ESMA 617 Week 3

ESMA 617
Innovation and Creativity in

Technology Organizations
Jaby Mohammed
ESMA 617 Innovation and Creativity in Technology Organizations Jaby Mohammed, Ph.D., MBA
Personal Creativity
• Key takeaway from last class
• Little video:
• https://www.youtube.com/watch?v=pnWzwRsEL
LE
Verifying signature themes!
Share your Signature Themes Report with someone close to. Ask them the
following questions. Record his/her answers.
• Which parts of the report really describe me?
• What surprises you?
• Which of the five themes have you noticed in me the most?
• Give me an example of when and how you’ve seen this theme or these
themes in me?
Things to Reflect Upon
• How did it feel to ask others about your talents?
• Did some people see your themes differently than you did?
• How so?
• Were you surprised by anything that the other person said?
Describe one thing you learned as a result of completing this exercise.
Integrating and Developing My Signature Themes
• Participate in creative activities and sessions
Develop your creativity techniques
1. Reframing
2. Mind mapping
3. Insight
4. Creative flow
Develop your creativity techniques -
reframing
1. Reframing
• Opens up creative possibilities by changing our
interpretation of an event, situation, behavior, person or
object. (e.g. challenges become opportunities)
• Changes the way we feel, which in turn changes our
capacity for action.
• Powerful creative tool for changing our own lives and
influencing other people.
• Examples:
– Meaning — what else could this mean?
– Context — where else could this be useful?
– Learning — what can I learn from this?
– Humor — what’s the funny side of this?
– Solution — what would I be doing if I’d solved the problem? Can I start doing any of that right now?
– Silver lining — what opportunities are lurking inside this problem?
– Points of view — how does this look to the other people involved?
– Creative heroes — how would one of my creative heroes approach this problem?
Develop your creativity techniques –
Mind mapping
2. Mind Mapping
• Write ideas down in an associative, organic
pattern, starting with a key concept in the centre
of the page, and radiating out in all directions,
using lines to connect related ideas
• Involves both words and a visual layout, it has
been claimed that mind mapping engages both
the left and right hemispheres of the brainTips:
– Start in the centre of the page
– The lines should be connected and radiate out from the central concept
– Use different colors for different branches of the mind map
– Use images and symbols to bring the concepts to life
Mind Maps
• What is a Mind Map
• Where are Mind Maps From?
• Mind Maps and Radiant Thinking
• A New Way to Think
• Making your own Mind Maps
What is a Mind Map?
• The Mind Map is a visual presentation of your perceptual and
thinking process.
• It fully utilizes key visuals and key words.
• It can serve many purposes:
– Note-Taking
– Summarizing
– Memorizing
– Communication
– Problem Solving and analysis and creative thinking.
Where are Mind Maps From?
• Tony Buzan is attributed as the inventor and
developer of the Mind Map approach.
• Tony explains that, “The Mind Map is the external
expression of Radiant Thinking”
Mind Maps and Radiant Thinking
• Radiant Thinking (from ‘to radiate’, meaning ‘to
spread or move in all directions from a given
center’) refers to associate thought processes
that proceed from or connect to a central point.
• The other meanings of ‘radiant’ are also
relevant: ‘shining brightly’, ‘the look of bright
eyes beaming with joy and hope’ and ‘the focal
point of a meteoric shower’ – similar to the
‘burst of thought’.
A New Way to Think
• How do we gain access to this exciting new way
of thinking?
– A mind map always radiates from a central
image.
– Every word and image becomes in itself a
sub center of association
– The WHOLE proceeding in a potentially
infinite chain of branching patterns away
from or towards the common center.
Making your own Mind Maps
• Use Dimension in Images
– Dimension make things stand out
– Therefore dimension makes things
easily remembered and
communicated.
– Thus, the most important elements in
your Mind Maps can be emphasized
by being drawn or written in 3
dimensions.
• Use Variations of size
– Variation of size is the best way of indicating the
relative importance of items in a hierarchy.
– Expanded size adds emphasis…thereby
increasing the probability of recall!
• Use organized spacing
– Organized spacing increases the clarity of your
image.
– It helps in the use of hierarchy and categorization.
– It leaves the mind map ‘open’ to additions.
– It is more aesthetically pleasing.
• Use Appropriate Spacing
– Leaving the right amount of space around
each item gives your mind map order and
structure.
– The SPACE can be as important as the items
themselves.
• Use Codes
– Codes enable you to make instant connections
between different parts of your mind Map.
– However far apart those parts may be on the page.
– The codes can be ticks, crosses, underlines, or more
elaborate…
– Codes also save time:
• They can represent people, projects, elements or
processes that frequently recur.
– Codes re-inforce and enhance categorization and
hierarchy through the simple use of colors, symbols
and shapes.
• Make Central Lines thicker and Organic
– Through emphasis, thick lines immediately
signal to your brain ***IMPORTANT***
– As you create and explore a mind map, you
may find outer or peripheral ideas are more
important than what were the central ones.
– You can in these cases thicken the outer lines to
add emphasis!
– Organic, Curved lines add more visual interest
Mind Maps Use:
Lines Color
Images
Symbols
7 Steps
1. Start in the center of a blank page turned
sideways.
– Give your brain freedom to spread out in all directions
7 Steps
2. Use an image or picture for your main
idea.
– An image helps your imagination. It is more
interesting and keeps your focused helping
you to concentrate.
7 Steps
3. Use colors throughout.
– Colors are as exciting to your Brain as are images.
Color will add energy to your creative thinking.
7 Steps
4. Connect your main branches to the central
image etc.
– Your brain works by association. It likes to link two
(or three, or four) things together.
7 Steps
5. Make your branches curved instead of straight lined.

