Creative Leadership
Skills That Drive Change
1st Edition
Published on 2. November 2006
Book
Hardback
328 pages
978-1-4129-1379-9 (ISBN)
Description
Creative thinking is a core competence for change leaders, and research has shown that creative thinking can be enhanced through creative problem solving principles and procedures. This book taps into the more than 50 years of creative problem solving research and application as a powerful means for developing creative change leaders.
More details
Language
English
Place of publication
Thousand Oaks
United States
Target group
College/higher education
Product notice
Cloth over boards
Dimensions
Height: 229 mm
Width: 152 mm
Weight
567 gr
ISBN-13
978-1-4129-1379-9 (9781412913799)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Persons
Gerard J. Puccio is the Department Chair and Professor in the Department for Creativity and Change Leadership, SUNY-Buffalo State.
Dr. Puccio has written more than 60 articles, chapters and books. His most recent book titled Organizational Creativity and Innovation: A Personal Journey for Innovators and Entrepreneurs (2018 by Sage Press), highlights the crucial role creativity plays in an economy driven by innovation. Prior to this publication, Dr. Puccio co-authored The Innovative Team, published by Jossey-Bass, a fable about a team that was able to apply proven creative-thinking tools to turn around a dysfunctional and unproductive situation.
Dr. Puccio is an accomplished speaker and consultant; he has worked with major corporations, universities, and numerous school districts. Some of his recent clients include the BBC, Fisher-Price Brands, Blue Cross and Blue Shield, Kraft Foods, The Smithsonian Institution, BNP Paribas, Rubbermaid, Coca-Cola, and the Fashion Institute of Technology. He has delivered creativity workshops and presentations across the United States and in more than 20 different countries.
In 2013 Dr. Puccio was selected by the Teaching Company as one of America's Great Lecturers and as such was invited to design and deliver a course comprised of twenty-four 30-minute video sessions. This "Great Course," titled The Creative Thinker's Toolkit, was released in January 2014. Dr. Puccio was also a featured speaker at a TEDx event held in New York City in December of 2012.
Gerard holds a Ph.D. in organizational psychology from the University of Manchester, England.
Mary C. Murdock was an Associate Professor and graduate faculty member at the International Center for Studies in Creativity, Buffalo State College, Buffalo, NY, where she taught graduate courses and supervised master's work. Through her career, Dr. Murdock was involved in international work, including work as a guest lecturer on qualitative research in the Cognitive Psychology Unit of the University of Bergen and in teaching Creative Problem Solving courses at international schools in five countries (Colombia, Dominican Republic, Tanzania, China, Malaysia). Her publications included two texts: Creative Problem Solving and Role Playing, co-authored with E. Paul Torrance and Creativity Assessment: Readings and Resources with Gerard Puccio. She was also a co-editor along with Center colleagues, of Understanding and Recognizing Creativity: The Emergence of a Discipline and Nurturing and Developing Creativity: The Emergence of a Discipline.
Mary held a BA in English from the University of North Carolina at Greensboro, an M.Ed. in Gifted Education and a doctorate in Educational Psychology from the University of Georgia.
Marie Mance is Director of Leadership Development at Buffalo State College and an adjunct faculty member at the International Center for Studies in Creativity, teaching in the undergraduate and graduate programs. She holds an M.S. in Creativity and M.Ed. in Counseling/Student Personnel. She has traveled internationally to present creativity and creative problem solving courses and workshops in Nigeria, Singapore and South Africa. She has also designed and delivered workshops in creativity, strategic planning and other change initiatives for a number of organizations in the public and private sector. Currently she is developing and presenting leadership programs for faculty, staff and students at Buffalo State with creativity as a core component. Marie also coaches in the leadership program and has completed training at the Coaches Training Institute. She is pursuing certification to become a Certified Professional Co-Active Coach. She is President of the Niagara Frontier chapter of ASTD (American Society for Training and Development) and a Colleague of the Creative Education Foundation.
Dr. Puccio has written more than 60 articles, chapters and books. His most recent book titled Organizational Creativity and Innovation: A Personal Journey for Innovators and Entrepreneurs (2018 by Sage Press), highlights the crucial role creativity plays in an economy driven by innovation. Prior to this publication, Dr. Puccio co-authored The Innovative Team, published by Jossey-Bass, a fable about a team that was able to apply proven creative-thinking tools to turn around a dysfunctional and unproductive situation.
