Change and the creative process

Some time ago in my working life as an employee I initiated a change process which made excellent use of creative tools. I will come back to this example in future blog.

Since then I have been using creative tools in my work in a variety of contexts as well as teaching them to managers and leaders. I am convinced of the value of using creative thinking tools in order to work through the change process.

So what does this mean? Continue reading “Change and the creative process”

Wicked Problems and Creative Change

Change is a given in organisations and the need for change is recognised when there is a gap between what is desired and what exists. We could refer to this gap as a problem or a series of  issues, sometimes even an opportunity.

In terms of problems there are two ways of looking at these, tame and wicked problems. Tame ones are relatively easy to solve as they are clearly formulated and there is an obvious testable solution. These can be solved using logical, rational means provided that there is a clarity around the problem definition. Continue reading “Wicked Problems and Creative Change”

Trust – an essential element of good leadership and a requirement for creativity to happen

Recently I came across a discussion of trust being destroyed when and if a 360 degree assessment programme was to be used in terms of seeking to make redundancies.

I coach leaders where 360 is used to give them a strong background of understanding themselves and how their behaviours impact upon others. Trust is essential to this process. Continue reading “Trust – an essential element of good leadership and a requirement for creativity to happen”

Importance of love at work – no, not an affair between colleagues but the positive valuing and respect of one colleague to another or a leader and his or her team.

‘Love,’ in a work context could be described as  genuinely valuing the people around you, and the context you work in, so as to provide the emotional space and security for confident exploration and learning. Quoted from the MBA module Creativity and Change (Open University Business school) and referencing Charles Handy (1991). Continue reading “Importance of love at work – no, not an affair between colleagues but the positive valuing and respect of one colleague to another or a leader and his or her team.”

Creativity requires a focus on forgiveness and learning from mistakes rather than blame

In some cultures, people are always apologising – often for very little. Sometime apologies are called for and are not forthcoming. What I have been reflecting upon is the link between apologising and forgiveness and what this means in the workplace and in the realm of leadership and creativity.

Forgiveness implies letting go, excusing someone or making a conscious decision to not get angry with someone who has harmed or upset you. Continue reading “Creativity requires a focus on forgiveness and learning from mistakes rather than blame”

Creative leadership and why curiosity need not kill the cat

Leadership and conditions for Creativity

This week I have been developing a workshop around creative problem solving as well as marking assignments for the MBA programme Creativity, Innovation and Change (Open University Business School.)

A set of concepts that I particularly like are the conditions that encourage and discourage creativity, developed by James Adams (1987). Continue reading “Creative leadership and why curiosity need not kill the cat”

A paradox in France between the concept of democracy and power to the people and the hierarchical management style that so typifies French industry.

Last week was Bastille Day in France and as I listened several times to the words of the Marsaillaise it struck me that there is a real paradox in France between the concept of democracy and power to the people which somehow these words represent and the hierarchical management style that so typifies French industry. Continue reading “A paradox in France between the concept of democracy and power to the people and the hierarchical management style that so typifies French industry.”

Innovation is more about attitude and culture than technology

The Economist recently (June 12th -18th) included an article written by Dean Kamen, the inventor of the Segway. Something that he said resonated with me – that is that ‘Technology is easy to develop, developing a new attitude, moving the culture from one mental model to another, that’s the difficulty’. Continue reading “Innovation is more about attitude and culture than technology”