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LEADERSHIP IILEADERSHIP II
Managing multiple roles for the CO Creativity Enhancing your personal power base Ethics
Section 2 ObjectivesSection 2 Objectives
Define creativity and innovation Identify importance of creativity &
innovation in the fire service Analyze the elements of creativity Identify the 5 steps of the creative process
OBJECTIVESOBJECTIVES
Evaluate personal blocks to creativity Identify ways of fostering creativity in
subordinates Identify effective techniques for selling new
ideas Develop strategies to enhance creative
leadership traits
OVERVIEWOVERVIEW
What is creativity? What is innovation? Why are they important? Elements of creativity The creative process
OVERVIEWOVERVIEW
Creativity blocks Fostering creativity in subordinates Selling your ideas to top management Self-assessment & personal
improvement strategies
WHAT IS CREATIVITY?
WHAT IS INNOVATION?
WHAT IS CREATIVITY?
WHAT IS INNOVATION?
WRITE YOUR DEFINITION FOR EACH
DEFINITIONDEFINITION
Innovation is the ability to improve a present practice, method, or product by adaptation or alteration.
CREATIVITY/INNOVATIONCREATIVITY/INNOVATION
Do they belong in the business world?
Examples Do they belong in the fire service?
Examples Do they belong at the CO level?
Examples
WHY FOSTER CREATIVITY?WHY FOSTER CREATIVITY?
1. Keep up with external changes: Demands for new services Demands for more service Demands for increased productivity
WHY FOSTER CREATIVITY?WHY FOSTER CREATIVITY?
2. Assure state of the art methods & techniques
Using technological advances effectively Adapting principles of private business to
public service
CREATIVE MYTHSCREATIVE MYTHS
You may think of creativity as something mysterious & unattainable.
Such an attitude stems from a series of myths.
LETS EXAMINE EACH MYTH & DEBUNK EACH ONE
MYTHS ABOUT CREATIVITYMYTHS ABOUT CREATIVITY
Myth #1: The more intelligent your are, the more creative your are.
Reality: Creativity is not a function of intelligence. Creativity is
seeing what everyone else has seen and thinking what no one else has thought
Myth #2: People are born creative; creativity cannot be
learned.
Reality: It’s true! People are born creative - - that is, all of
us are. We can acquire skills, creativity can be learned...such as tennis, piano, riding a bike.
Myth #3: Creative ideas come in a flash, like lightning bolts.
Reality: Persistence and concentration are keys to creativity. You can’t
plant a garden until you have prepared the soil.
Myth #4: Creativity is disruptive to the day-to- day life of an organization.
Reality: Successful organizations are really two parallel, mutually supportiveorganizations--one innovative,
one routine. Every routine was once an innovation.
Myth #5: Creativity is a luxury; it should be encouraged only in times of abundance.
Reality: When you don’t have money to throw at a problem you need to be more creative. Necessity is the mother of invention.
Myth #6: True creativity is found primarily in the arts and has little practical
business application.
Reality: 80 % of corporate sales are from products unknown 10 years ago.
40% of the gross national product is attributable to research and
development during the past 15 years.
CREATIVITY - EXERCISECREATIVITY - EXERCISE
Take out a blank piece of paper List as many round objects as you can Time limit is 4 minutes
ELEMENT #1 - FLUENCYELEMENT #1 - FLUENCY
1. The quantity of ideas you can generate in a specific period of time.
2. The more ideas you have, the more potential for being creative.
3. Round objects: avg. 22, typical 3-32
Everyone has ideas--some just have more than others.
ELEMENT #2-FLEXIBILITYELEMENT #2-FLEXIBILITY
1. Let go of predetermined categories
2. Break through mental barriers
3. Generate ideas in different categories
4. Practice free association
5. Measured by ability to generate ideas in a number of different categories
FLEXIBILITY-EXERCISEFLEXIBILITY-EXERCISE
Determine how many categories of round objects are represented in your lists.
FLEXIBILITY-EXERCISEFLEXIBILITY-EXERCISE
The more categories, the more flexible Highest number of categories Are items in categories lumped together?
How could you make this equation read correctly without
moving a match?
How could you make this equation read correctly without
moving a match?
=
A woman dropped her watch. The face broke into 4 parts. The numbers on each part added up to 15.
Draw a picture of how the watch face might have been broken.
A woman dropped her watch. The face broke into 4 parts. The numbers on each part added up to 15.
Draw a picture of how the watch face might have been broken.