Dr. Puccio is an accomplished speaker and consultant; he has worked with major corporations, universities, and numerous school districts. Some of his recent clients include the BBC, Fisher-Price Brands, Blue Cross and Blue Shield, Kraft Foods, The Smithsonian Institution, BNP Paribas, Rubbermaid, Coca-Cola, and the Fashion Institute of Technology. He has delivered creativity workshops and presentations across the United States and in more than 20 different countries.
In 2013 Dr. Puccio was selected by the Teaching Company as one of America's Great Lecturers and as such was invited to design and deliver a course comprised of twenty-four 30-minute video sessions. This "Great Course," titled The Creative Thinker's Toolkit, was released in January 2014. Dr. Puccio was also a featured speaker at a TEDx event held in New York City in December of 2012.
Gerard holds a Ph.D. in organizational psychology from the University of Manchester, England.
Mary C. Murdock was an Associate Professor and graduate faculty member at the International Center for Studies in Creativity, Buffalo State College, Buffalo, NY, where she taught graduate courses and supervised master's work. Through her career, Dr. Murdock was involved in international work, including work as a guest lecturer on qualitative research in the Cognitive Psychology Unit of the University of Bergen and in teaching Creative Problem Solving courses at international schools in five countries (Colombia, Dominican Republic, Tanzania, China, Malaysia). Her publications included two texts: Creative Problem Solving and Role Playing, co-authored with E. Paul Torrance and Creativity Assessment: Readings and Resources with Gerard Puccio. She was also a co-editor along with Center colleagues, of Understanding and Recognizing Creativity: The Emergence of a Discipline and Nurturing and Developing Creativity: The Emergence of a Discipline.
Mary held a BA in English from the University of North Carolina at Greensboro, an M.Ed. in Gifted Education and a doctorate in Educational Psychology from the University of Georgia.
Marie Mance is Director of Leadership Development at Buffalo State College and an adjunct faculty member at the International Center for Studies in Creativity, teaching in the undergraduate and graduate programs. She holds an M.S. in Creativity and M.Ed. in Counseling/Student Personnel. She has traveled internationally to present creativity and creative problem solving courses and workshops in Nigeria, Singapore and South Africa. She has also designed and delivered workshops in creativity, strategic planning and other change initiatives for a number of organizations in the public and private sector. Currently she is developing and presenting leadership programs for faculty, staff and students at Buffalo State with creativity as a core component. Marie also coaches in the leadership program and has completed training at the Coaches Training Institute. She is pursuing certification to become a Certified Professional Co-Active Coach. She is President of the Niagara Frontier chapter of ASTD (American Society for Training and Development) and a Colleague of the Creative Education Foundation.
Content
Acknowledgments
Introduction
Who Should Read This Book?
How This Book Is Different: Taking a Creative Approach to Leadership
Part I Foundational Principles for Leaders
One. Change, Leadership, and Creativity: The Powerful Connection
Chapter at a Glance
Creative Change: It's Not Changing the Baby
The Leadership-Creativity Link
Creativity: The Necessary Fuel for Change
Applying What You've Learned
Two. Creative Problem Solving: Background and Introduction to the Thinking Skills Model
Chapter at a Glance
Getting to Know Creative Problem Solving: Going for the Gold
Creative Problem Solving: Some Basic Terms
Using Creative Problem Solving: How to, When to
Creative Problem Solving: Introducing the Think Skills Model--A Process Map for Finding Your Way to the Gold
Dynamic Balance: The Heart of the Creative Problem Solving Process
Divergent thinking Skills: Fluency, Flexibility, Elaboration, and Originality
Convergent Thinking Skills: Envision and Evaluate
Applying What You've LEarned
Three. Identifying Complex Thinking Skills Associated with the Creative Problem Solving Model
Chapter at a Glance
Creative Thinking Skills for Leaders
Complex Thinking for Complex Problems: The Creative Problem Solving Model as a Macro Process
A Closer Look at the Cognitive and Affective Skills in Creative Problem Solving
Applying What You've Learned
Four. Transforming Your Thinking: Principles for Divergence and Convergence
Chapter at a Glance
Diverge and Converge: It's About Thinking and Behaving
Principles for Divergent Thinking
Principles for Convergent Thinking
Allow for Incubation: The Wildcard Principle
Applying What You've Learned
Part II: Thinking Tools for Leaders
Five. Assessing the Situation: Tools for Diagnostic Thinking
Chapter at a Glance
Diagnostic hinking in Leadership: Gathering and Using Data to Make Informed Decisions
The Nature and Purpose of Assessing the Situation
Executing Each Step of the Creative Problem Solving Process: A Word About Tools
Divergent Thinking Tools for Assessing the Situation
Convergent Thinking Tools for Assessing the Situation
Getting Around in the Creative Problem Solving Process: Metacognitive Tools for Determining Next Steps
Applying What You've Learned
Six. Exploring the Vision: Tools for Visionary Thinking
Chapter at a Glance
Visionary Thinking in Leadership
The Nature and Purpose of Exploring the Vision
Devergent Thinking tools for Exploring the Vision
Convergent Thinking Tools for Exploring the Vision
What's Next in the Creative Problem Solving Process?
