Bx3174 Purpose

Leadership and Management
Leadership as PURPOSE
WHY leadership
1. What are
Leadership and
10 Leadership Management
Development & Review 2. CRITICAL THEORY
and Leadership As
Practice
9 Anthropological
Diversity
8 Dark side of 3a. Leaders as

Leadership Future PERSON Part 1
7 Leadership as Focused 3b. Leaders as

PERSON Part 2
PROCESS
Part 2
4. Leaders as
6 Leadership as
PERSON Part 3
PROCESS
Part 1
5a. Leadership as 5b. Leadership as
POSITION PURPOSE
PRIDEAUX BX3174
Outline
Purpose: is it WHY leaders seek something?

Moving towards PURPOSE
Futures Thinking
Foresight
Strategic Thinking
Creative Thinking
Strategic Frames
Supporting Material Mind Mapping
Readings
Text Book
Key Readings
1. Mostovicz, et al, (2009)A Dynamic theory of
Leadership development.
2. Smith (2011) Science and technology foresight
bakers dozen: a pocket primer of comparative and
combined foresight methods.
3. Deiser (2011) Creative Leadership
Readings
Text Book
Key Readings.Continued
4. Kempster et al. (2011) Leadership as purpose:
Exploring the role of purpose in leadership practice
5. Amsteus (2011) Managers foresight matters
6. Inayatullah (2007) Six pillars: futures thinking for
transforming
7. Judkins (2015) Aspire to have no goals, pp96-99
Leadership is a journey in which we
Opening Thought
acquire knowledge, experiences, become

more self-aware and consider how our
actions change the world Linda Sands PhD,
Market Development Manager, South Asia and Pacific, Thermo
Fisher Scientific, Melbourne, VIC.
You are the legacy of everyone who has gone before

you and their contributions, and you need to ask
yourself, what will your legacy be? David Morrison,
Chief of Army, Australia (Retired) 2015.
What Leadership Is
Person: is it WHO leaders are that makes them

leaders?
Result: is it WHAT leaders achieve that makes them
leaders?
Position: is it WHERE leaders operate that makes
them leaders?
Process: is it HOW leaders get things done that
makes them leaders? Grint (2005) p 1.
Purpose: is it WHY leaders seek something of
significance outside of self, and for a greater good,
that makes them leaders?
What Is Purpose?
Humans need a purpose.

As each person has his own individual personality, he
therefore searches for a unique purpose (Frankl, 1963).
Focusing on the search for purpose as a goal requires
maturity, one of the most important qualities of a leader
(Zaleznik, 1977).
How can leaders pursue a goal when their purpose is

unclear?
Source: Mostovicz, et al, (2009)A Dynamic theory of Leadership development.
A Purpose Model of Leadership
What Is Purpose?
Purpose: is it WHY leaders seek something of

significance outside of self, and for a greater good, that
makes them leaders?
http://webcast.achsm.org.au/Mediasite/Play/9518987eec974dbda548bd304df
d57711d
Colin Powell speaks about leadership&rlm;.mp4
Purpose: is it WHY leaders seek something?
Leadership as PURPOSE seeks to understand the end, purpose or goal of
leadership suggesting as Kempster, et al., (2011) note, that leadership is oriented to
enabling the achievement of something significant (p.318). Without a unifying
sense as to the outcomes of where leadership is directed, leadership is
without purpose.
Kempster, et al., (2011) argue that purpose is something inherent in all
human beings which connects with Aristotle's telos that a being has an
extrinsic determination to realise a purpose outside of self for the utility
and welfare of other beings Howie 1968 (p321). Suggesting that purpose is
outside the individual [leader] seeking the realization a greater good the
highest good for man consists not merely on the possession [of a purpose]
but in the exercise of it knowledge [of a purpose] merely possessed and
not put to use is ineffective and useless (1968: 47 cited in Kempster, et al., (2011).
This suggests that leadership as purpose is seeking to achieve
something of significance, outside of self and a greater good
through which the leader gains a greater sense of wellbeing
when connected to a societal purpose.
Leadership as Purpose
To practice leadership, is to lead toward a purpose:

ALL effective leadership is directed toward an end; a
purpose Often referred to as Vision.
Effective leadership is aimed at something that is
trying to be achieved; something that is wanted, by
the leaders and the followers.
Effective leaders don't lead randomly, but in line with
goals, desires, needs and values toward a purpose.
Clarity of Purpose
Leaders may not always be fully aware of their purpose.

