073b2Decision Making and Creativity

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Decision Making is a conscious process of making choices among one or morealternatives with the intention of moving

toward some desired state of affairs.

A decision represents a judgement; a final

resolution of a conflict of needs, means or goals; a commitment to action made inface of uncertainty and complexity.



F eatures of Decision Making

Decision making implies that there are variousalternatives and the more desirable alternativesis chosen to solve the problem

It may be completely rational but may be judgemental and emotional.



T he ³Rational´ Decision Making Model

1. Identify problems or opportunity 2. Choose the best decision style

3. Develop alternative solutions 4. Choose the best solution 5. Implement the selected alternative

6. Evaluate decision outcomes



Decision Style P rogrammed and Non P rogrammed Decision

Programmed decision : routine decisions whereby

decision makers can follow standard operatingprocedures to select the preferred solution without theneed to identify or evaluate alternative choices.

Non Programmed Decision : are relevant for solving

unique and unusual problems in which variousalternatives cannot be decided in advance



Six T hinking Hats



Six T hinking Hats

T here are six different imaginary hats thatyou can put on or take off. Each hat is a

different colour and represents a differentstyle of thinking. W hen we change hats, we change our thinking.



Six colors of hats for six types of thinking ± Each hat identifies a type of thinking

± Hats are directions of thinkingHats help a group use parallel thinking ± You can ³put on´ and ³take off´ a hat



U ses for Six Hats

P roblem solvingStrategic planningRunning meetings

Much more



Six colors«

W hite : neutral, objectiveRed : emotional, angry

Black : serious, somber Yellow : sunny, positive

G reen : growth, fertility

Blue : cool, sky above





B enefits of Six Thinking Hatallows you to say things without risk;generates understanding that there are multipleperspectives on an issue;is a convenient mechanism for ³switching gears´;focuses thinking;leads to more creative thinking;improves communication; andimproves decision making.



Creative P rocess Model

Preparation

Incubation

Insight

Verification



Characteristics of CreativeP

eople Above average intelligence

P ersistence

Relevant knowledge and experience

Inventive thinking



Supporting Creativity

Learning orientation ± Encourage experimentation

±T

olerate mistakes Intrinsically motivating work

± T ask significance, autonomy, feedback O

pen communication and sufficientresources



Creative A ctivities

ReviewReviewabandonedabandonedprojectsprojects

Ask other A sk other peoplepeople

R edefineR edefinethe Problemthe Problem

Diverse teamsDiverse teams

InformationInformationsessionssessions

InternalInternal

tradeshowstradeshows

CrossCross- -PollinationPollination

StorytellingStorytelling

Artistic A rtisticactivitiesactivities

MorphologicalMorphological

analysisanalysis

AssociativeAssociativePlayPlay



Below are nine dots arranged in a set of three rows. Y our challenge is to drawfour straight lines which go through themiddle of all of the dots without takingthe marker off the pad



L essons to be learned from this puzzleL ook beyond the current definition of the problem.

Analyze the definition to find out what is allowed and what is not. Are there any real rules to the problem anyway? (especially valid in human-related

problems where there are only perceptions, not physical rules) Look for other definitions of problems.

Do not accept other people's definitions of problems. T hey may be either wrong or biased.

If a problem definition is wrong, no number of solutions will solve the real problem.Investigate the boundaries

W hat are the boundaries into which the solution must fit? Are the boundaries your own perceptions, or reality? W hat are the possibilities if you push the boundaries? W hat are the benefits of small boundary changes?

Hard work is not the solutionRepeating the same wrong process again and again with more vigour does not work.You can be very close to a solution while not getting any closer to it.T hought is the solution, physical hard work will not work.



1. In a street there are five houses, painted five different colours.2 . In each house lives a person of different nationality3 . T hese five homeowners each drink a different kind of beverage, smokedifferent brand of cigar and keep a different pet.

T HE Q U ES T IO N: W HO OW NS T HE F ISH?

HINT S

1 . T he B rit lives in a red house.2 . T he Swede keeps dogs as pets.3

.T

he Dane drinks tea.4 . T he G reen house is next to, and on the left of the W hite house.5 . T he owner of the G reen house drinks coffee.6 . T he person who smokes P all Mall rears birds.7. T he owner of the Yellow house smokes Dunhill.8. T he man living in the centre house drinks milk.9. T he Norwegian lives in the first house.10 . T he man who smokes B lends lives next to the one who keeps cats.11 . T he man who keeps horses lives next to the man who smokes Dunhill.12 . T he man who smokes B lue Master drinks beer.13 . T he G erman smokes P rince.14 . T he Norwegian lives next to the blue house.15 . T he man who smokes B lends has a neighbor who drinks water.



T he G erman owns the fish.





