Taking Tough Decisions: A Creative Leadership Approach Tudor Rickards Emeritus Professor Creativity...
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![Page 1: Taking Tough Decisions: A Creative Leadership Approach Tudor Rickards Emeritus Professor Creativity and Management of Change, Manchester Business School.](https://reader034.fdocuments.net/reader034/viewer/2022051123/5a4d1b0a7f8b9ab05998a96f/html5/thumbnails/1.jpg)
Taking Tough Decisions: A Creative Leadership Approach
Tudor RickardsEmeritus Professor Creativity and Management of Change, Manchester Business School
Rebecca BaronAssociate Dean General Practice Health Education North West
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Taking Tough Decisions: A Creative Leadership Approach
The approach examined today is based on the principles and practices outlined in Dilemmas of Leadership, and applied in executive leadership workshops around the world
‘The most important leader you will be studying is yourself’
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DOL Principles
Rationality (The Dominant Rational Model, DRM) is the ‘gold standard’ in professional decision-making.
Rationality is limited when the decisions pose dilemmas
Understanding mapping and creativity can help you deal with decision dilemmas
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Learning FocusTaking tough decisions in practice
IssuesMap-reading, testing and makingUnderstanding and dealing with dilemmas Creative leadership
DilemmasThe limits of prior knowledge and assumptionsSuspicions of the irrational in decision-making
Learning Objectives
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Creativity and Leadership
“The seemingly disparate fields of leadership and creativity are linked together by change. Leadership requires it, and creativity helps leaders achieve it.”
Source: Academic Exchange Quarterly
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Table Exercise: What makes a decision tough?
Share experiences of tough decisions
Shortlist three for examination as ‘living cases’
Nominate a presenter for sharing a case with its explanatory title.
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The Mapping Metaphor
A map helps you prepare for yourjourneys
By map reading, map-testing, and map-making, you will be more successful in your learning journeys
Map-Reading
Map-Testing
Map-Making
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Mapping as a life skillBy applying the principles ofmap-reading, map-testing, and map-making you become more skilled at assessing The usefulness (reliability) of anything you ‘read’:
Text-books, articles, reports, experiences , behaviours, situations …
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Tough decisions as dilemmasTough decisions result from conflicting outcomes arising from different ‘maps’ or belief systems which present dilemmas
Dilemmas include decisions with ethical components (e.g. NICE)
There is no ‘right answer’ to these decisions
Progress requires creative thinking
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Developing skills in creative decision making
The Manchester Method approach introduces structures based on lateral thinking, versions of brainstorming, mindmapping and ‘Yes and’ invitations (encouragement of positivity) to support effective and creative decision-making
New effective procedures develop through training and in subsequent professional practice
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Yes And …….There are always more negatives than positives
‘It’s easier to tame down a wild idea than to breathe life into a dead one’
‘Yes And’ creates momentum
‘Creativity is by invitation only’
‘NO CLAY PIGEON SHOOTING!’
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Creativity and Leadership
What is creative leadership? Do I need it, and if so, can creative leadership be developed?
A definition linking creativity and leadership:‘Creative leadership is the ability to engage one’s imagination to define and guide a group towards a novel goal’ [Puccio et al, 2011]
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ReferencesDilemmas of leadership:http://cw.routledge.com/textbooks/0415355850/
The Manchester Method:http://www.amazon.co.uk/The-Manchester-Method-Leaders-Monograph-ebook/dp/B00V4WB1VK
Regular updates on leadership: http://leaderswedeserve.wordpress.com/
Power point on creative leadership:http://leaderswedeserve.wordpress.com/2008/08/28/creative-leadership-is-linked-to-team-effectiveness/