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This book presents an innovative framework for enhancing creativity in decision-making by applying systems thinking principles and tools. It is based on the premise that creativity is not a fixed trait that some people have and others don't, but a skill that can be learned and improved with practice and guidance. The book also argues that decision-making is not a linear or mechanical process that can be reduced to simple rules or formulas, but a dynamic and creative process that requires holistic and systemic thinking. The work also shows that systems thinking is not a complicated or abstract theory that only experts can use, but a practical and powerful tool that anyone can apply to understand and improve complex situations. The framework consists of six steps: problem identification, idea generation, idea selection, idea development, idea implementation, and monitoring and evaluating results and feedback. Readers will learn to use the framework to solve complex problems and generate innovative ideas in any context and domain. Through the systematic integration of existing models into a unified framework, the book contributes to ongoing dialogues regarding effective decision-making processes. It critically evaluates prominent models like the Creative Problem-Solving Model, the Rational Decision Making Model, and the Intuitive Decision Making Model. Researchers seeking insights into incorporating creativity into decision-making will find this book to be a valuable scholarly resource.
Complexity theories gained prominence in the 1990s with a focus on self-organising and complex adaptive systems. Since then, complexity theory has become one of the fastest growing topics in both the natural and social sciences, and touted as a revolutionary way of understanding the behaviour of complex systems. This book uses complexity theory to surface and challenge the deeply held cultural assumptions that shape how we think about reality and knowledge. In doing so it shows how our traditional approaches to generating and applying knowledge may be paradoxically exacerbating some of the ‘wicked’ environmental problems we are currently facing. The author proposes an innovative and compelling argument for rejecting old constructs of knowledge transfer, adaptive management and adaptive capacity. The book also presents a distinctively coherent and comprehensive synthesis of cognition, learning, knowledge and organizing from a complexity perspective. It concludes with a reconceptualization of the problem of knowledge transfer from a complexity perspective, proposing the concept of creative capacity as an alternative to adaptive capacity as a measure of resilience in socio-ecological systems. Although written from an environmental management perspective, it is relevant to the broader natural sciences and to a range of other disciplines, including knowledge management, organizational learning, organizational management, and the philosophy of science.
​This exciting publication provides the reader with a theoretical and practical approach to adaptive decision making, based on an appreciation of cognitive styles, in a cross-cultural context. The aim of this Brief is to describe the role of thinking-through different options as part of the decision-making process. Since cognitive style influences decision behavior, the book will first examine thinking styles, which involve both cognitive and emotive elements, as habits or preferences that shape and empower one’s cognition and emotion. The information contained in this Brief will be a useful resource to both researchers studying decision making as well as to instructors in the higher education sector and to human resource development practitioners, especially those working in international, multi-cultural companies.
Knowledge management is a strategic issue for companies, and international standards such as ISO recently integrate it into its requirements. However, it is still an ill-defined concept, and methodologies to implement it are not very well known. This book is the result of over twenty years of research in different labs and application in a wide range of public or private companies around the world. It gives a global and coherent view both from the theoretical and practical point of views.
As a leader or responsible person we often stuck with decision-making, It's our job to make decisions that are in the best interest of the whole organisation or to ourselves. We must consider the good of many, not of a few. This is a big responsibility and very often people don't appreciate our efforts. In fact, many times people get angry at us because of the decisions we make to help them. In this book we discuss decision-making style. Not the decision itself, but style. We hope that readers will appreciate this effort.
Discovering Leadership: Designing Your Success by Anthony Middlebrooks, Scott J. Allen, Mindy McNutt, and James Morrison provides a practical, engaging foundation and easy-to-understand framework for individuals to purposefully design leadership. This action-oriented text starts with the self and helps students understand their individual strengths, styles, and skills with numerous reflection opportunities. Next, the text explores the relational aspects of leadership and best practices for motivating and inspiring followers. Finally, the text concludes by examining how leaders can transform their communities and create lasting, positive change. Practical applications and activities in each chapter help students develop their confidence, optimism, resiliency, and engagement. Regardless of your students’ background or major, they will gain the knowledge and skills they need to become thoughtful, impactful leaders.
This book explains the role of human behavior research, from both a historical and modern perspective, in improving objective, measurable performance outcomes to include safety, strategic decision making, and organizational performance. The book builds upon empirically supported foundations of human cognition, but with a focus on applying this knowledge in a manner that can improve human decision-making to enhance safety and performance. It includes explanations of how the human mind processes information, including differences in novice versus expert information processing, and tools to combat various cognitive biases. Explained within the framework of complex adaptive systems, this book builds upon resources developed through the author’s years of combined applied research and graduate teaching and includes chapters on the roles of uncertainty and complexity within scientific research. Finally, the book offers tools that are rooted in empirical research and demonstrated within the context of contemporary, real-world scenarios, with a focus on improving organizational effectiveness through improved strategic decision making and the development of learning cultures within organizations.