W hat are T eams?

G roups of two or more people

Exist to fulfill a purpose

Interdependent -- interact and influence eachother

Mutually accountable for achieving commongoals

P erceive themselves as a social entity



G roups versus T eams

All teams are groups

Some groups are just peopleassembled together

T eams have task interdependencewhereas some groups do not (e.g.,group of employees enjoying lunchtogether)



Many T ypes of T eams

Departmental teams

P roduction/service/leadership teams

Self-directed teams

Advisory teams

Skunkworks

Task force (project)teams

Virtual teams

Communities of practice



W hy Rely on T eams

Compared with individuals working alone,teams tend to :

± Make better decisions ± Make better products and services due to

more knowledge and expertise ± Increase employee engagement



W hy Informal G roups Exist

1 . Innate drive to bond2 . Social identity

± W e define ourselves by group memberships3 . G oal accomplishment4 . Emotional support



T eam Effectiveness

F ulfills objectives assigned to the team

F ulfills satisfaction and well-being of team

membersMaintains team¶s survival



T eam Effectiveness Model

Task characteristics

Team sizeTeam composition

Team Design

Achieveorganizationalgoals

Satisfy member needs

Maintain teamsurvival

TeamEffectiveness

Team developmentTeam normsTeam rolesTeam cohesiveness

Team ProcessesTeam Processes

Organizational andTeam Environment

Reward systems

Communicationsystems

P hysical space

O rganizationalenvironment

O rganizationalstructure

O rganizationalleadership



T eam¶s T ask and Size

T ask characteristics ± B etter when tasks are clear, easy to

implement

± Share common inputs, processes, or outcomes

± T ask interdependenceT eam size ± Smaller teams are better ± B ut large enough to accomplish task



Levels of T ask Interdependence

SequentialSequential

P ooledP ooled

ReciprocalReciprocal

ResourceResource

A A BB CC

A A BB CC

A A

BB CC

High

L ow



T eam Composition

1 . Motivation ± T o perform task

± T o work cooperatively the team

2 . Competencies ± Skills and knowledge to perform the task

± A bility to work effectively with each other

3 . Homogeneous or heterogeneous, dependingon task requirements



Less conflictLess conflict

F aster teamF aster teamdevelopmentdevelopment

P erforms better onP erforms better on

cooperative taskscooperative tasks Better coordinationB etter coordination

High satisfaction of High satisfaction of

team membersteam members

More conflictMore conflict

Longer teamLonger teamdevelopmentdevelopment

P erforms better onP erforms better on

complex problemscomplex problems

More creativeMore creative

Better representationB etter representation

outside the teamoutside the team

Homogeneous TeamsHomogeneous Teams HeterogeneousHeterogeneousTeamsTeams



Stages of T eam Development

Existing teamsmight regressback to anearlier stage of development

F ormingF orming

StormingStorming

NormingNorming

P erforming

A djourning A djourning



T eam Norms

Informal rules and expectations teamestablishes to regulate member behaviors

Norms develop through :

± Initial team experiences

± Critical events in team¶s history

± Experience/values members bring to the team



Changing T eam Norms

Introduce norms when forming teams

Select members with preferred norms

Discuss counter-productive norms

Reward behaviors representing desired

normsDisband teams with dysfunctional norms



T eam Roles

Role -- set of behaviors people are expected toperform in certain positions ± F ormally assigned or informally acquired based on

personality preferences Belbin¶s T eam Role Model

± Nine team roles -- all needed for optimal teamperformance

± P eople choose preferred role based on their personality

± Some roles more important at particular stages



T eam Cohesiveness

T he degree of attraction people feeltoward the team and their motivation toremain membersCalculative -- members believe the teamwill fulfill goals and needsEmotional -- team is part of person¶s socialidentity



Influences on T eamCohesiveness

IncreasingIncreasingTeamTeam

CohesivenessCohesiveness

Member Member SimilaritySimilarity

TeamTeamSizeSize

Member Member InteractionInteraction

SomewhatSomewhatDifficult EntryDifficult Entry

TeamSuccess

ExternalExternalChallengesChallenges



T eam Cohesiveness O utcomes

1 . W ant to remain members

2 . W illing to share information

3 . Strong interpersonal bonds

4 . Resolve conflict effectively

5 . B etter interpersonal relationships



T he T rouble W ith T eams

Individuals better/faster on some tasks

P rocess losses - cost of developing and

maintaining teamsCompanies don¶t support best workenvironment for team dynamics

Social loafing



How to Minimize Social Loafing

Make individual performance more visible ± F orm smaller teams ± Specialize tasks ± Measure individual performance

Increase employee motivation ± Increase job enrichment ± Select motivated employees

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073b2Decision Making and Creativity