Without a clear sense of purpose leadership may be
unproductive.
Purpose can be contradictory the organisation may
want to be known as environmentally friendly, but
pollutes the air.
Purposes are influenced by the leaders Point of View,
as well as the way the leader sees the world.
Purpose shapes how we see things, and how we see
things, shapes what we seek.
Each person formulates purpose(s) from a given POV,
determined by the context of their own experience.
Clarity of Purpose
To understand our goals and objectives, we need to

consider the perspectives from which we see the world.
A hair dresser might be more concerned about
personal appearance than a cleaner. Why?
A dentist may be concerned about straight teeth than
most people. Why?
Is it POV?
Is it Values?
Is it VABEs?
Is it a sense of wanting something different?
Activity - Identifying Your Purpose
Think about five fundamental goals you have.

Fill in the blanks:
One of my goals is______________.
I can achieve this goal best by___________________.
Reflection:
Can you now combine these goals into your purpose?
If you cant identify your own personal purpose, how can
you in a leadership role, articulate an organisational
purpose?
Leadership as purpose seeks to achieve something of
significance, outside of self and for a greater good
through which the leader gains a greater sense of
wellbeing when connected to a societal purpose.
A Leadership-led discourse oriented towards

sense-making of the context and purposes of work.
Without such discourse of leadership as purpose
there is a general tendency for purpose within
business and the public sector to become overly
preoccupied with the outputs of external goods
profit, shareholder return, value for money, or
efficiencies.
These are important, but alone they may [do] not
provide a broader societal purpose that connects
individuals contributions to greater goals beyond the
organization in which they work.
All firms have an obligation to work towards generating

net social value; in other words [organizations] are
expected to improve the general welfare of society
Schwartz and Carroll (2008: 168).
The apparently axiomatic [self-evident or unquestionable]
need for leaders to engage followers in societally
purposive discourses is highly problematic for leaders
engaged in everyday organizational practice.
Something Significant
Purpose is central to leadership and the presence of
purpose can have desirable motivational affects on
followers.
Smircich and Morgan argue that leaders have dual and
potentially conflicting roles: (1) to maintain organisational
order and structures and to rise above formal structures
and (2) provide meaning and direction involving the
embodiment of values and purpose.
The management of purpose or meaning is both a central
process and a key challenge for leaders.
Thus, the challenge for a leader is to manage meaning in
a way that individuals orient themselves to the
achievement of desirable [social and organisational]ends.
Activity - What is Your Purpose as a Leader?
Write down your Leadership purpose?

What is the greater good?
Be prepared to justify.
Share it with one other person.
Moving towards PURPOSE -
achievement of desirable [social and
organisational]ends
Futures Thinking
Even as the future disrupts, we remain tied to
old patterns of behavior.
We know we need to change but we seem
unable to.
What can we do? What should we do?
Inayatullah, S (2008) Six pillars: futures thinking for transforming, Foresight, Vol. 10 No. 1, pp4-21.
1. Where do Ideas Come From.mp4

Foundational Futures Concepts
1. The used future

2. The disowned future
3. Alternative futures
4. Alignment
5. Models of social change
6. Uses of the future
1. The used future.
Have you purchased the future yet?
Is your image of the future, your desired future, yours or
is it unconsciously borrowed from someone else?
2. The disowned future.
Our excellence is our fatal flaw, said the Greek writer
Homer. What we excel at becomes our downfall. And we
do not see this because we are busy focusing on our
strategic plans. It is the self disowned, the future pushed
away, that comes back to haunt us.
What is your disowned future?

3. Alternative futures
We often believe that there is only one future. We cannot
see the alternatives, and thus we make the same mistakes
over and over. But by looking for alternatives, we may see
something new.
We are not caught in the straitjacket of one future. As
well, if our particular future does not occur, we do not die
from emotional shock, rather, we learn how to adapt to
changing conditions.
What are the alternative futures that you see?

