Creativity in Business: Based on the Famed Stanford by Michael Ray, Rochelle Myers

By Michael Ray, Rochelle Myers

This exploration of leading edge considering in businesses of every kind "shows us how creativity in enterprise can improve us, and people who paintings with us.

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Extra info for Creativity in Business: Based on the Famed Stanford University Course That Has Revolutionized the Art of Success

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The process? Structure? Solutions? Let’s say, for example, you were asked to improve your company’s existing product line. What is your first thought? Do you think about several potential new product concepts? What is the first step you will take? Will you talk to customers to see what they want? What if you were asked to improve your company’s order entry process? What is the first step you would take? If you are like most individuals, the immediate focus when involved in formulating a strategy or plan of any kind is the brainstorming of potential solutions.

According to what criteria did it fail? If those criteria were known, and used to evaluate the potential of the concept to begin with, could its eventual failure have been predicted in advance? Could the failure have been avoided altogether? Contemplate how this may be possible as we continue on with our explanation of Solution-Based Logic. Transforming the Thinking Process 25 TRADITIONAL STRATEGY FORMULATION SCENARIOS The scenarios stated below highlight some of the activities that transpired during planning sessions that employed traditional strategy formulation methods.

People inherently talk about and focus on solutions. This includes executives, managers, employees, investors, customers, stakeholders and others. This fixation on solutions is what has caused most organizations and individuals to completely overlook the fact that a better way to formulate strategies may exist. The use of Solution-Based Logic dictates the dynamics that most organizations experience when formulating strategies today. To gain some insight into these dynamics, recall the last time you were involved in an activity in which a strategy, plan or decision was being contemplated.

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