ELEMENTS OF CREATIVITYELEMENTS OF CREATIVITY
Element #1 Fluency Element #2 Flexibility Element #3 Originality
ELEMENT #3-ORIGINALITYELEMENT #3-ORIGINALITY
1. Ability to generate unusual ideas
2. The fewer times an idea appears in any one group, the more original the idea.
Form small groups & identify ideas not listed by anyone else. Post on board.
ELEMENTS OF CREATIVITYELEMENTS OF CREATIVITY
Element #1 Fluency Element #2 Flexibility Element #3 Originality Element #4 Awareness
ELEMENT #4-AWARENESSELEMENT #4-AWARENESS
Ability to see with your mind & imagination as well as your eyes
Ability to see possibilities, not just reality
Awareness of creativity from others list?
Awareness of subordinate potential, risk taking.
ELEMENTS OF CREATIVITYELEMENTS OF CREATIVITY
Element #1 Fluency Element #2 Flexibility Element #3 Originality Element #4 Awareness Element #5 Drive
THE CREATIVE PROCESSTHE CREATIVE PROCESS
An idea happens when someone suddenly discovers................
STEPS LEADING TO NEW IDEAS
STEPS LEADING TO NEW IDEAS
Preparation Concentration Incubation Illumination Verification / Production
PREPARATIONPREPARATION
Initial awareness of need for improvement Scope out the situation Lay groundwork for creativity End result is a mental definition of your
purpose....why you need a creative solution
Does this ever happen on our department?
ILLUMINATIONILLUMINATION
The light bulb goes on The “Ah-ha” phase -
getting the answer Having a feeling or a
hunch that this is the way to go
VERIFICATION PRODUCTION
VERIFICATION PRODUCTION
Testing the idea Talking about the idea to others Trying out the solution to see if it
works
S-C-A-M-P-E-RS-C-A-M-P-E-R
If the idea works, creative effort switches its focus to selling the idea
If it doesn’t work, we go back to the concentration step and generate additional ideas...enhanced by .....
SCAMPER questions are designed to stimulate fluency & flexibility of ideas.....
S-C-A-M-P-E-RS-C-A-M-P-E-R
S - What can you substitute? C - What can you combine ? A - What can you adapt ? M - What can you magnify, miniaturize ? P - What can you put to other uses? E - What, who, or where else ? R - Can you rearrange or reverse?
CREATIVITY BLOCKSCREATIVITY BLOCKS
We all have blocks which inhibit creativity We unconsciously create secret rules about
what we should or should not do, based on fear or lack of confidence
Evaluate yourselves as we talk about the following creative blocks.
CREATIVITY BLOCKSCREATIVITY BLOCKS
I don’t want to look foolish. I don’t want to fail. I ‘m not creative. That’s not my area (skill, style, etc.). I don’t get paid to have fun.
CREATIVITY BLOCKSCREATIVITY BLOCKS
Allowing yourself to be creative & over-coming your personal blocks are just the first steps if your a supervisor
As a supervisor, you must encourage subordinates to be creative & overcome their own personal blocks
FOSTERING CREATIVITYFOSTERING CREATIVITY
Avoid killer phrases - Examples: List
Don’t stifle innovative subordinates- How do supervisors discourage risk-taking?
TEN RULES FOR STIFLING INNOVATION
TEN RULES FOR STIFLING INNOVATION
1. Be suspicious
2. Be inaccessible
3. Pass the buck
4. Criticize at every opportunity
TEN RULES (cont’d)TEN RULES (cont’d)
5. Discourage people from letting you know when there’s a problem
6. Control everything carefully
7. Make significant policy changes in secret
8. Keep people in the dark
RULES (cont’d)RULES (cont’d)
9. Pass on your dirty work in the name of delegation and participation
10. Above all else, never forget that you, the supervisor, know everything there is to know
CHARACTERISTICS OF SUPERVISORS WHO FOSTER
CREATIVITY
CHARACTERISTICS OF SUPERVISORS WHO FOSTER
CREATIVITY They are willing to
absorb the risks Comfortable with half
developed ideas Make quick decisions Good listeners
CHARACTERISTICS (cont’d)CHARACTERISTICS (cont’d)
Don’t dwell on past mistakes Enjoy their jobs Expect subordinates to succeed Capitalize on subordinates strengths
SELLING YOUR IDEA TO TOP MANAGEMENT
SELLING YOUR IDEA TO TOP MANAGEMENT
Have you ever made a suggestion to your boss which you really believed had potential for improving the department, but the boss refused to try it? What steps did you take?
Selling ideas is more difficult than generating them because it involves risk taking. What risk is involved?
