Tag: problem solving

Traditional Versus Creative Leadership

“The role of a creative leader is not to have all the ideas; it’s to create a culture where everyone can have ideas and feel that they’re valued. So it’s much more about creating climates. I think it’s a big shift for a lot of people.”
– Sir Ken Robinson

traditional vs creative leadershiptable: John Maeda and Becky Bermont/Redesigning Leadership

A creative leader is able to bring out the creativity of other people. It is the opposite of “do as I say, not as I do” leadership. More than other types of leadership, this is really about cultivating an organizational culture that supports and values creative thinking and problem-solving.

A survey of over 1,500 CEOs, conducted by IBM found that creativity is the most important leadership quality. Flexible, open-minded leaders rely on creative problem-solving at some level every day.

According to Sanjay Dalal, CEO & founder of the website Ogoing, the top three characteristics and traits of creative leaders are:

“1. Great at generating many ideas – innovative, game changing and even commonplace.
2. Always looking to experiment with good ideas. Sometimes, trying out a few times.
3. Unwavering belief in their creativity and innovation, coupled with originality in thinking.”
See more at http://creativityandinnovation.blogspot.com/2007/01/top-ten-creative-leadership-traits.html

Creative leadership isn’t just about generating novel ideas or approaches; it actually changes systems. Travis N. Turner notes that, “creative leaders tend to pursue revolutionary strategies (that reinvent the system) rather than the incremental strategies (that improve the existing system).” For this reason I believe that it is more than a fad, or a “flavor of the month.”

Strategic thinking is inherently creative thinking. Leaders are continuously imagining how events will unfold. They are developing contingencies based on the reality that things are not always predictable.

An article by consultant Charles Day, in Fast Company magazine listed the “four weapons of exceptional creative leaders.” You can see how his list includes a number of ideas we have explored already. Day’s list includes:

  • Context – Context is built from the future back, based on the best current information. Understanding context requires both knowledge and imagination.
  • Clearly Defined Values – Shared values are the heart of an organization’s culture. Creative leaders realize that this arises from conversation and discovery, and not from orders or memos.
  • Trust – Eric Hoffer said, “Someone who thinks the world is always cheating him is right. He is missing that wonderful feeling of trust in someone or something.” Be creative. Imagine how you are going to establish and maintain trust among your stakeholders.
  • Momentum – According to Day, “Innovation is the consequence of exploration. And you can’t explore while standing still.” Nowhere is creativity more important than in creating and maintaining momentum.

There is much more to say about this (design, process, developing creativity skills, . . .), so more on this topic later.

Problem Solving Versus Appreciative Inquiry

“The only irreplaceable capital an organization possesses is the knowledge and ability of its people. The productivity of that capital depends on how effectively people share their competence with those who can use it.”
— Andrew Carnegie

The development of the practice of appreciative inquiry (AI) traces back to David Cooperrider and Suresh Srivastva in the late 1980s. They felt that problem solving was often limited by focusing only on what isn’t working, and not on further developing what was working well. (Visit the Appreciative Inquiry Commons at Case Western University). The book, A Positive Revolution in Change: Appreciative Inquiry by Cooperrider and Diana Whitney, puts it this way:

Appreciative Inquiry is about the coevolutionary search for the best in people, their organizations, and the relevant world around them. In its broadest focus, it involves systematic discovery of what gives “life” to a living system when it is most alive, most effective, and most constructively capable in economic, ecological, and human terms.

If you have had any introduction to AI, you have probably seen the table below. I have yet to track down the original source of the table. If anyone knows please post in the comments section.

problem solving vs AIYou might look at this table and say, “that’s just semantics – appreciative inquiry is solving problems, right?” The difference, however, lies in AI’s capacity-centered approach, and its deep belief in human potential. Yes, AI solves problems, but it is deliberately constructive in its focus on keeping those same problems from reoccurring.

I plan on posting a number of ideas related to Asset-Based Community Development (ABCD), an approach which uses approaches like AI to mobilize communities. More on AI when we explore the concepts of ABCD.