Applying What You've Learned
Seven. Formulating Challenges: Tools for Strategic Thinking
Chapter at a Glance
Strategic Thinking in Leadership
The Nature and Purpose of Formulating Challenges
Divergent Thinking Tools for Formulating Challenges
Convergent Thinking Tools for Formulating Challenges
What's Next in the Creative Problem Solving Process?
Applying What You've Learned
Eight. Exploring Ideas: Tools for Ideational Thinking
Chapter at a Glance
Ideational Thinking in Leadership
The Nature and Purpose of Exploring Ideas
Divergent Thinking Tools for Exploring Ideas
Convergent Thinking Tools for Exploring Ideas
What's Next in the Creative Problem Solving Process?
Applying What You've Learned
Nine. Formulating Solutions: Tools for Evaluative Thinking
Chapter at a Glance
Evaluative Thinking in Leadership
The Nature and Purpose of Formulating Solutions
Divergence and Convergence in Formulating Solutions: It's a Brand New Game
What's Next in the Creative Problem Solving Process?
Applying What You've Learned
Ten. Exploring Acceptance: Tools for Contextual Thinking
Chapter at a Glance
Contextual Thinking in Leadership
The Nature and Purpose of Exploring Acceptance
Divergent Thinking tools for Exploring Acceptance
Convergent Thinking tools for Exploring Acceptance
What's Next in the Creative Problem Solving Process?
Applying What You've Learned
Eleven. Formulating a Plan: Tools for Tactical Thinking
Chapter at a Glance
Tactical Thinking in Leadership
The Nature and Purpose of Formulating a Plan
Divergent Thinking Tools for Formulating a Plan
Convergent Thinking Tools for Formulating a Plan
What's Next in the Creative Problem Solving Process?
Applying What You've Learned
Part III: Additional Factors that Influence Leaders
Twelve. Psychological Diversity: Leading People with Different Creativity Styles
Chapter at a Glance
Psychological Diversity and Leadership Effectiveness
Kirton Adaptor-Innovator Theory: Two Distinct and Valuable Approaches to Creativity and Change
FourSight: Understanding How People Engage in the Creative Process
Applying What You've Learned
Thirteen. Building a Climate for Creativity: How Leadership Sets the Tone
Chapter at a Glance
Introduction: Some Basics About Climate
The Leadership-Climate Connection
Creative Climate in Organizations: What to Look for
Final Thoughts for Leaders
Applying What You've Learned
Conclusion
Developing Creativity for Leadership
Where to Begin?
A Model for Developing Creativity in Leadership
Where Do You Go From Here?
Some Closing Thoughts
Case Studies
Becoming a Creative Change LEader
Internalizing Creativity in an Organization
Creative Climate
References
Name Index
Subject Index
About the Authors
Introduction
Who Should Read This Book?