ASSESSING SELLABILITYASSESSING SELLABILITY
Consider 3 questions before proposing new ideas:
1. Will it work?
2. Will people accept it?
3. Is your idea timely?
ASSESSING SELLABILITY OF YOUR IDEA
ASSESSING SELLABILITY OF YOUR IDEA
Will it work? Has it been tested? Is it practical? Is it distinctly better than the present
way?
SELLABILITY OF IDEASELLABILITY OF IDEA
Will people accept it? (Must get a yes) Will it improve quality? Will it increase productivity? Will it use personnel more effectively? Will it improve present methods?
SELLABILITYSELLABILITY
Will it improve safety? Will it eliminate unnecessary work? Will it reduce costs? Will it improve working conditions?
SELLABILITYSELLABILITY
Is your idea timely? Is it fully developed? Is top management ready for it? If it’s approved, are you ready to act on it? Are you sure it doesn’t conflict with other
projects that already have top management approval / priority?
DEVELOPING A PERSUASIVE ARGUMENT
DEVELOPING A PERSUASIVE ARGUMENT
Relate to a recognized need
Appeal to positive values
Anticipate objections Get others involved Ensure your credibility
(cont’d)
RELATE TO A NEEDRELATE TO A NEED
Identify the most sellable features Evaluate the priorities of top management
What bothers them the most
What do they care most about
Examples: Union-safety issues
Citizens-response times Emphasize features that interests the top
APPEAL TO POSITIVE VALUES
APPEAL TO POSITIVE VALUES
Emphasize the ideal qualities of your idea Relate idea to improved public service Clearly spell out benefits to those affected
ANTICIPATE OBJECTIONSANTICIPATE OBJECTIONS
Think of all possible reasons why top management may be reluctant to accept your idea
Build a response to all possible objections into your initial proposal
GET OTHERS INVOLVEDGET OTHERS INVOLVED
If possible, build support for your idea at your level first
Remember, there is strength in numbers
ENSURE YOUR CREDIBILITYENSURE YOUR CREDIBILITY
Don’t make false claims Don’t exaggerate Don’t be defensive If you don’t have the answer, offer to
research the question and follow-up
Activity 1: Self-assessmentActivity 1: Self-assessment
SM p. CR-9
10 minutes to complete questionnaire and self scoring
Results are personal & will not be shared
Activity 1-ImprovementActivity 1-Improvement
List possible strategies for improving your score in each area......
#1 What can you do to get unsolicited ideas, suggestions, or proposals from subordinates?
#1 What can you do to get unsolicited ideas, suggestions, or proposals from subordinates?
#2 What can you do to increase the number of new ideas that you propose to management?
#2 What can you do to increase the number of new ideas that you propose to management?
EXAMPLESEXAMPLES
Take more risks Try a new idea. If you like it, support it Discuss with your boss how important
you think creativity and innovation are. Assess what management’s biggest
problems are
#3 How can you increase the freedom you give your subordinates to experiment with new ideas or to help solve tough problems?
#3 How can you increase the freedom you give your subordinates to experiment with new ideas or to help solve tough problems?
EXAMPLESEXAMPLES
Brainstorming sessions “Beef” sessions Let them know new ideas are welcome Group problem-solving
#4 What can you do to decrease the number of times you refrain from doing something because you do not want to look foolish?
#4 What can you do to decrease the number of times you refrain from doing something because you do not want to look foolish?
#5 How can you avoid using killer phrases or doing other things which stifle creativity?
#5 How can you avoid using killer phrases or doing other things which stifle creativity?
EXAMPLESEXAMPLES
Keep a list of killer phrases where you can see it
If you’ve used one on a subordinate--apologize!
#6 How can you increase your comfort with half-baked ideas?
#6 How can you increase your comfort with half-baked ideas?
EXAMPLESEXAMPLES
Don’t try to get every possible answer before going with an idea
If the idea has potential--support it
#7 How can you allow your subordinates to be more involved in projects which show their strengths?
#7 How can you allow your subordinates to be more involved in projects which show their strengths?
EXAMPLESEXAMPLES
Delegate more often Let a company member star
whenever possible Encourage participation by not
overreacting to failures
EXAMPLESEXAMPLES
Really concentrate on what your subordinate is saying
Look for an idea’s good points--not reasons it won’t work
Don’t talk so much
#10 What else can you do to generate ideas or suggestions from subordinates?
#10 What else can you do to generate ideas or suggestions from subordinates?
EXAMPLESEXAMPLES
Encourage experimentation Assure your subordinates of your
support Actively involve them in problem
solving
SUMMARYSUMMARY
• Each person has creative / innovative potential
• We can improve our creative ability
• COs must foster creativity in subordinates
• COs must be skilled in ‘selling’ new ideas to management
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