The Art Of Thinking Case Study

772 Words 4 Pages
In the book, “The Art of Thinking – A Guide to Critical and Creative Thought”, Vincent Ryan Ruggerio says, “some people have more talent for thinking” (Ruggerio, 2015). But can this talent be taught? It can be taught, by dedicated and innovative leaders. As well, it can be learned – intentionally or subliminally. Effective leaders strive to keep creative thought flowing throughout an organization. This requires a fundamental understanding of the behaviors that hinder the flow of creative and critical juices in the minds of employees.

Terminal Behaviors
Six characteristics are identified as being the primary hindrances of creativity. Self-serving attitudes consume two of the top contenders, face-saving and stubbornness (Ruggerio, 2015).
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In some cases, there may already be teams in place that regularly generate new and interesting ideas or solutions. The first step on the road to organization-wide innovation and engagement is to evaluate what is already working (Ruggerio, 2015). Embrace the teams that are already producing. Learn what it is they are doing different than the rest and integrate their strategies into other teams wherever possible.
Moving on to the groups that struggle, it is important to teach teams to analyze their first impressions (Ruggerio, 2015). This ensures the impressions they draw are accurate, rather than merely a presumption of truth. Thomas Huxley, an 1800’s biologist said, “Sit down before fact as a little child, be prepared to give up every conceived notion, follow humbly wherever… or you will learn nothing.” (Hancock, 2014) Huxley was a staunch supporter of Charles’ Darwin’s theory of evolution. Whether one agrees or disagrees with the theory, it is difficult to deny that those close to Darwin most likely had a great deal of experience with identifying the truth in perceptions. When employees stereotype co-workers or situations, they make generalized presumptions that are irrational (Ruggerio, 2015). The team member(s) guilty of this bad behavior have a mind that has extremely stifled creativity, according to Ruggerio. For example, if a person has negative stereotypes in
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Everyone has the potential to create and to devise innovative ideas: all should be viewed that way. If staff becomes so set on their own ideas that they cannot fairly analyze new ideas, it is a problem – and it isn’t a small one. In the book, “The Disciplined Leader”, author John Manning notes that leaders must implement decision-making strategies that include a submission, review and approval process in order to send a clear message that new ideas are enthusiastically welcomed within the organization (Manning,

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