073b2decision making and creativity
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Decision Making is a conscious process of making choices among one or morealternatives with the intention of moving
toward some desired state of affairs.
A decision represents a judgement; a final
resolution of a conflict of needs, means or goals; a commitment to action made inface of uncertainty and complexity.
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F eatures of Decision Making
Decision making implies that there are variousalternatives and the more desirable alternativesis chosen to solve the problem
It may be completely rational but may be judgemental and emotional.
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T he ³Rational´ Decision Making Model
1. Identify problems or opportunity 2. Choose the best decision style
3. Develop alternative solutions 4. Choose the best solution 5. Implement the selected alternative
6. Evaluate decision outcomes
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Decision Style P rogrammed and Non P rogrammed Decision
Programmed decision : routine decisions whereby
decision makers can follow standard operatingprocedures to select the preferred solution without theneed to identify or evaluate alternative choices.
Non Programmed Decision : are relevant for solving
unique and unusual problems in which variousalternatives cannot be decided in advance
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Six T hinking Hats
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Six T hinking Hats
T here are six different imaginary hats thatyou can put on or take off. Each hat is a
different colour and represents a differentstyle of thinking. W hen we change hats, we change our thinking.
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Six colors of hats for six types of thinking ± Each hat identifies a type of thinking
± Hats are directions of thinkingHats help a group use parallel thinking ± You can ³put on´ and ³take off´ a hat
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U ses for Six Hats
P roblem solvingStrategic planningRunning meetings
Much more
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Six colors«
W hite : neutral, objectiveRed : emotional, angry
Black : serious, somber Yellow : sunny, positive
G reen : growth, fertility
Blue : cool, sky above
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B enefits of Six Thinking Hatallows you to say things without risk;generates understanding that there are multipleperspectives on an issue;is a convenient mechanism for ³switching gears´;focuses thinking;leads to more creative thinking;improves communication; andimproves decision making.
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Creative P rocess Model
Preparation
Incubation
Insight
Verification
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Characteristics of CreativeP
eople Above average intelligence
P ersistence
Relevant knowledge and experience
Inventive thinking
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Supporting Creativity
Learning orientation ± Encourage experimentation
±T
olerate mistakes Intrinsically motivating work
± T ask significance, autonomy, feedback O
pen communication and sufficientresources
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Creative A ctivities
ReviewReviewabandonedabandonedprojectsprojects
Ask other A sk other peoplepeople
R edefineR edefinethe Problemthe Problem
Diverse teamsDiverse teams
InformationInformationsessionssessions
InternalInternal
tradeshowstradeshows
CrossCross- -PollinationPollination
StorytellingStorytelling
Artistic A rtisticactivitiesactivities
MorphologicalMorphological
analysisanalysis
AssociativeAssociativePlayPlay
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Below are nine dots arranged in a set of three rows. Y our challenge is to drawfour straight lines which go through themiddle of all of the dots without takingthe marker off the pad
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L essons to be learned from this puzzleL ook beyond the current definition of the problem.
Analyze the definition to find out what is allowed and what is not. Are there any real rules to the problem anyway? (especially valid in human-related
problems where there are only perceptions, not physical rules) Look for other definitions of problems.
Do not accept other people's definitions of problems. T hey may be either wrong or biased.
If a problem definition is wrong, no number of solutions will solve the real problem.Investigate the boundaries
W hat are the boundaries into which the solution must fit? Are the boundaries your own perceptions, or reality? W hat are the possibilities if you push the boundaries? W hat are the benefits of small boundary changes?
Hard work is not the solutionRepeating the same wrong process again and again with more vigour does not work.You can be very close to a solution while not getting any closer to it.T hought is the solution, physical hard work will not work.
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1. In a street there are five houses, painted five different colours.2 . In each house lives a person of different nationality3 . T hese five homeowners each drink a different kind of beverage, smokedifferent brand of cigar and keep a different pet.
T HE Q U ES T IO N: W HO OW NS T HE F ISH?
HINT S
1 . T he B rit lives in a red house.2 . T he Swede keeps dogs as pets.3
.T
he Dane drinks tea.4 . T he G reen house is next to, and on the left of the W hite house.5 . T he owner of the G reen house drinks coffee.6 . T he person who smokes P all Mall rears birds.7. T he owner of the Yellow house smokes Dunhill.8. T he man living in the centre house drinks milk.9. T he Norwegian lives in the first house.10 . T he man who smokes B lends lives next to the one who keeps cats.11 . T he man who keeps horses lives next to the man who smokes Dunhill.12 . T he man who smokes B lue Master drinks beer.13 . T he G erman smokes P rince.14 . T he Norwegian lives next to the blue house.15 . T he man who smokes B lends has a neighbor who drinks water.