4. Alignment
We need to align our day-to-day problem-based approach
with strategy. And we need to align strategy with the broader
bigger picture, and the bigger picture with our vision and the
vision with our day-to-day. Often we envision a particular
future, and yet how we measure this future, our
organizational indicators, have no relationship to that vision.
Thus the vision fails, because everyone knows the vision is

there for show so as to appear to look modern. While
enabling and ennobling us, the vision must link to the day-to-
day realities; our day-to-day measures must reflect the vision.
How do you align your future (vision/dream) to the day-to-
day? Or do you?
5. Models of social change

Do you believe that the future is positive and you can do
something about it? Or is the future bleak and there is
nothing you can do about it? Or is the future created by
the 100th monkey?
Or is the future already given, created by prophecy? Or
perhaps you believe that the future is cyclical, everyone
has a turn and the most effective strategy is to be patient.
Or do you believe the future is not given, but created by
our daily actions, and thus we must take the bull by the
horns. Or . . .
What do you believe?
6. Uses of the future
Futures thinking can simply be about foresight training,
helping individuals and organizations with new competencies
and new skills. At a deeper level, futures thinking can help
create more effective strategy. By understanding the
alternative, used and disowned futures, organizations can
become far more innovative.
At a deeper level, futures thinking can create capacity. It is
not so much predicting correctly or getting the right strategy,
that is, using the right tools, but about enhancing our
confidence to create futures that we desire. Futures methods
thus decolonize the world we think we may want they
challenge our basic concepts. They deconstruct. Enhancing
capacity empowers individuals this liberates and is scary for
many as the safety of having others make decisions for one is
taken away.
Brainstorming Exercise
Take out a sheet of paper and something to
write with before viewing the next slide.
Brainstorming Exercise
Tree.jpg
How many uses can you think of for a Tree?

You have three minutes.
Conventional
Anti Thinking (ACT)
Anticonventional thinking (ACT) _ Jeffrey Baumgartner _ TEDxULB.mp4
http://youtu.be/6-p5E38ZyaA?list=PLsRNoUx8w3rN-pvp--gGE-
hXblX1GhuCb
Conventional
Anti Thinking (ACT)
A new, fun and effective approach to creative thinking.
It is a four step process
Step 1 Play with the situation. Write down 15-20 open-
ended questions you could ask about the problem. Not
yes or no questions. Avoid boring questions.
Step 2 Sexy Goal Go through the questions and come up
with answers does not have to be definitive at this stage.
Make up answers if necessary. Crazy is good!
Now you should have a good feel for the situation
Step 3 Build Vision Now come up with the craziest idea for
the vision. Play with ideas, reject boring ideas.
Step 4 Manageable Steps Build an Action Plan When
you have an idea that all like-push it further. Make it
crazier. Make a story about what can be done with____
Thinking Exercise
How many uses can you think of for a
common red brick?
You have ten minutes.
No criticism whatsoever. All ideas must
be written down
Once your 10 minutes are up, combine

related ideas. Then, let each member of
the group vote on what they believe to
be the three best ideas. Whichever idea
gets the most vote wins. If there is a tie,
hold a tie-breaking vote.
Conventional
Anti Thinking (ACT)
Imagine a glass of water
Step 1 Play with the situation. Write down 15-20 open-
ended questions you could ask about the problem. Not yes
or no questions. Avoid boring questions.
Now you should have a good feel for the situation
the glass of water. Play with ideas, reject boring ideas.
Step 4 Manageable Steps Build an Action Plan When you
have an idea that all like-push it further. Make it crazier.
Make a story about what can be done with a glass of water.
Conventional
Anti Thinking (ACT)
Imagine your own business when you finish this Degree
Step 1 Play with the situation Write down 15-20 open-
ended questions you could ask about your business. Not
yes or no questions. Avoid boring questions.
Now you should have a good feel for the business
the business. Play with ideas, reject boring ideas.
Step 4 Manageable Steps When you have an idea that all
like-push it further. Make it crazier. Make a story about the
business.
Where Do Ideas Come From?
Creative thinking - how to get out of the box and

generate ideas.mp4
Deeper Levels of Futures
1. Emergence
Futures thinking helps create the conditions for a
paradigm shift. The organization imagines a new future,
creates a new strategy, enables stakeholders, uses tools
and then a new future emerges.
2. Meme and Microvita Change
Meme change is about changing the ideas that govern
institutions, and
Microvita is about the non-local field of awareness
that makes sense of reality.
Futures thinking ultimately can go far as mapping and
changing memes and fields of reality.
Futures Thinking Six Basic Questions
1. What do you think the future will be like? What is