How This Book Is Different: Taking a Creative Approach to Leadership
Part I Foundational Principles for Leaders
One. Change, Leadership, and Creativity: The Powerful Connection
Chapter at a Glance
Creative Change: It's Not Changing the Baby
The Leadership-Creativity Link
Creativity: The Necessary Fuel for Change
Applying What You've Learned
Two. Creative Problem Solving: Background and Introduction to the Thinking Skills Model
Chapter at a Glance
Getting to Know Creative Problem Solving: Going for the Gold
Creative Problem Solving: Some Basic Terms
Using Creative Problem Solving: How to, When to
Creative Problem Solving: Introducing the Think Skills Model--A Process Map for Finding Your Way to the Gold
Dynamic Balance: The Heart of the Creative Problem Solving Process
Divergent thinking Skills: Fluency, Flexibility, Elaboration, and Originality
Convergent Thinking Skills: Envision and Evaluate
Applying What You've LEarned
Three. Identifying Complex Thinking Skills Associated with the Creative Problem Solving Model
Chapter at a Glance
Creative Thinking Skills for Leaders
Complex Thinking for Complex Problems: The Creative Problem Solving Model as a Macro Process
A Closer Look at the Cognitive and Affective Skills in Creative Problem Solving
Applying What You've Learned
Four. Transforming Your Thinking: Principles for Divergence and Convergence
Chapter at a Glance
Diverge and Converge: It's About Thinking and Behaving
Principles for Divergent Thinking
Principles for Convergent Thinking
Allow for Incubation: The Wildcard Principle
Applying What You've Learned
Part II: Thinking Tools for Leaders
Five. Assessing the Situation: Tools for Diagnostic Thinking
Chapter at a Glance
Diagnostic hinking in Leadership: Gathering and Using Data to Make Informed Decisions
The Nature and Purpose of Assessing the Situation
Executing Each Step of the Creative Problem Solving Process: A Word About Tools
Divergent Thinking Tools for Assessing the Situation
Convergent Thinking Tools for Assessing the Situation
Getting Around in the Creative Problem Solving Process: Metacognitive Tools for Determining Next Steps
Applying What You've Learned
Six. Exploring the Vision: Tools for Visionary Thinking
Chapter at a Glance
Visionary Thinking in Leadership
The Nature and Purpose of Exploring the Vision
Devergent Thinking tools for Exploring the Vision
Convergent Thinking Tools for Exploring the Vision
What's Next in the Creative Problem Solving Process?
Applying What You've Learned
Seven. Formulating Challenges: Tools for Strategic Thinking
Chapter at a Glance
Strategic Thinking in Leadership
The Nature and Purpose of Formulating Challenges
Divergent Thinking Tools for Formulating Challenges
Convergent Thinking Tools for Formulating Challenges
What's Next in the Creative Problem Solving Process?
Applying What You've Learned
Eight. Exploring Ideas: Tools for Ideational Thinking
Chapter at a Glance
Ideational Thinking in Leadership
The Nature and Purpose of Exploring Ideas
Divergent Thinking Tools for Exploring Ideas
Convergent Thinking Tools for Exploring Ideas
What's Next in the Creative Problem Solving Process?
Applying What You've Learned
Nine. Formulating Solutions: Tools for Evaluative Thinking
Chapter at a Glance
Evaluative Thinking in Leadership
The Nature and Purpose of Formulating Solutions
Divergence and Convergence in Formulating Solutions: It's a Brand New Game
What's Next in the Creative Problem Solving Process?
Applying What You've Learned
Ten. Exploring Acceptance: Tools for Contextual Thinking
Chapter at a Glance
Contextual Thinking in Leadership
The Nature and Purpose of Exploring Acceptance
Divergent Thinking tools for Exploring Acceptance
Convergent Thinking tools for Exploring Acceptance
What's Next in the Creative Problem Solving Process?
Applying What You've Learned
Eleven. Formulating a Plan: Tools for Tactical Thinking
Chapter at a Glance
Tactical Thinking in Leadership
The Nature and Purpose of Formulating a Plan
Divergent Thinking Tools for Formulating a Plan
Convergent Thinking Tools for Formulating a Plan
What's Next in the Creative Problem Solving Process?
Applying What You've Learned
Part III: Additional Factors that Influence Leaders
Twelve. Psychological Diversity: Leading People with Different Creativity Styles
Chapter at a Glance
Psychological Diversity and Leadership Effectiveness
Kirton Adaptor-Innovator Theory: Two Distinct and Valuable Approaches to Creativity and Change
FourSight: Understanding How People Engage in the Creative Process
Applying What You've Learned
Thirteen. Building a Climate for Creativity: How Leadership Sets the Tone
Chapter at a Glance
Introduction: Some Basics About Climate
The Leadership-Climate Connection
Creative Climate in Organizations: What to Look for
Final Thoughts for Leaders
Applying What You've Learned
Conclusion
Developing Creativity for Leadership
Where to Begin?
A Model for Developing Creativity in Leadership
Where Do You Go From Here?
Some Closing Thoughts
Case Studies
Becoming a Creative Change LEader
Internalizing Creativity in an Organization
Creative Climate
References
Name Index
Subject Index
About the Authors