Who Should Attend:
- Directors & Managers
- Supervisors & Team Leaders
- Executives seeking to foster innovation
Course Objectives
- Understand the difference between creativity and innovation
- Understand what limits our creative potential, organisationally and personally
- Master skills for day-to-day handling of decision situations
- Understand the importance of identifying and clarifying issues to be resolved
- Obtain techniques to identify the “real” problem and magnitude of impact
- Learn how to find the root cause of a problem
- Familiarity with priority setting and determining appropriate techniques and tools to deal with issues
- Learn creative thinking techniques to develop options and novel solutions
- Recognise and remove barriers to creativity to foster an innovative culture
- Explore ways to exercise sound judgment in evaluating and solving problems
- Learn how to develop criteria for evaluation of options and assessment of risk
- Understand the relationship between risk taking and creative thinking.
What will you gain?
By the end of this course you will be able to:
- Transform your creativity into practical business solutions (innovations)
- Adapt to different thinking styles in groups and teams
- Systematically analyse a target problem
- Set goals with clarity of purpose and appropriate scope for a decision
- Master various lateral-thinking techniques
- Make better decisions through critical thinking and creative problem solving
- Improve communication with team members, enabling better teamwork
- Reduce problem solving cycle time
- Improve confidence in leading assignments and making decisions.
Course Content
- What is Creativity? What is Innovation?
- Three Components of Creativity
- Conceptual Blocks/Barriers to Creativity
- Creative Thinking Process
- Explorer
- Artist
- Judge
- Warrior
- Problem and Problem Solving Defined
- Problem Solving Tools
- Constructive Controversy: Arguing For and Against Options
- Inductive Reasoning: Drawing Good, Generalised Conclusions
- Avoiding Logical Fallacies: What They are and How to Avoid Them
- Failure Mode and Effects Analysis (FMEA): Spotting Problems Early
- Heuristic Methods: Using Rules of Thumb
- Means End Analysis: Identifying the Steps Needed to Solve a Problem
- Visioning
- Brain Storming
- 5 Whys
- Appreciation
- Problem Solving Approaches
- Problem Definition Process
- Understanding the Problem Environment
- Generating Alternative Solutions
- Analysing Facts, Hidden Assumptions, and Unexpected Impacts
- Selecting the Best Decision
- Simplex
- Appreciative Inquiry
- Soft Systems Methodology (SSM)
- Problem Definition Process
- Tools for Defining Problems
- Kipling Method
- Problem Statement
- Challenge Method
- 6 Thinking Hats (Edward de Bono)
- Lateral Thinking
- Right Brain vs. Left Brain
- Tips for Building up your Problem-Solving Toolbox
- Tools for Understanding Complex Situations
- Appreciation
- Drill-Down
- Cause & Effect Diagrammes/“Fishbone” /“Ishikawa Diagramme
- System Diagrammes
- SWOT Analysis
- Porter’s Five Forces
- Value Chain Analysis
- CATWOE
- Pareto Principle (80/20)
- Risk Analysis
- The Wheel of Multiple Perspectives
- Plan-Do-Check-Act (PDCA)
- Swim Lane Diagramme
- Systems Diagramme
- Flow Charts
- Decision Making and Decision Taking Defined
- Factors that Help Effective Decision Making
- 6 C’s of Decision Making
- WHAT IS LOGIC and How to Defy It
- Alternatives Assessment and Decision Making
- Who Makes Decisions and What is a Decision
- The 8-Step Decision Making Process
- Paired Comparison Analysis
- Practice Generating Innovative Ideas, Options and Solutions
- Decision Making Models
- Vroom-Yetton-Jago: Deciding How to Decide
- The Kepner-Tregoe Matrix: Making Unbiased, Risk Assessed Decisions
- OODA Loops: Understanding the Decision Cycle
- The Recognition-Primed Decision (RPD) Process
- Ethics and Decision Making
- Cultural Consideration in the Decision Making Process
- Organisational Decision Making
- Sequential Action Planning
- Well Formed Outcomes
- Scenario Planning
- Walt Disney Strategy.
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