– Having nothing but straight lines is boring to your brain.
7 Steps
6. Use one key word per line
– Single words give your Mind Map more power and
flexibility.
Tree
Nest
Bird
7 Steps
7. Use images throughout
– Each image, like the central image, is worth a
thousand words!
Brainstorming Words
Happiness
Hmmm………
How many words will be the same

for everyone?
How many will be common to all
but one member?
How many words will have been
chosen by only one person?
My Results
Shopping
Spring Happiness Friends
Let’s Compare!
Brainstorming Images
Verbal Mind Mapping
Shopping
Spring
Happiness Friends
Mind Mapping
Shopping
Spring Friends
Exercise
• Take a sheet of paper
• Creativity – your take
• Identify a machine / device and then create a
mind map of the same
Insight
3. Insight
• An idea that appears in the mind as if from nowhere, with
no immediately preceding conscious thought or effort.
• Requires self-awareness
• It’s important to recognize when you get stuck on a
problem and instead of trying to push through it by
working harder, deliberately slow down, calm your mind
and allow your thoughts to wander.
• Steps:
– Gathering knowledge
– Hard thinking about the problem
– Incubation
– The Eureka moment
– Developing the idea
Creative flow
4. Creative Flow
Pre-conditions:
– There are clear goals every step of the way.
– There is immediate feedback to your actions.
– There is a balance between challenges and skills.
– Action and awareness are merged.
– Distractions are excluded from consciousness.
– There is no worry of failure.
– Self-consciousness disappears.
– The sense of time becomes distorted.
– The activity becomes ‘autotelic’
Develop your themes
I. MOTIVATION IV. EMOTIONS
– Have a definite goal – Control your thinking
– Create a positive belief system – Understand 11 negative
– Don't look at current results emotions
II. SELF-DISCIPLINE – Master emotions
– Form good habits V. CONFIDENCE
– Understand pain & pleasure – Don't listen to others
– Instantly become great – Become a leader
III. BALANCE – Realize your potential
– Pay equal attention to all VI. EMPOWERMENT
areas of your life – Make every action perfect
– Learn to manage your time – Quit looking at what is
– Have goals for each area – Design your own success
Watch for 11min!
Personal branding reputation
• Practice of people marketing themselves and their
careers as brands
• Involves creating an asset by defining an individual's:
– body,
– clothing,
– physical appearance,
– digital and online presence, and
– areas of knowledge
… in a way leading to a uniquely distinguishable, and
ideally memorable, impression
• Long term management of the brand
• Social Media strategy?
Personal brand statement
• I help companies make the most of talent. I marry the sublime with the
systematic — allowing for change with a focus on implementation. –
Business Consultant
• I energize, focus and align manufacturing organizations, resulting in
sustainable acceleration of processes, reduction in waste, and growth of
profits. – Consultan
• I am a high-end service provider giving the sophisticated traveller a
stylish and tailor-made experience at my Marrakech boutique hotel. –
Hotel Owner
• Using my holistic insight and innovative Total Performance Scorecard
principles, I promise to help my customers to realize their financial
dreams. – Financial Consultant
• Inspirational CEO/CFO turned positive-psychologist resiliently
transforming businesses & financial performance. – Consultant
• Inspire people to transform “stuck” career management plans to vibrant
opportunity creating strategies. – Career Coach
• I love collaborating with forward-focused corporate leaders who know
where they’re going. – Executive Coach
Personal branding pyramid
Steps to be taken in personal branding

