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Creativity & Out-of-the-box thinking

Most managers believe that creativity and break-through thinking is needed to successfully compete in the changing business world. Yet, few managers know exactly what steps to take to enhance creativity within the workplace, particularly in teams.

Key benefits:

• Brainstorm effectively: and understand why traditional brainstorming does not work and how to remedy it
• Individual creativity: managers assess their own creativity and sharpen their convergent and divergent thinking skills
• Biases and assumption: identify biases that threaten the quality of decision-making and problem-solving and how to avoid them
• Analogical reasoning; learn how to "map" from one situation to another to instigate greater insights
• Persuasion and creativity: how to effectively "sell" creative ideas in the organization

Problem-solving and Decision Making

Most managers are vulnerable to making decision-making biases that can result in disastrous outcomes for themselves and their firm. It is important to understand common decision making problems in organizations and eliminate biased judgment.

Key benefits:

• Avoid classic judgment errors
• Predict the errors that others will make
• Think about problems from several, new angles
• Finesse interdependent, multi-party decisions

Learning, opportunity, and experience

One of the most lamentable experiences in organizational life is the sensation of remembering something important after the fact that you failed to think of at the time the problem or opportunity presented itself. We often assume that once managers and employees have learned a principle, they will be able to use it in the future at appropriate times. This assumption is underlies the strategy of the "learning organization."

Key Benefits:

• Deal with the "inert knowledge" problem - i.e. when and why managers fail to use relevant knowledge in solving organizational problems
• Learn how to separate the causally-relevant aspects of a problem situation from the irrelevant aspects
• Engage in structural-mapping of managerial problems