your prediction? More and more progress
and wealth? Wealth for the view? A dramatic
technological revolution? Environmental
catastrophe? Why?
2. Which future are you afraid of? Random acts of
violence? Do you think you can transform
this future to a desired future? Why or why not?
3. What are the hidden assumptions of your predicted
future? Are there some taken-for-granted assumptions
(about gender, or nature or technology or culture, or . . .)?
Activity Futures Thinking World Cafe
1. What do you think the future will be like? What is

your prediction? More and more progress
and wealth? Wealth for the view? A dramatic
technological revolution? Environmental
catastrophe? Why?
2. Which future are you afraid of? Random acts of
violence? Do you think you can transform
this future to a desired future? Why or why not?
3. What are the hidden assumptions of your predicted
future? Are there some taken-for-granted assumptions
(about gender, or nature or technology or culture, or . . .)?
Futures Thinking Six Basic Questions
4. What are some alternatives to your predicted or

feared future? If you change some of your assumptions,
what alternatives emerge?
5. What is your preferred future? Which future do you
wish to become reality for yourself or your organization?
6. And finally, how might you get there? What steps can
you take to move in toward your preferred future? As it
says in ancient Buddhist texts, much of the solution to the
challenge of life is simply in being pointed in the right
direction.
Activity Futures Thinking World Cafe
4. What are some alternatives to your predicted or

feared future? If you change some of your assumptions,
what alternatives emerge?
5. What is your preferred future? Which future do you
wish to become reality for yourself or your organization?
6. And finally, how might you get there? What steps can
you take to move in toward your preferred future? As it
says in ancient Buddhist texts, much of the solution to the
challenge of life is simply in being pointed in the right
direction.
Now; develop a PURPOSE statement
The Six Pillars of Future Thinking
1. Mapping
2. Anticipation
3. Timing the Future
4. Deepening the Future
5. Creating Alternatives
6. Transforming the Future
1. Mapping
2. Anticipation
1. Mapping - The Futures Triangle

6. Transforming the
Future
Pull of the Future

Map time - the The image pulls us
Past, Present and forward
Future
Plausible
Future
Push of the Present Weight of History

Five Archetypal Images of the Future
1. Evolution and progress more technology and a
belief in rationality.
2. Collapse belief that human kind has reached its
limits, even over stepped. A worsening future.
3. Gala the world is a garden, cultures are its flowers.
We must become more inclusive.
4. Globalism focus on ways to come closer as
economies and as cultures. Break down borders to
bring riches to all and achieve a new world.
5. Back to the Future we need to return to simpler
times when everything was simpler. Change is
overwhelming; we have lost our way, and must return.
1. Mapping
2.
3.
4.
Anticipation
Timing the Future
Deepening the Future
2. Anticipation
6. Transforming the
Future
Problems
Trends
Seeds
30 Years
Ago Emerging Issues Now
1. Mapping
2. Anticipation

6. Transforming the
Future
The search for the grand patterns of history and the

identification of each one of our models of change.
There are patterns that help identify what will happen.
The future is linear, stage like.
The future is cyclical. There are ups and downs.
The future is spiral parts are linear and
progressed based, and parts are cyclical.
New futures are more often driven by a
creative minority.
There are hinge periods of human history
when a few make a dramatic difference.
1. Mapping

2. Anticipation
6. Transforming the
Future
Looking to a deeper, worldview of issues using Causal Layered

Analysis (CLA) to unpack to deepen the future.
Litany or day-to-day future. The generally accepted
way things should be.
Focusing on social, economic, political causes of the
issue.
The culture or worldview. The big picture paradigm
that informs what we think is real or not the
cognitive lenses that we use the understand and shape
the world.
The myth or the metaphor the deep unconscious
story.
The problem may in fact be the paradigm itself.

1. Mapping

2. Anticipation
6. Transforming the
Future
Worldview change is harder and longer term, requiring

seeking solutions from outside the framework from which
the solution has been defined.
Example the medical world
Causal Layered
Analysis Level Medical Mistakes
Litany High rate of medical mistakes
Solution: more GP training
Systemic causes Audit on causes of mistakes: communication, new technologies,
(Focusing) administration
Solution: more efficient, smarter systems
Worldview or Reductionist modern medical paradigm creates hierarchy
Culture Solution: enhance power of patients and/or move to different
health systems
Myth/metaphor Doctor knows best
Solution: Take charge of your health
1. Mapping
2. Anticipation
4.
5.
Deepening the Future
Creating Alternatives
6. Transforming the
Future
There are two key methods:

1. Nuts and bolts doing structural functional analysis
and finding different ways of doing what the
[organisation] is doing.
2. Scenarios to create alternate futures. Methods
available include: single variable; double variable;
archetypes; organisational and integrated.
1. Mapping
2. Anticipation
6. Transforming the Future

6. Transforming the
Future
The future is narrowed toward the preferred.

Which future do individuals desire? Which futures do we
want?
A number of key methods:
The future can result from scenarios
Questioning asking individuals about a
preferred day in their life in the future
Creative Visualisation asking individuals to
walk into the future
1. Mapping
2. Anticipation
6. Transforming the Future - Backcasting

6. Transforming the
Future
Backcasting can be used to avoid the worst case

scenario. Once the steps that led to the worst case
scenario are developed, then strategies to avoid that
scenario can be enacted upon.
The Six Pillars of Future Thinking
1. Mapping
2. Anticipation
The future is linear, stage like
The future is cyclical. There are ups and downs
The future is spiral parts are linear and progressed based,
and parts are cyclical
New futures are more often driven by a creative minority
There are hinge periods of human history when a few make
a dramatic difference
6. Transforming the Future which future do
individuals desire? Which futures do we want?
Futures Thinking
The future thus has six foundational concepts, six questions and six
pillars.
As the world becomes increasingly heterogeneous, as events from
far away places dramatically impact how, where, when, why and
with whom we live and work, futures studies can help us recover
our agency.
By mapping the past, present and future; by anticipating future
issues and their consequences; by being sensitive to the grand
patterns of change; by deepening our analysis to include
worldviews and myths and metaphors; by creating alternative
futures; and by choosing a preferred future and backcasting ways
to realize the preferred, we can create the world we wish to live
in.
Futures thinking can help shape our PURPOSE.

Foresight
Integrative, systemic foresight, combining multiple
perspectives and tools will be the dominant pathway toward
the future. As that future grows ever more complex and
challenging, tools will need to become more powerful and
consistent, with protocols likely to emerge with respect to
how combinations of
computational power, new insights into how humans cope
with change, and impact understanding through dynamic
simulation sequencing can begin to deliver real adaptive and
futures guidance to society with respect to both major actions
and contingent investments that we as a society need to make
to realize emerging opportunities.
Jack E. Smith and Ozcan Saritas (2011) Science and technology foresight bakers dozen: a pocket primer
of comparative and combined foresight methods,foresight, VOL. 13 NO. 2 2011
Foresight
1. Foresight is first and foremost about learning to understand
change and thereby to better anticipate the disruptions and
opportunities it may deliver.
2. Foresight requires commitment, clarity of purpose and

appreciation by the players and the sponsors so that its capabilities
can be realized.
3. Champions are necessary they signal relevance and forward

readiness to embrace the results otherwise a sense of futility
abounds.
4. Good foresight is fundamentally collaborative - i.e. the real

synergies lie with those who are collectively sharing their insights
and stimulating each other and the presence of these collaborators
is also essential for its credibility.
Foresight
5. Foresight is a participant activity not a spectator sport and people
want it to be a consultative process and have their ideas considered. i.e.
we are all stakeholders in the future.
6. Foresight is more about conversations and rich stories about varied

dimensions of life experience than just analytics or data after all there
is no real data on the future, just projections, assumptions and
implications from present data.
7. Computation and simulation are, however, becoming indispensable

for managing the complexities of future variables and the enormous
range of drivers, factors and implications we are finding applicable to the
scale of foresight challenges.
8. And, yes, challenging convention and being or at least including some

iconoclastic [criticizing or attacking cherished beliefs or institutions]
perspectives is useful to ensure reasonable variety.
Foresight
9. To extend this aspect, of the importance of variety, good foresight needs
diversity and multiple, plausible alternatives that explore the dynamic
edges where change is most active -because quite often our experience has
been that the most astute insights arise from explicitly critical thinking.
10. This in turn contributes to the process being designed to encourage
creativity which becomes a key asset to the project, especially in attracting
creative individuals.
11. This being said, foresight also needs to record, capture and evaluate the
information it generates otherwise much of the value will be lost.
12. And to best enable good capture, the use of the tools should be both
concurrent and connected whereby multiple tools enable participants to
share different aspects of their knowledge and experience.
13. Finally it is ultimately about communications at every level and

