Leadership excellence is characterised by the capacity to be decisive, taking appropriate decisions at the right time. Making well informed decisions is the secret to leadership success. Great decision makers stand out from the crowd possessing the unique ability to draw upon a diverse range of techniques and practices, that generate the creative responses to meet the challenges of an ever increasingly uncertain world.
Productive solutions are the outcome of analysis, synthesis, sound judgement and where necessary, taking an appropriate level of risk. This Coventry Academy training course offers a step by step journey from problem identification to solution generation. Delegates will learn how to deconstruct problems and generate ideas to solve the most challenging of issues, whilst tapping into their creative and innovative potential. It seeks to inspire the creative process that exists within us all and facilitates opportunities to focus on real life issues in the workplace. Delegates will leave energized, convinced of their creative potential and empowered to facilitate critical thinking in others. If you are faced with making challenging decisions this intervention is tailored for you!
What are the goals?
By attending this Coventry Academy training course, delegates will be able to:
Select an apply pragmatic methods for effective problem solving and decision making
Appreciate how values, bias and personality can impact solutions we create
Utilise a structured approach to generate productive solutions
Assess personal and organisational creativity and set an agenda for progression
Explore and apply various problem-solving technique that generate creative solutions
Develop the decisive skills that define competent and credible leadership
Who is this training course for?
This Coventry Academy training course is suitable to a wide range of professionals but will greatly benefit:
Leaders who seek to challenge the status quo and promote innovation
Team leaders keen to harness “collective wisdom” through collaborative practice
Organisational leaders who evaluate risk and make key business decisions
Leaders who facilitate change initiatives and seek productive tools
All professionals seeking to sharpen their cognitive thinking skills
Leaders who seek to challenge the culture of their organisation and ignite innovation
Organizational Impact
How well do I solve problems? outcomes and personal cognitive strengths
Using the “whole brain” to make rational, informed and balanced decisions
Flexibility on leadership and thinking; opening the mind to new ideas
A structured model for problem solving; balancing logic and emotional responses
Unexpected events that destroy equilibrium; the unpredictable factor
Dynamic Tension, Decision Making, Newton’s Laws and the Management of Change
Course Outline
Day One: Decision Making and Problem Solving – Symbiotic Partners
Leadership and the dynamics of decision making
21st century Leadership - “decision architects” of future performance
Impacting variables: values, bias and hubris in seeking ethical solutions
Personality Type and cognitive preferences in decision making
Psychometric assessment on your problem-solving preferences
“Collective wisdom” a structured process for grounded solutions
Day Two: Applying Structured Techniques to Organisational Issues
How well do I solve problems? outcomes and personal cognitive strengths
Using the “whole brain” to make rational, informed and balanced decisions
Flexibility on leadership and thinking; opening the mind to new ideas
A structured model for problem solving; balancing logic and emotional responses
Unexpected events that destroy equilibrium; the unpredictable factor
Dynamic Tension, Decision Making, Newton’s Laws and the Management of Change
Day Three: The Quest for Continuous Improvement – A Journey not a Destination
Encouraging creative problem solving for continuous improvement
Appreciative Enquiry and a focus on positive dialogues
Solution Focus methodology: a transformational tool for business dialogues
Diagnostic tools for identifying and addressing organisational issues
TRIZ: Applying techniques to innovate and improve process and product
Capturing the creative capacity of the millennial generation
Day Four: Building Creative Capability in Self, Others and the Wider Organisation
“How creative am I”? Challenging self-imposed assumptions
Beware the creative introvert: the “ENIGMA” of the quiet, awkward individual
Where do good ideas come from? “Imagineering”: current examples from technology
“Curiosita”: multiple intelligences and lessons from Leonardo da Vinci
Fostering and facilitating organisational innovation
Building the creative organisation: a menu for good leadership practice
Creative leadership dialogues to influence, persuade and align your people
Day Five: The Creative Leader in the Innovative Organisation