Taking Tough Decisions: A Creative Leadership Approach Tudor Rickards Emeritus Professor Creativity and Management of Change, Manchester Business School.

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Presentation transcript:

Taking Tough Decisions: A Creative Leadership Approach Tudor Rickards Emeritus Professor Creativity and Management of Change, Manchester Business School Rebecca Baron Associate 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 Focus Taking tough decisions in practice Issues Map-reading, testing and making Understanding and dealing with dilemmas Creative leadership Dilemmas The limits of prior knowledge and assumptions Suspicions 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 your journeys 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 skill By applying the principles of map-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 dilemmas Tough 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]

References Dilemmas of leadership: The Manchester Method: Monograph-ebook/dp/B00V4WB1VK Regular updates on leadership: Power point on creative leadership: e-leadership-is-linked-to-team-effectiveness/