change, complexity, and creativity

7/28/2019 Change, Complexity, And Creativity

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Gabriel F. Naig

PhDN Student


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Nursing is an art, and if it is to be made

an art it requires as exclusive a

devotion, as hard a preparation, as

any painters or sculptors work.

-Florence Nightingale-


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Establishing a Climate for creativity Techniques of creativity training

a. brainstorming

b. synapticc. morphological analysis

d. brainwriting

e. visualization

f. cueing

f. lateral thinking

g. lateral thinking


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Motivators of creativity

Providing assistance to develop new ideas Encouraging risk taking while buffering resistant

forces

Providing time for individual effort

Encouraging interaction with others outside the group

Promoting constructive intragroup and intergroupcompetition

Recognizing the value of worthy ideas Exhibiting confidence in workers


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Metamanagement

it is a planning framework that cut acrossorganizational boundaries and facilitatesstrategic decision making about current

practices and future directions. it stresses teamwork, organizational flexibility,

open communication, innovation, risk taking,high morale, and trust.


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Actions by nurse managers that help to develop

and maintain a creative climate

Providing freedom to experiment without fearor reprimand

Maintaining a moderate amount of workpressure

Providing challenging yet realistic work goals

Emphasizing a low level of supervision inperformance task


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Delegating responsibilities

Encouraging use of a creative problem-solving

process to solve unstructured problems

Providing immediate and timely feedback ontask performance

Providing the resources and support needed toget the job done


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Creative problem solving

Starts by using vague or ill-defined problems aschallenges .Problems can be attacked

intuitively to generate as many ideas aspossible. Solutions may create new challenges

and new cycles of creative problem solving.


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Several theories of creative problem solving

( Lattimer and Winitsky)

Simplifying- determining the important componentsand concentrating the most crucial factors and themost essential relationships, then making intuitive

judgments. Specifying- establishing the value of key factors, the

probabilities of uncertainties, and the preferences forthe outcome

Rethinking- examining the original analysis regardingomissions, inclusions, order and emphasis.


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Godfrey recommends an alternative theory of

creativity with the following five steps

Perception- realizing there is a problem

Preparation- research, data collection, andarrangement of information to define theproblem

Ideation- analysis and structure of a variety offormats that stimulate analogies and images,brainstorming


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Godfrey recommends an alternative theory of

creativity with the following five steps

Incubation- withdraw and relax when the flow

of ideas ends. The unconscious takes off andthe forms of images of possible solutions.

Validation- test a solution


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Creativity in the workplace

Creative people including nurses, have a broadbackground of knowledge. They have the mental skills

of curiosity, openness, sensitivity to problems,flexibility, ability to think in images and capability ofanalysis and synthesis.


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Creative individuals value the work and association ofother creative individual; they stimulate each other tothink and perhaps even to be competitively creative.They can tolerate ambiguity, they have self confidenceand persistence.


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Several theories of creative problem solving

( Lattimer and Winitsky)

Thinking- identifying factors to be used insolving an issue or developing a strategic plan;the choice is between a risk-free alternativethat involve risk.


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Several theories of creative problem solving (Lattimer and Winitsky)

Decomposing- breaking the situation into

components-alternatives, uncertainties,outcomes and consequences-and working witheach component and combining the results fora decision.


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Managing creativity can be challenging. Nursemanagers must build an environment in whichinterpersonal relationship and trust areestablished to allow for maximal creative effortamong staff. With willingness to listen and aspirit of cooperation, staff will accept differingbehaviors and ideas without defensiveness or

fear losing control.


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The following can be done by the nurse manager

to nourish creativity in nursing personnel Noting the creative abilities of those who

develop new methods and techniques and

enhancing employees self esteem. Providing time and opportunity for creativework , to be planned during performanceappraisals and included in scheduling

Permitting time for educational offerings


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Recognizing expertise in clinical practice,research efforts and managing skills

Encouraging nursing personnel to becomeinvolved in progress, in the workplace, in a

community endeavor, and in professionalorganization

Encouraging calculated risk taking and

acceptance of personal responsibilities,allowing for the freedom to fail.


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Social Intelligence

Is the ability to get along with others and to get

them to cooperate with you. Why? Because thebiggest obstacle to learning something new, inthis case implementing change, is that youalready believe you know it.


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To encourage creativity, hire creative people.

Frequently they are the ones who have takentime off to learn and explore; sometimesconsidered off the wall, they bring fresh view

points to their chosen profession. Weed out thecomplacent. Model, measure, and teachcuriosity; seek out work. Change the pace, andmake it fun.


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Perception related to change

Recognition- we relate the change withsomething we already know.

Interpretation- misinformation about the

change comes from misinterpretation. Thebrain converts incoming data into what webelieve it should be.

Expectation- this controls much of our

perception; it is how we organize our thoughtsabout the change that can often be a self-fulfilling prophecy.


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Leaders who are creating a healthy workenvironment where change can flourish mustask if they and their staff are exhibitingnourishing behaviors or toxic behavior

regarding change.

Toxic behavior is a consistent problem of

behavior that makes others feel devalued,inadequate, angry, frustrated, or guilty.


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Nourishing behavior is a consistent patternof behavior that makes others feel valued,

love respected, capable, and appreciated,which are all behaviors required for change tobe adopted and consequently successful.


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Dr. Albrechts model of Social Intelligence

S= Situational awareness

P= Presence

A= AuthenticityC= Clarity

E= Empathy


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Situational awareness- this dimension is a kind

of social radar or the ability to read situationsand to interpret the behavior of people inchange situations.

Presence- this incorporates the range of verbaland non verbal patterns such as onesappearance, posture, voice quality, and subtle

movement. In other words, presence is a wholecollection of signals that others process into anevaluative impression of a person.


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Authenticity- staff and others have a kind ofsocial radar that enables them to pick-upvarious signals from our behavior to judgewhether we are honest, open, ethical,

trustworthy, and well intentioned orinauthentic.


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Clarity- this is the ability to explain ourselves,illuminate ideas, pass data of action, andenable leaders to get others to cooperate.

Empathy- the shared feeling between two

people or a state of connectedness with otherstaff member creates the basis for positiveinteractions and cooperation

change, complexity, and creativity

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