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T he G erman owns the fish.
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W hat are T eams?
G roups of two or more people
Exist to fulfill a purpose
Interdependent -- interact and influence eachother
Mutually accountable for achieving commongoals
P erceive themselves as a social entity
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G roups versus T eams
All teams are groups
Some groups are just peopleassembled together
T eams have task interdependencewhereas some groups do not (e.g.,group of employees enjoying lunchtogether)
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Many T ypes of T eams
Departmental teams
P roduction/service/leadership teams
Self-directed teams
Advisory teams
Skunkworks
Task force (project)teams
Virtual teams
Communities of practice
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W hy Rely on T eams
Compared with individuals working alone,teams tend to :
± Make better decisions ± Make better products and services due to
more knowledge and expertise ± Increase employee engagement
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W hy Informal G roups Exist
1 . Innate drive to bond2 . Social identity
± W e define ourselves by group memberships3 . G oal accomplishment4 . Emotional support
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T eam Effectiveness
F ulfills objectives assigned to the team
F ulfills satisfaction and well-being of team
membersMaintains team¶s survival
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T eam Effectiveness Model
Task characteristics
Team sizeTeam composition
Team Design
Achieveorganizationalgoals
Satisfy member needs
Maintain teamsurvival
TeamEffectiveness
Team developmentTeam normsTeam rolesTeam cohesiveness
Team ProcessesTeam Processes
Organizational andTeam Environment
Reward systems
Communicationsystems
P hysical space
O rganizationalenvironment
O rganizationalstructure
O rganizationalleadership
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T eam¶s T ask and Size
T ask characteristics ± B etter when tasks are clear, easy to
implement
± Share common inputs, processes, or outcomes
± T ask interdependenceT eam size ± Smaller teams are better ± B ut large enough to accomplish task
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Levels of T ask Interdependence
SequentialSequential
P ooledP ooled
ReciprocalReciprocal
ResourceResource
A A BB CC
A A BB CC
A A
BB CC
High
L ow
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T eam Composition
1 . Motivation ± T o perform task
± T o work cooperatively the team
2 . Competencies ± Skills and knowledge to perform the task
± A bility to work effectively with each other
3 . Homogeneous or heterogeneous, dependingon task requirements
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Less conflictLess conflict
F aster teamF aster teamdevelopmentdevelopment
P erforms better onP erforms better on
cooperative taskscooperative tasks Better coordinationB etter coordination
High satisfaction of High satisfaction of
team membersteam members
More conflictMore conflict
Longer teamLonger teamdevelopmentdevelopment
P erforms better onP erforms better on
complex problemscomplex problems
More creativeMore creative
Better representationB etter representation
outside the teamoutside the team
Homogeneous TeamsHomogeneous Teams HeterogeneousHeterogeneousTeamsTeams
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Stages of T eam Development
Existing teamsmight regressback to anearlier stage of development
F ormingF orming
StormingStorming
NormingNorming
P erforming
A djourning A djourning
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T eam Norms
Informal rules and expectations teamestablishes to regulate member behaviors
Norms develop through :
± Initial team experiences
± Critical events in team¶s history
± Experience/values members bring to the team
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Changing T eam Norms
Introduce norms when forming teams
Select members with preferred norms
Discuss counter-productive norms
Reward behaviors representing desired
normsDisband teams with dysfunctional norms
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T eam Roles
Role -- set of behaviors people are expected toperform in certain positions ± F ormally assigned or informally acquired based on
personality preferences Belbin¶s T eam Role Model
± Nine team roles -- all needed for optimal teamperformance
± P eople choose preferred role based on their personality
± Some roles more important at particular stages
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T eam Cohesiveness
T he degree of attraction people feeltoward the team and their motivation toremain membersCalculative -- members believe the teamwill fulfill goals and needsEmotional -- team is part of person¶s socialidentity
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Influences on T eamCohesiveness
IncreasingIncreasingTeamTeam
CohesivenessCohesiveness
Member Member SimilaritySimilarity
TeamTeamSizeSize
Member Member InteractionInteraction
SomewhatSomewhatDifficult EntryDifficult Entry
TeamSuccess
ExternalExternalChallengesChallenges
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T eam Cohesiveness O utcomes
1 . W ant to remain members
2 . W illing to share information
3 . Strong interpersonal bonds
4 . Resolve conflict effectively
5 . B etter interpersonal relationships
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T he T rouble W ith T eams
Individuals better/faster on some tasks
P rocess losses - cost of developing and
maintaining teamsCompanies don¶t support best workenvironment for team dynamics
Social loafing
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How to Minimize Social Loafing
Make individual performance more visible ± F orm smaller teams ± Specialize tasks ± Measure individual performance
Increase employee motivation ± Increase job enrichment ± Select motivated employees