covering strategy, delivery, and follow-up actions. PAGE 92 jforesight j VOL. 13 NO. 2 2011
Foresight What is It?
Systemic Foresight Methodology
Foresight and Forecasting Methods
From Knowns to Unknown Unknowns
and Scanning Space
Foresight learning process needs to be focused on the
Outside-In and that learning from contact with diverse sources
well beyond ones own organization produces insights as well
as new connections and discoveries that represent creative
energy for the process of foresight.
Strategic Thinking
Is about considering the bigger organizational
context
Strategic Thinking - Elements
Systems Intent Focused

perspective
Thinking is
End-to-end focused on
understanding of intent to
organisation achieve goals
Strategic
Thinking
Intelligent
Thinking in
Opportunism Time
Allowing for Connecting the
emergence of Hypothesis Driven
new strategies past, present
Develop and test and future
efficiently
Adapted
Liedtka, from Jeanne
J. (1998) Liedtka,
Strategic Elements
Thinking: CanofitStrategic Thinking
be Taught?
Systems Perspective - Strategic thinking is built on the

foundation of a systems perspective. A strategic thinker has a
mental model of the complete end-to-end system of value
creation, and understands the interdependencies within it.
This mental model of how the world works must
incorporate an understanding of both the external and
internal context of the organization.
Intent Focused - Strategic thinking is intent-driven. Strategic
intent provides the focus that allows individuals within an
organization to marshal and leverage their energy, to focus
attention, to resist distraction, and to concentrate for as long
as it takes to achieve a goal.
Thinking in Time - strategy is not driven by future

intent alone. Hamel and Prahalad agree, and argue
that it is the gap between todays reality and that
intent for the future that is critical. Strategic thinking
connects the past, present, and future.
Intelligent Opportunism - there must be room for
intelligent opportunism that not only furthers
intended strategy but that also leave open the
possibility of new strategies emerging - strategic
dissonance.
Hypothesis-Driven - in an environment of ever-increasing

information availability and decreasing time to think, the
ability to develop good hypotheses and to test them efficiently
is critical.
Hypothesis accommodates both creative and analytical
thinking sequentially in its use of iterative cycles of hypothesis
generating and testing. Hypothesis generation asks the
creative question what if . . .? Hypothesis testing follows
with the critical question If. . ., then. . .? and brings relevant
data to bear on the analysis, including an analysis of a
hypothetical set of financial flows associated with the idea.
Taken together, and repeated over time, this sequence allows
us to pose ever-improving hypotheses, without forfeiting the
ability to explore new ideas. Such experimentation allows an
organization to move beyond simplistic notions of cause and
effect to provide on-going learning.
Innovation and
Level Three
Leadership
Copyright 2012 Pearson Education, Inc. publishing as Prentice Hall 80

Opening Thought

Creative Thinking
Creative thinking involves the need to attend to different

ways of thinking and different foci of thought.
There are many techniques for developing creative
thinking including DeBonos The Six Thinking Hats. The
hats help people think about how their central repeating
patterns might either be helpful or hurtful to their
purpose and therefore invites thinking in ways that
rebalance thinking.
Creative Thinking Model
Source: Puccio, et al, (2007) Creative Leadership p. 122

Tools for Strategic Thinking
Source: Puccio, et al, (2007)

Creative Leadership p. 116

Use an
organisation to
do a Wouldnt it
nice and
Wouldnt it be
awful if wishful
thinking exercise

Use organisation
to do a Wouldnt
it nice and
Wouldnt it be
awful if
storyboarding
exercise



Formulating
Strategic Challenges
Why Formulate Strategic Challenges?

Formulating
Strategic
Challenges
Source: Puccio, et al,

(2007) Creative
Leadership p. 132
Formulating
Strategic
Challenges

(2007) Creative
Leadership p. 132
Formulating
Strategic
Challenges

(2007) Creative
Leadership p. 136
Exploring Ideas
Tool For
Exploring
Ideas
Source: Puccio, et
al, (2007) Creative
Leadership p. 136
Creative Thinking - The Pet-Peeve
Technique
The pet-peeve technique is a method of

brainstorming in which a group identifies all
the possible complaints others might have
about the groups organisational unit.
Creative Thinking - The Forced-Association
Technique
Using the forced-association technique,

individuals or groups solve a problem by
making associations between the attributes
and properties of the word chosen.
Activity - Forced Association

