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

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’

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

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

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

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.

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

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 …

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

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

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!’

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]

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/