Steps in personal branding
1. Foundation: good health, sense of self
2. Aspiration: discovering the brand, goals
3. Differentiation: knowing the audience, extracting value
4. Visibility: 3 C’s, clarity, consistency and constancy
5. Connection: building network, alliances
6. Congruence: similarity between all aspects
Tips: Personal SWOT, elevator pitch,

document your goals, re-visit,
don’t compete, listen, adjust
Companies in UAE: Imagefactor, Rami

Taher, Next Presentation
Steps to be taken
1. Talk to colleagues, customers and staff about how they see
you.
2. Make a list of your strongest professional traits and skills.
3. Compare your list with what others tell you. How do things
differ?
4. List your main competitors and their personal images.
5. List the things that make you different from your competition.
6. Write down the values, interests or traits you share with your
customers.
7. Start asking referral clients what the person who referred
them said about you.
8. Start a “genius file”: Collect the branding materials of the
professionals in your area who have great Personal Brands.
• http://www.wikihow.com/Build-Your-Personal-Brand
Identifying and documenting goal
Thinking about what form you would like your life and your career or business to take one
year from now. Your goals will help you decide how to prioritize and focus your efforts.
Part 1. With your vision and purpose in mind, think about the one goal you could define for
your career or business. Write down your ultimate goal.
Part 2. Now think about all the smaller goals that could help you achieve your ultimate goal.
Spend several minutes thinking about these supporting goals, then write them down.
Part 3. Now, next to each supporting goal that you identified in part 2, write the number of
years by which you would like to have achieved the goal. Feel free to number goals
anywhere from 1 to 5 years.
Part 4. Next, group your goals into short-term (1-2 years), medium-term (3 years), and long-
term (4-5 years) categories and prioritize them within each of these three categories. Next
to each one, write the tasks required to reach that goal.
You will end up with a chronological list of goals that have been prioritized. Post this list
somewhere where you will see it and read it daily. You are more likely to achieve your goals
is you review them frequently.
Student presentations
• Seven transformations of leadership
• Sources of creativity
Recap
• Recap:
• CREATE: Courage, Resilience, Excitement,
Action Orientation, Timing, Enlightenment
• Techniques: Re-framing, mind map, insight,
Creative Flow
Personal creativity
• Creative thinking is much more than using your
imagination to crank out lots of new ideas.
• Creative thinking is a lifestyle, a personality trait,
a way of perceiving the world, a way of
interacting with other people, and a way of living
and growing.
Personal creativity
• Your creativity profile clear(er)? Big 5, Myers
Briggs
• Ok, Let’s apply on:
– Personal Brad
– Personal Leadership style
Self awareness – how to develop
1. Psychometric Tests
– the Big Five: looks at five main features of human personality:
Openness, Conscientiousness, Extraversion, Agreeableness, and
Neuroticism
– http://personality-testing.info/tests/BIG5.php
– the Myers-Briggs Type Indicator: useful for understanding our

preferences for interacting with others, receiving information, and
making decisions.
2. Sampling New Experiences

