chapter 10. green/red modes convergence doubting contraction divergence believing expansion
DESCRIPTION
Solution Implemented Managerial Role Expansion: Green Mode Mind-set Contraction: Red Mode Mind-set Valuing Information Gathering Idea Getting Participation Priority Setting Problem Definition Decision Making Planning Problem as Given Problem Chosen Problem Defined Solution Chosen LeaderDetectiveInventorCoordinator Solution Analysis Problem Analysis Situation Analysis Implementation Analysis Problem Solving as a Dialectic ProcessTRANSCRIPT
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Chapter 10
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Green/Red Modes
• Convergence
• Doubting
• Contraction
•Divergence
•Believing
• Expansion
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Solution Implemented
Managerial Role
Expansion: Green Mode
Mind-set
Contraction: Red ModeMind-set
Valuing InformationGathering Idea Getting Participation
Priority Setting
Problem Definition
Decision Making
Planning
Problem as Given
Problem Chosen
Problem Defined
Solution Chosen
Leader Detective Inventor Coordinator
Solution Analysis
Problem Analysis
Situation Analysis
Implementation Analysis
Problem Solving as a Dialectic Process
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The Learning Model and the Problem-Solving Process
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Stages in the Creative ProcessPreparation
IncubationVerification
Illumination
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Creative People Are
PersistentSelf-confidentIndependent
Attracted to complexityTolerant of ambiguityIntuitiveRisk takers
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Creative People
Have broad interests
Have high energy
Are concerned with achievement
Love their work
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Creativity Killers•Extrinsic motivation•Focus on external
evaluation of one’s work•Being under surveillance•Competing with peers in
win-lose situations•Limits dictated by superiors
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Creative Organizations•Set innovation goals•Recognize and reward creativity •Encourage autonomy and risk taking •Have supportive peers and supervisors •Have leaders who do not overcontrol •Promote internal diversity•Promote interaction
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Put the Company’s Whole Brain to Work
Depersonalize conflict
Manage the creative process
Look for the Ugly Duckling
Create “whole-brained” teams
Forget the Golden Rule
Understand yourself