Chapter 3: Creative Leaders and Creative Organisations

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Chapter 3 Creative Leaders and Creative
Organisations
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Creative Leaders and Creative Organisations

• I. Cognition and Tacit Knowledge
• II. The Power of the Brain
• III. Unconscious Information Processing
• IV. Intuitive Management
• V. Mind-sets
• VI. Self-fulfilling Prophecies
• VII. Creative Leaders in Organisational Theories
• VIII. Creative Teams and Creative Organisations

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I. Cognition and Tacit Knowledge

• Logic, precision, and evidence Vs intuition,
  apprehension, and tacit.
• Biologically the brain comprises around a hundred
  billion neurons.
• Different cells are responsible for capturing
  different features of an image.
• Different parts of the brain are involved with
  particular types of memory.
• Peoples recollection of past events does indeed
  change as the years go by.

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III. Unconscious Information Processing

• Unconsciousness processes information, learns,
  and make decisions often without our knowledge.
• Subliminal perception
• Unconscious rather than the conscious mind that
  does most of our thinking, learning, decision
  making, and problem solving

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IV. Intuitive Management

• Managers spend remarkably little time planning,
  and stress the part played by intuitive rather
  rational thought processes
• Formal planning vs informal managing
• Soft data like feelings and impressions to make
  strategic judgments and rarely mentioned using
  explicit analysis

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Intuitive Management .

• Managers use intuition in at least five different
  ways
• 1)     to sense when a problem exists
• 2)     to perform well-learnt patterns rapidly
• 3)     to synthesize isolated data
• 4)     to use gut feeling to check results
  arrived at rationally and
• 5)     to by-pass in-depth analysis.

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  V. Mind-sets

• We select those things that interest us that fit
  in with our world -view
• The mind is set to find and create meaning
  everywhere and anywhere
• we also tend to simplify complexity and make the
  inconsistent coherent.
• Mind-sets are conditioned by our values and past
  experiences.

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VI. Self-fulfilling Prophecies

• Performance is bound up with expectation
• Reframe unconstructive beliefs into something
  more positive and constructive.
• Yes and mentality rather than a yes but one

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VII. Creative Leaders in Organisational Theories

• Creative managers role is to attend to the
  social needs of the group, ensuring a suitably
  open atmosphere to nurture and sustain the new
  approach
• Self-sustaining company

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Skills of Creative Managers

• 1)     Reading the environment
• 2)     Proactivity
• 3)     Visionary leadership
• 4)     Human resource management
• 5)     Remote management skills
• 6)     Using IT to transform
• 7)     Managing complexity
• 8)     Contextual Competencies

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Goleman (1998) EQ

• Components
• Self-awareness
• Self-regulation
• Motivation
• Empathy
• Social skill

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VIII. Creative Teams and Creative Organisations

• Henry (2001) Creative organisation
• Characteristics
• Open climate
• Empowered staff
• Flexible structure
• Integrated procedures
• Knowledge-sharing systems
• External partnerships

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Ekvall (1991, 1997)

• Dimension
• Challenge
• Freedom
• Liveliness
• Openness
• Idea time
• Mood
• Conflicts
• Support
• Debates 
• Risk-taking
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Change Approaches

• Radical
• Re-engineering
• Self-organisation
• Incremental
• Quality improvement
• Learning organisation