– discovering new things about ourselves in unusual situations, or
facing new challenges.
Self awareness – how to develop
3. Telling Your Life Story to Someone
– stories can reveal whether people really understand who they
are, and why their lives have turned out in the way they have.
4. Daily Writing
– By writing down your thoughts and feelings on a daily basis,
you build emotional fluency.
5. Defining Your Role
– Describing the role you play– at work, within our family group,
across our circle of friends, or in our local community – builds
a picture of how we see ourselves relative to others.
6. Asking yourself –what is your calling, what inspires you?
http://lateralaction.com/articles/multiple-intelligences
Personal brand statement
Based on what you learned about yourself, make a
brief personal brand statement/ elevator pitch of
yourself
Include:
- Aspiration
- Strengths
- Activity
- Enlightment
IQ Vs EQ
• Intelligence
– About knowledge assets
– Logical, rational
– Result oriented
• Emotional Intelligence:
– Street smart
– Compassionate
– Situationally aware
– Trust building
– Self aware
– Building personal relationships
– Shows integrity
– Good communicator
– Composed under pressure
How EQ is demonstrated?
Low EQ is linked with low self esteem
Components of EQ
Develop EQ through experience, maturity, coaching

Leadership
&
Creativity
Characteristics of Inspirational leaders
Inspiration, commitment, power, vision, values, charisma,
intelligence, courage, humanity,…
• Universal: Understanding human nature

• Requires:
1. Self-awareness or self-knowledge
2. Imagination and conscience
3. Volition or will power
4. Courage and consideration
5. Creativity
6. Self-renewal
7. Maturity
Name some inspirational leaders
Leadership style
• Leadership style is how you behave when you are trying to influence the
performance of others. It is the way you supervise or work with someone.
• Depending on your employees' competences in their task areas and

commitment to them, your leadership style may vary from one person to
another.
• You may also lead the same person one way sometimes and another way at
other times.
• Activities:
– Directing
– Coaching
– Supporting
– Delegating
Influencing people
John French and Bertram Raven identified five bases of power:
Positional:
1. Legitimate – from the belief that a person has the formal right to
make demands, and to expect compliance and obedience from
others.
2. Reward –from one person's ability to compensate another for
compliance.
3. Coercive –from the belief that a person can punish others for
noncompliance.
Personal:
1. Expert –based on a person's superior skill and knowledge.
2. Referent –result of a person's perceived attractiveness, worthiness,
and right to respect from others.
Being the type of leader your teams
needs!
1. Task-Oriented Leader
– The Hands-Off Leader doesn’t see the need to provide feedback, continuous input, or
scrutiny to their team. Tend to work with highly-experienced and functional groups.
– The Bureaucrat knows the rules of the institution and has rigid policies and guidelines.
Effective when there is little margin for error, but stifling in a changing or evolving
environment.
– The Autocrat manages the direction of all goals and work, with little to no input from the
team. When a great deal of scrutiny is necessary to have a successful end product.
2. People-Oriented Leader
– The Trainer works to develop the team members to make them more efficient and
stronger at their jobs. This leader focuses on the increasing skills and success of his team.
– The Cheerleader/Coach takes an indirect approach, motivating and encouraging the
team toward success. They have magnetic personalities and boatloads of charisma.
– The Democratic Leader is a facilitator who encourages discussion and the free-flow of
ideas. The team expresses their ideas on the best course of action, the leader studies the
options and then chooses based on the input.
Different types of leaders
Charismatic Leaders (open, easygoing, extrovert, analytical, confident)
• Lead with passion and use charm to gain followers.
• Put the people first, and the people are the most important.
• excite something inside the followers that make them feel relaxed and able to have
their voice heard.
• Example: Winston Churchill. He made people believe in him because he led well
with a direct attitude. He told them like they were, and that is where people
approved of him. “You have enemies? Good. That means you’ve stood up for
something, sometime in your life”.
Transformational leadership (open, easygoing, extrovert, friendly, confident)

