHOW TO PROVOKE(after Edward deBono)(after Edward deBono)

Creativity can be understood by regarding the human brain as a self Creativity can be understood by regarding the human brain as a self organising information information systemorganising information information system

Such a system makes & uses patterns in a logical way which explains Such a system makes & uses patterns in a logical way which explains creativitycreativity

These patterns become preferred, & our usual way of recognising These patterns become preferred, & our usual way of recognising thingsthings

We think of any new situation through our existing patternsWe think of any new situation through our existing patterns The brain can only see what it is prepared to seeThe brain can only see what it is prepared to see We tend to see only the idea we already haveWe tend to see only the idea we already have This is powerful & efficient methodThis is powerful & efficient method Think of a river (information) falling onto a surface (the brain)Think of a river (information) falling onto a surface (the brain) The pattern is the water courseThe pattern is the water course

Page 10: OUT OF THE BLUE CREATIVITY & PROBLEM SOLVING IN LEADERSHIP

Lateral thinkingLateral thinking is escaping the main track of thinking, is escaping the main track of thinking, moving across this instead of along it, as in normal moving across this instead of along it, as in normal thinking (thinking (vertical thinkingvertical thinking))

Provocation (Po) Provocation (Po) is a deliberate & systematic attempt is a deliberate & systematic attempt to think differently, & produces a movement away to a to think differently, & produces a movement away to a new positionnew position

eg cars should have square wheelseg cars should have square wheels The tools & techniques for lateral thinking are the The tools & techniques for lateral thinking are the

means of provocationmeans of provocation One of these tools is the Six Thinking Hats method One of these tools is the Six Thinking Hats method

Page 11: OUT OF THE BLUE CREATIVITY & PROBLEM SOLVING IN LEADERSHIP

THE SIX THINKING HATS THE SIX THINKING HATS METHODMETHOD

Developed by Edward de Bono in 1986Developed by Edward de Bono in 1986 A powerful,simple technique for Lateral A powerful,simple technique for Lateral

ThinkingThinking IBM reduced meeting time by 40% but kept IBM reduced meeting time by 40% but kept

effectivenesseffectiveness Used in peace processes in South Africa & Used in peace processes in South Africa &

Northern Ireland Northern Ireland A systematic way of thinking creatively : A systematic way of thinking creatively :

everyone thinks in the same way at the everyone thinks in the same way at the same timesame time

Page 12: OUT OF THE BLUE CREATIVITY & PROBLEM SOLVING IN LEADERSHIP

Works from traditional connections between Works from traditional connections between ‘thinking’ & ‘hats’‘thinking’ & ‘hats’

““Put your thinking hat on’’Put your thinking hat on’’ ““Wearing my management hat,I’d strongly Wearing my management hat,I’d strongly

advise we should do this”(role switch)advise we should do this”(role switch) Each hat represents a different type of Each hat represents a different type of

thinkingthinking Putting on a hat means thinking Putting on a hat means thinking exclusivelyexclusively

in that modein that mode Each hat is a tool selected for a particular Each hat is a tool selected for a particular

purposepurpose Any hat,any individualAny hat,any individual

Page 13: OUT OF THE BLUE CREATIVITY & PROBLEM SOLVING IN LEADERSHIP

THE WHITE HATTHE WHITE HAT

Think of a piece of paper carrying Think of a piece of paper carrying informationinformation

““What information do we have?What information do we have? What information is missing?What information is missing? What information would we like?What information would we like? How are we going to get it?”How are we going to get it?” In a meeting,set aside proposals & In a meeting,set aside proposals &

concentrate on the information to handconcentrate on the information to hand

Page 14: OUT OF THE BLUE CREATIVITY & PROBLEM SOLVING IN LEADERSHIP

THE RED HATTHE RED HAT Think of a warm,red fireThink of a warm,red fire This hat concerns emotions , hunches, This hat concerns emotions , hunches,

intuition , feelingsintuition , feelings Wearing it allows you to put forward your Wearing it allows you to put forward your

feelings without apology/justificationfeelings without apology/justification ““I just don’t like the way this is being doneI just don’t like the way this is being done My gut feeling is that this will never work”My gut feeling is that this will never work” Intuition can be wrong,but it can be Intuition can be wrong,but it can be

valuable to bring emotions out into open valuable to bring emotions out into open

Page 15: OUT OF THE BLUE CREATIVITY & PROBLEM SOLVING IN LEADERSHIP

THE BLACK HATTHE BLACK HAT

Think of a sombre judge in black robes Think of a sombre judge in black robes punishing wrong-doers punishing wrong-doers

It cautions us from making mistakesIt cautions us from making mistakes It points out that something will not workIt points out that something will not work ““Our policies do not allow us to do thatOur policies do not allow us to do that We cannot achieve that target”We cannot achieve that target” Overuse of the black hat can kill creativity Overuse of the black hat can kill creativity

