––Michael A. Barker, executive director of leadership development and executive staffing, Verizon Communications
"No one in any managerial position can ignore this wonderful book, which teaches in a most practical–and interesting–way how to lead and manage effectively. Using real–life examples, the authors painstakingly detail a step–by–step methodology which will literally transform your thinking and take you into the exciting world of creative leadership!"
––Kirpal Singh, professor and director of the Centre for Cross–Cultural Studies, Singapore Management University.
"The creative process has been captured at last, and what a ride. True to the best of learning theory, elegantly simple. A must–read for leaders with the courage to walk on the edge."
––Bernice McCarthy, president, About Learning, Inc.
"Horth and Palus understand the critical role leaders play in creating an environment for productive social engagement in turbulent times. Their practical advice is a must–read for leaders at all levels."
––Kevin E. Kirby, vice president for administration (health sciences), Columbia University, and former executive officer, National Institutes of Health
Introduction: Navigating Complex Challenges.
1. Paying Attention.
Shifting Between Modes of Attention.
Understanding Left–Mode and Right–Mode Attention.
Using Kinesthetic Attention.
Paying Attention to Negative Space.
Asking Powerful Questions.
Developing the Competency of Paying Attention.
Learning Begins with the Personal Connection.
Practicing Assessment for Development (A4D).
Practicing Exploration for Development (E4D).
Tapping Into Your Passion.
Knowing When to Let Go of Your Personal Side.
Developing the Competency of Personalizing.
Making Imagination Tangible.
Seeing Organizational Vision in a New Light.
Making and Using Metaphors.
Making Poetry in the Face of Complexity.
Developing the Competency of Imaging.
4. Serious Play.
Play Enhances Learning amid Turbulence.
Play Is a Community Activity.
Play Is the Heart of Science and Technology.
Developing the Competency of Serious Play.
Building Creative Leadership Communities.
Creating Spaces for Group Work.
Putting Something in the Middle.
Developing the Competency of Co–Inquiry.
Thinking in Wholes.
Building Scaffolds for Learning.
Developing Leadership as Science and as Art.
Learning from Artists.
Developing the Competency of Crafting.
7. Creative Leadership in Action.
Case Study 1: Task Force Collaboration.
Case Study 2: Leadership in New Media.
Case Study 3: Individual Leadership Coaching.
Case Study 4: Creative Product Innovation.
Case Study 5: Executive Interdependence.
Case Study 6: Inventing a New Manufacturing Paradigm.
Appendix A: The Leading Creatively Program.
Appendix B: Our Research Methods.
Appendix C: A Reflective Assessment of C2 Competencies: Competencies for Making Sense of Complex Challenges.
Appendix D: The ORC Star–Mapping Process.
About the Center for Creative Leadership.
David M. Horth is a program manager and a senior faculty member with the Leadership for Complex Challenges practice area at CCL. He trains in many executive development programs, including leadership development and creativity programs for the international community.