• Shows people their visions and why they are passionate about specific things.
• Motivates followers and makes followers feel empowered using their own beliefs
• Example: Martin Luther King Jr. He tried to empower people to act upon their own
beliefs and stand up for those who will not. “The ultimate measure of a man is not
where he stands in moments of comfort and convenience, but where he stands at
times of challenge and controversy”.
Different types of leaders
Quiet Leadership (reserved, analytical, solitary, friendly, confident)
• Leaders who do not try to be leaders. They do not say anything inspiring or go around talking
to people about their goals or beliefs.
• Gain followers through their actions which inspire others to do the same.
• Example: Rosa Parks. She became an international icon because she would have rather been
arrested than give up her seat where she was allowed to sit after a tough day. People followed
what she did because she was a harmless woman who had the bravery to say no. “It was just
a day like any other day. The only thing that made it significant was that the masses of the
people joined in”.
Servant Leadership (reserved, organised, introvert, friendly, sensitive)

• Take care of everyone else before themselves
• Instead of forcing what they want on everyone, they give their followers what they want.
Typically these are the leaders who listen more than they speak.
• Example. Mahatma Gandhi was someone from humble beginnings who wanted to see
change in the world. He treated each individual he met like their own specific person, never
treating people the same. He told people what his beliefs were and he never strayed from the
path. “I suppose leadership at one time meant muscles; but today it means getting along with
people”.
What are the
benefits and risks in
each leadership
style?
Leadership styles
Engaging style
• Engage both leaders and employees in understanding the existing conditions and how they can collectively assist in
addressing them
• Openly and honestly conveying the impact of the downturn on employees and their organizations can provide a solid
foundation for not only engaging them but retaining them
• Becoming an agile has long been associated with Engaging leaders
Autocratic or authoritarian style
• Under the autocratic leadership style, all decision-making powers are centralized in the leader
• Leaders do not entertain any suggestions or initiatives from subordinates.
• Permits quick decision-making
Participative or democratic style
• The democratic leadership style consists of the leader sharing the decision-making abilities with group members b
• Shared leadership.
Laissez-faire or free-rein style
• A person may be in a leadership position without providing leadership
• The subordinates are motivated to be creative and innovative.
Narcissistic leadership
• This leader exhibits the characteristics of a narcissist: arrogance, dominance and hostility. It is a common leadership style.
Toxic leadership
• A toxic leader is someone who has responsibility over a group of people or an organization, and who abuses the leader–
follower relationship by leaving the group or organization in a worse-off condition than when he/she joined it.
Task-oriented and relationship-oriented leadership
• The leader is focused on the tasks that need to be performed in order to meet a certain production goal.
Middle eastern leadership
2013 Gap analysis of employees’ ideal working climate and the climate they
were actually experiencing day to day: Middle Eastern organisations are
sitting on substantial reserves of efficiency and productivity from their
employees:
• Over reliance on a command and control leadership style with 70 per
cent of Middle Eastern leaders using this as a dominant style.
• Over 85 per cent of Middle Eastern leaders who create a high
performance climate flex their leadership style for different situations
• The most effective management - the authoritative style.
– Move people towards shared outcomes through empathy and clarity.
Greatly increases the likelihood of creating a motivating climate, and
consequently high performance in organizations in the Middle East.
Study by global management consultancy, Hay Group of over 500 leaders
and 2000 of their direct reports
Leadership skills
• Active Listening • Leading a Group Debrief
• Delegating Responsibility • Leading Effective Discussions
• Empowerment • Managing Conflict
• Ethical Leadership • Motivating Your Members
• Facilitation • Public Speaking
• Followership • Running Effective Meetings
• Getting Started as an • Time Management
Officer • Time Management Tips
• Giving Effective Feedback • Understanding Group Process
• Leadership Characteristics
Leadership characteristics
Flexible/Adaptable
How do you handle yourself in unexpected or uncomfortable situations? An effective
leader will adapt to new surroundings and situations, doing his/her best to adjust.
A Good Communicator
As a leader, one must listen...a lot! You must be willing to work to understand the
needs and desires of others. A good leader asks many questions, considers all options,
and leads in the right direction.
Respectful
Treating others with respect will ultimately earn respect.
Quiet Confidence
Be sure of yourself with humble intentions.
Enthusiastic
Excitement is contagious. When a leader is motivated and excited about the cause people will be more inclined
to follow.
Open-Minded
Work to consider all options when making decisions. A strong leader will evaluate the input from all interested
parties and work for the betterment of the whole.
Resourceful
Utilize the resources available to you. If you don't know the answer to something find out by asking questions.
A leader must create access to information.
Rewarding
An exceptional leader will recognize the efforts of others and reinforce those actions. We all enjoy being
recognized for our actions!
Well Educated
Knowledge is power. Work to be well educated on community policies, procedures, organizational norms, etc.
Further, your knowledge of issues and information will only increase your success in leading others.
Open to Change
A leader will take into account all points of view and will be willing to change a policy,
program, cultural tradition that is out-dated, or no longer beneficial to the group as a whole.
Interested in Feedback
How do people feel about your leadership skill set? How can you improve? These are
important questions that a leader needs to constantly ask the chapter. View feedback as a
gift to improve.
Evaluative
Evaluation of events and programs is essential for an organization/group to improve and
progress. An exceptional leader will constantly evaluate and change programs and policies
that are not working.
Organized
Are you prepared for meetings, presentations, events and confident that people around you
are prepared and organized as well?
Consistent
Confidence and respect cannot be attained without your leadership being
consistent. People must have confidence that their opinions and thoughts will be
heard and taken into consideration.
Delegator
An exceptional leader realizes that he/she cannot accomplish everything on his
own. A leader will know the talents and interests of people around him/her, thus
delegating tasks accordingly.
Initiative
A leader should work to be the motivator, an initiator. He/she must be a key
element in the planning and implementing of new ideas, programs, policies,
events, etc.
Introverted leader!
• 40% of executives describe themselves as introverts, including Microsoft’s Bill Gates
• Good at adapting and adjusting to their environment
• Introvert leaders’ strengths:
– Think before talking
– Focus on depth
– Exclude calm
– Keep written record
– Embrace solitude
• Why better leaders? 4 P’s:

