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Chapter 10

Problem Solving & Creativity. Chapter 10. Convergence Doubting Contraction. Divergence Believing Expansion. Green / Red Modes. Problem Solving as a Dialectic Process. Situation Analysis. Problem Analysis. Solution Analysis. Implementation Analysis. Valuing. Information Gathering.

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Chapter 10

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  1. Problem Solving & Creativity Chapter 10

  2. Convergence Doubting Contraction Divergence Believing Expansion Green/Red Modes

  3. Problem Solving as a Dialectic Process Situation Analysis Problem Analysis Solution Analysis Implementation Analysis Valuing Information Gathering Participation Idea Getting Problem as Given Problem Chosen Problem Defined Solution Chosen Priority Setting Problem Definition Decision Making Planning Leader Detective Inventor Coordinator Expansion: Green Mode Mind-set Solution Implemented Contraction: Red Mode Mind-set Managerial Role

  4. The Learning Model and the Problem-Solving Process

  5. Illumination Stages in the Creative Process Preparation Verification Incubation

  6. Persistent Self-confident Independent Attracted to complexity Tolerant of ambiguity Intuitive Risk takers Creative People Are

  7. Have broad interests Have high energy Are concerned with achievement Love their work Creative People

  8. Extrinsic motivation Focus on external evaluation of one’s work Being under surveillance Competing with peers in win-lose situations Limits dictated by superiors Creativity Killers

  9. 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

  10. Put the Company’s Whole Brain to Work Understand yourself Forget the Golden Rule Create “whole-brained” teams Look for the Ugly Duckling Manage the creative process Depersonalize conflict

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