Puccio+et+al

2. To determine next process step || To develop a vision of a desired outcome || To identify the gaps that must be closed to achieve the desired outcome || To generate novel ideas that address important challenges || To move from ideas to solutions || To increase the likelihood of success || To develop an implementation plan || Making a careful examination of a situation, describing the nature of a problem and making decisions about appropriate process steps to be taken || **Visionary Thinking**
 * Key Thinking Skills Associated with the Creative Problem Solving Process** **– Creative Leadership - Skills that Drive Change by** **Puccio****, Murdock and Mance**
 * **Step** || **Assessing** **the Situation**
 * (Executive Step)** || **Exploring the Vision** || **Formulating the Challenges** || **Exploring**
 * Ideas** || **Formulating Solutions** || **Exploring Acceptance** || **Formulating a Plan** ||
 * **Step** || 1. To describe and identify relevant data
 * **Purpose** || **Diagnostic Thinking**

Articulating a vivid image of what you desire to create || **Strategic Thinking** Identifying the critical issues that must be addressed and pathways needed to move toward the desired future || **Ideational Thinking** Producing original mental images and thoughts that respond to important challenges || **Evaluative Thinking** Assessing the reasonableness and quality of ideas in order to develop workable solutions || **Contextual Thinking** Understanding the interrelated conditions and circumstances that will support or hinder success || **Tactical Thinking** Devising a plan that includes specific and measureable steps for attaining a desired end and methods for monitoring its effectiveness || Provides a basic overview of the data to explore for opportunity or predicament Follow principals for divergent thinking Identify the situation: 5W & H Expand 5W & H to else: Who else? Check the data || **Wishful thinking (p. 115)** Enables you to think broadly about the future in desirable and undesirable terms
 * **Divergent thinking tools** || **5W’s and an H (p.95)**
 * Why** **Why (p.97)**

Identify a topic Use statement starters Identify key statements Reverse negative statements

**Storyboarding (p. 117)** Defines a goal and the steps to attain the goal Identify a topic Decide # of panels Define the situation Project the future Complete the story Elaborate on panel images || **Statement Starters** Enables the group to articulate the challenge in a positive, forward- thinking framework. Encourages idea generation and problem solution. IWWMI- In what ways might I…? H2.. How to? WM… What Might Web of Abstraction Enables the group to view the challenge from a wide variety of perspectives. Include more abstract and more concrete views. Why? What is stopping us? Why else? || **Brainstorming** Allows a group to work together to productively generate a diverse set of options. Encourages all members of the group to follow the principles of divergent thinking. Convene a group. Identify the challenge. Sate in the form of a question Follow Qualities of Divergent thinking: Defer judgment Go for Quantity Make Connections Seek Novelty Intentionally encourages flexible thinking by challenging the group to generate solutions by using objects that are unrelated to the situation. || **Integrative Tools** - develop a rubric with defined set of criteria to measure ideas - highlight areas that need improvement or identify areas not addressed by ideas - the criteria tool is useful in identify in gaps and weaknesses in potential solutions and allows students narrow down a large selection of ideas.
 * Forced Connections**
 * Criteria Tool**

- use the evaluation matrix to help develop their solutions and “proof of concept”
 * Evaluation Matrix**

- uses itemized checklists to evaluate one to three ideas. - identify key problems and potential barriers to implementation. || **Assisters and Resisters** 1. Identify people, groups, and resources that will actively assist and resist the implementation 2. Use the six question model to determine the next steps: Who – Individuals or groups that will help progress What – Things that will help the proposed change When – Issues with regard to timing that will facilitate progress Where – Physical locations or places that would support success Why – Reasons that might be provided in support of proposed change How – Actions other might take in support of the idea 1.Generate a list of all stakeholders 2.Identify their current level of/lack of support 3.Estimate where level of needs to be 4.Generate action steps to close the gap || **Generating Action Steps** : A broad search for required steps to implement change
 * Pluses, Potentials, and Concerns**
 * Stakeholder Analysis**
 * How-How –** **Diagram** Groups dig deeper to identify specific action steps needed to carry out a solution or change
 * Divergent** **t****hinking** helps to generate steps required to implement change.
 * Four Key Principles**
 * Defer judgment**
 * Go for** **q****uan****t****ity**
 * Make** **c****onnections**
 * Seek** **n****ovelty**

What do we need to do to create change? How can this be achieved? Add action steps and then ask again, How can this be achieved? || Uses an intuitive approach to identify pertinent data within the larger set; reduces the data set to a manageable few Identifies the most relevant portions of data and organizes individual data points into cluster Enable you to examine the compete future images that are most promising to pursue by evaluating options of importance and success Fig 6.2 || Apply affirmative judgment Keep Novelty Alive Stay Focused Hits or Highlights ( SeeChapter 5) || Sorting through ideas Select those most promising Maintain novelty Bring the cream of the crop into focus from those “generated" ||  || Any Tool that allows you to reduce the number of options, such as HITS. Having to implement a plan for dozens of resisters or assissters is not realistic. || **Four Key Principles**
 * **Convergent thinking tools** || **Hits (p. 99)**
 * Highlighting (p. 100)**
 * Review principals for thinking**
 * Number options**
 * Identify hits**
 * Cluster data**
 * Label data** || **Success Zones (p. 120)**
 * Apply affirming judgment**
 * Keep** **novelty a****live**
 * Check your objectives**
 * Stay focused**

**Sequencing** – Set long & short term goals, timetables & action steps
 * Performance Dashboard** – Create a visual to chart progress and achieved goals ||