Page 16: OUT OF THE BLUE CREATIVITY & PROBLEM SOLVING IN LEADERSHIP

THE YELLOW HAT THE YELLOW HAT

Think of sunshine,a logical positive view Think of sunshine,a logical positive view It looks for what is possible,how something can It looks for what is possible,how something can

be achievedbe achieved The benefits are reasonably basedThe benefits are reasonably based ““This might work if we could transfer some staff This might work if we could transfer some staff

to the siteto the site Let’s look at the benefits of your suggestion”Let’s look at the benefits of your suggestion” There should be some self conscious effort to There should be some self conscious effort to

search out benefits/value search out benefits/value

Page 17: OUT OF THE BLUE CREATIVITY & PROBLEM SOLVING IN LEADERSHIP

THE GREEN HAT THE GREEN HAT Think of abundant growth,vegetationThink of abundant growth,vegetation Think of new ideas & alternativesThink of new ideas & alternatives Think of possibilities & hypothesesThink of possibilities & hypotheses ““We need some new ideas hereWe need some new ideas here Lets find some alternativesLets find some alternatives Lets think creatively”Lets think creatively” Unlike Yellow Hat,ideas need not be logicalUnlike Yellow Hat,ideas need not be logical Using the Green Hat,you can ask directly Using the Green Hat,you can ask directly

for some creative effort for some creative effort

Page 18: OUT OF THE BLUE CREATIVITY & PROBLEM SOLVING IN LEADERSHIP

THE BLUE HATTHE BLUE HAT

Think of ‘cool’,the sky & overviewThink of ‘cool’,the sky & overview It controls the thinking process by reviewing itIt controls the thinking process by reviewing it It sets the agenda for thinkingIt sets the agenda for thinking ““Should we start off with some White Hat Should we start off with some White Hat

thinking?thinking? Putting on my Red Hat,I feel really angry with Putting on my Red Hat,I feel really angry with

the way this meeting is goingthe way this meeting is going Lets summarise that argument “Lets summarise that argument “

Page 19: OUT OF THE BLUE CREATIVITY & PROBLEM SOLVING IN LEADERSHIP

Usually,but not exclusively,worn by the Usually,but not exclusively,worn by the chairpersonchairperson

Any group member can productively put Any group member can productively put on the Blue Hat to make the thinking on the Blue Hat to make the thinking process more effectiveprocess more effective

The Blue Hat is for thinking about The Blue Hat is for thinking about thinkingthinking

Page 20: OUT OF THE BLUE CREATIVITY & PROBLEM SOLVING IN LEADERSHIP

SEQUENCINGSEQUENCING

““Begin & end with Blue. In between, use any Begin & end with Blue. In between, use any reasonable sequence”(de Bono)reasonable sequence”(de Bono)

Move the process of discussion in a desired orderMove the process of discussion in a desired order egeg

-Blue, White, Red, Yellow, Green, Black, Blue-Blue, White, Red, Yellow, Green, Black, Blue Each part/hat should be time limited – try two Each part/hat should be time limited – try two

minutesminutes

Page 21: OUT OF THE BLUE CREATIVITY & PROBLEM SOLVING IN LEADERSHIP

THE SIX THINKING HATSTHE SIX THINKING HATS

TOPIC/PROBLEM :TOPIC/PROBLEM :

SEQUENCE OF HATS :SEQUENCE OF HATS :

DURATION OF EACH HAT : DURATION OF EACH HAT :

Page 22: OUT OF THE BLUE CREATIVITY & PROBLEM SOLVING IN LEADERSHIP

METAPHORICALLY SPEAKINGMETAPHORICALLY SPEAKING

Metaphors imply a Metaphors imply a way of thinking way of thinking & & a way of seeinga way of seeing We try to understand one element of experience in terms We try to understand one element of experience in terms

of anotherof another We say that We say that AA isis (or is like) (or is like) BB If we say If we say “the man is a lion”,“the man is a lion”, we use the image of a lion to we use the image of a lion to

draw attention to the lion-like aspects of the mandraw attention to the lion-like aspects of the man Metaphors produce a one-sided insight, eg emphasising Metaphors produce a one-sided insight, eg emphasising

bravery, strength or ferocitybravery, strength or ferocity The same man may also be a chauvinist pig, a saint, a The same man may also be a chauvinist pig, a saint, a

bore, of a reclusebore, of a recluse

Page 23: OUT OF THE BLUE CREATIVITY & PROBLEM SOLVING IN LEADERSHIP

METAPHORSMETAPHORSACTIVITY ONEACTIVITY ONE

In pairs:In pairs: Each draw a picture to represent the culture Each draw a picture to represent the culture

of the team or service you work inof the team or service you work in Use a images, symbols, colour & a few Use a images, symbols, colour & a few

wordswords

Let your partner interpret your pictureLet your partner interpret your picture

Page 24: OUT OF THE BLUE CREATIVITY & PROBLEM SOLVING IN LEADERSHIP

METAPHORSMETAPHORSACTIVITY TWOACTIVITY TWO

Complete the following sentence, using the Complete the following sentence, using the card you have selected :card you have selected :

“ “ If Bradford Council were a If Bradford Council were a detail from card, detail from card,

it would be ait would be a ……..……..

because it’s …….. because it’s ……..