– Prepare, be Present, Push oneself, Practise
• At their best when working with selcted extroverts, set boundaries, embrace their
strengths, manage time
• Weakness: lack of networks
How leadership evolves?
• Leadership is a skill that can be acquired
• Approach has evolved toward more open,
demogratic approaches
• Variety of approaches is appreciated, depending
on the type of organisation, task, resources
Leadership theories
Team leader capabilities
A team’s performance is a mirror that reflects managers leadership capabilities
Leadership capabilities Leadership styles

Passionate about people Managerial courage
Performance Management Persuasiveness and influencing
Performance Appraisals Presentation skills
Building effective teams Telephone skills
Coaching Verbal communication
One-on-Ones Running meetings
Creating Touch-Points Written communication
Giving positive feedback Negotiation
Managing change Listening
Managing conflict
Team leader capabilities
A team’s performance is a mirror that reflects managers leadership capabilities
Management capabilities Management styles

Managing budgets Strategic planning
Quality focus Strategic thinking
Business acumen Managing vision and purpose
Delegation Decision making
Drive for results Motivating people to share your vision
Outcome focused SWOT analysis
Analysis & Problem solving
Thank you

ESMA 617 Week 3

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

ESMA 617 Week 3

Uploaded by

Copyright:

Available Formats

ESMA 617

Innovation and Creativity in

5. Make your branches curved instead of straight lined.

How many words will be the same

Steps to be taken in personal branding

Tips: Personal SWOT, elevator pitch,

Companies in UAE: Imagefactor, Rami

– the Myers-Briggs Type Indicator: useful for understanding our

2. Sampling New Experiences

Low EQ is linked with low self esteem

Develop EQ through experience, maturity, coaching

• Universal: Understanding human nature

• Depending on your employees' competences in their task areas and

Transformational leadership (open, easygoing, extrovert, friendly, confident)

Servant Leadership (reserved, organised, introvert, friendly, sensitive)

• Why better leaders? 4 P’s:

A team’s performance is a mirror that reflects managers leadership capabilities

Leadership capabilities Leadership styles

A team’s performance is a mirror that reflects managers leadership capabilities

Management capabilities Management styles

You might also like