Page 25: OUT OF THE BLUE CREATIVITY & PROBLEM SOLVING IN LEADERSHIP

MIND MAPPINGMIND MAPPING

Created by Tony BuzanCreated by Tony Buzan Left brain thinking: Right brain thinking:Left brain thinking: Right brain thinking:

analysis synthesisanalysis synthesis

dissociation associationdissociation association

step by step logic fuzzy logicstep by step logic fuzzy logic

straight lines circlesstraight lines circles

maths musicmaths music

words images words images

rationality intuitionrationality intuition

reason dreamreason dream Used for first thoughts, generating ideas, creative thinking, Used for first thoughts, generating ideas, creative thinking,

organising ideas, taking notesorganising ideas, taking notes

Page 26: OUT OF THE BLUE CREATIVITY & PROBLEM SOLVING IN LEADERSHIP

SYNECTICSSYNECTICS

Greek word “synectikos” meaning “bringing forth together or Greek word “synectikos” meaning “bringing forth together or “bringing things into unified connection”“bringing things into unified connection”

All things, regardless of dissimilarity, can somehow be linked All things, regardless of dissimilarity, can somehow be linked togethertogether

It’s discovering the links that unite seemingly disconnected It’s discovering the links that unite seemingly disconnected elementselements

This increase creative output, emphasises the emotional & the This increase creative output, emphasises the emotional & the irrational so that they can be used with precisionirrational so that they can be used with precision

Synectics is:Synectics is:

based on the fusion of oppositesbased on the fusion of opposites

based on analogical thinkingbased on analogical thinking

synergistic – the result is greater than the sum of it’s partssynergistic – the result is greater than the sum of it’s parts

Page 27: OUT OF THE BLUE CREATIVITY & PROBLEM SOLVING IN LEADERSHIP

PUZZLES & PROBLEMSPUZZLES & PROBLEMS

A PUZZLE :A PUZZLE :

A single answer knowable on advance, you simply have to A single answer knowable on advance, you simply have to find it – eg a crosswordfind it – eg a crossword

A PROBLEMA PROBLEM

Many alternative answers, which cannot be known in Many alternative answers, which cannot be known in advance, as the problem is unique, & the solutions have to advance, as the problem is unique, & the solutions have to be created by the problem holderbe created by the problem holder

Page 28: OUT OF THE BLUE CREATIVITY & PROBLEM SOLVING IN LEADERSHIP

CLASSICAL PROBLEM SOLVINGCLASSICAL PROBLEM SOLVING

DEFINE THE PROBLEMDEFINE THE PROBLEM observation, perception, diagnosisobservation, perception, diagnosis EXPLORE THE PROBLEMEXPLORE THE PROBLEM gather information, reflection, creativity, analysis gather information, reflection, creativity, analysis GENERATE ALTERNATIVE SOLUTIONSGENERATE ALTERNATIVE SOLUTIONS imagination, creativity, open-mindednessimagination, creativity, open-mindedness CHOOSE A SOLUTIONCHOOSE A SOLUTION reasoning, analysis, decision makingreasoning, analysis, decision making IMPLEMENT THE SOLUTIONIMPLEMENT THE SOLUTION planning, delegation, time management, review & planning, delegation, time management, review &

evaluateevaluate

Page 29: OUT OF THE BLUE CREATIVITY & PROBLEM SOLVING IN LEADERSHIP

REFRAMINGREFRAMING

To change the meaning about somethingTo change the meaning about something This causes a change in perception & opens up new possibilitiesThis causes a change in perception & opens up new possibilities Frames are used in NLP to provide a context, focus or guidance for Frames are used in NLP to provide a context, focus or guidance for

thoughts & actionsthoughts & actions NLP uses various frames:NLP uses various frames: OUTCOME - what you want to achieve, & the resources required to OUTCOME - what you want to achieve, & the resources required to

achieve itachieve it ECOLOGY – what impact on other systems, body, family, work, ECOLOGY – what impact on other systems, body, family, work,

environment, communityenvironment, community EVIDENCE – how will you know when you have achieved your EVIDENCE – how will you know when you have achieved your

outcome, what will you see, hear, feel & experience?outcome, what will you see, hear, feel & experience? AS IF – acting as if the outcome has been achievedAS IF – acting as if the outcome has been achieved BACKTRACK - to check what has been agreed, understoodBACKTRACK - to check what has been agreed, understood

Page 30: OUT OF THE BLUE CREATIVITY & PROBLEM SOLVING IN LEADERSHIP

REFRAMING ACTIVITYREFRAMING ACTIVITY

In pairs:In pairs: Help your partner to reframe their problem Help your partner to reframe their problem Use the OUTCOME, ECOLOGY, Use the OUTCOME, ECOLOGY,

EVIDENCE, AS IF framesEVIDENCE, AS IF frames Use the BACKTRACK frame to check your Use the BACKTRACK frame to check your

understanding about the results of your understanding about the results of your discussion discussion

Review the advantages & drawbacks of the Review the advantages & drawbacks of the process process