Small Group Exercise
From the Random word Table on the next slide

Think of a column number between 1-6
Think of a row number between 1-6
Think of a number between 1-6
That is the word your group will use to solve a
problem
Random Word Table
Creative Thinking - The Excursion Method
The forced-association technique has many

spin-offs.
One of them is the Excursion Method, in
which the problem solver makes word
associations that relate to the problem.
Activity - Excursion Method

You are needing to increase the level of co-operation among
employees in your organisation
Creative Thinking - Equipping a Kitchen for the
Mind
Every business needs a Kitchen for the

Mind, and space designed to nurture
creativity; a communal meeting place
where people can get together to think
creatively.
Sample Mind Map

Techniques for Enhancing Your Creative
Thinking
Observe mindfully Stimulate your curiosity

Consider the opposite Use mind mapping
Avoid deadline stress Heighten your senses
Calm your mind Fight killer phrases
Always search for a Allow fuzziness
better way Look for unexpected
Consider the customers connections
experience Look for whats fun

Thinking Strategically
An organizations ability to learnand [rapidly] turn

that learning into actionis the ultimate competitive
advantage.
Jack Welch

The Heart of Strategic Management
Competitive Advantage
Strategic Issue

Four Questions That Guide Strategic Choices

Porters Five Forces Model

Defining Growth Trajectories

The BCG Matrix

The Innovators Dilemma

Good to Great Model

The Strategy Map Key Questions

116
Back to Purpose
Purpose is about Going Beyond, it is much bigger than

the contemporary notions of Strategy and Strategic
Management.
Strategy is an enabler and NOT and end unto itself.
Futures thinking, Foresight, Creating Thinking, Strategic
Thinking, Mind Mapping and other methods, tools and
techniques empower leaders to move toward PURPOSE.
HOWEVER, purpose is more than the sum of these and is
yet to be fully understood.
Purpose is a work in progress and provides a powerful
typology of leadership to help gain a deeper insight into the
complexity and dynamic of leadership.
Supporting Material
The following slides are provided to supplement the

material covered in the session. They provide additional
material to support the content covered in the session.
Mind Mapping
Reference: Buzan, T. (2005) the ultimate book of mind maps. London: Thorsons.
Do You Want To:
Come up with innovative ideas and creative solutions?

Memorise information and recall it under pressure?
Set goals and achieve them?
Deliver excellent presentations with confidence?
Enjoy success after success?
If you answered YES then Mind Mapping is for you

Mind Mapping
What is a mind Map?
The ultimate organisational thinking tool
It is a plan for today
The easiest way to put information into your brain and
take information out of your brain
It is a creative and effective means of note taking
Mind Mapping
Mind Maps can:
Give an overview of a large subject or area
Allow you to plan routes and make choices and will let you
know where you are and how you are going
Gather a large amount of information in one place
Encourage problem solving by allowing you to see new
creative pathways
Be enjoyable to look at, read, muse over and remember.
Article Mind Mapping and Executive Education: applications

and outcomes
Mind Mapping is about YOU
Mind Maps can help YOU Mind Maps can help YOU
to: to:
Be more creative Remember better.
Save time Study faster and more
efficiently
Solve problems
Make study a breeze
Concentrate
See the whole picture
Organise and clarify
your thinking Plan
Pass exams and get Communicate
good grades
Mind Mapping and Leadership
Mind Mapping and Leadership
A Mind Map
Activates your whole brain
Clears your mind of mental clutter
Allows you to focus on the subject
Helps demonstrate connections between isolated
pieces of information
Gives a clear picture of both details and the big
picture
Allows you to group and regroup concepts,
encouraging comparisons between them
Requires you to concentrate on the subject, which
helps get the information about it transferred from
your short-term memory to your long-term memory
Mind Maps are a critical tool in the Da Vinci
Thinking Tool Kit
ARTE/SCIENZA The development of the balance between science

and art, logic and imagination. WHOLE BRAIN THINKING.
These rules are intended to help you to free and good judgement:
for good judgement proceeds from good understanding, and good
understanding comes from reason trained rules, and good rules are
the children of sound experience, which is the common mother of
all sciences and arts Leonardo Da Vinci
So there are rules on HOW to Mind Map

But the rules will help to set your thinking free
What a Mind Map Looks Like
Source: Buzan, T. (2005) Mind Map -

The ultimate thinking tool. London:
Thorsons.
Who Has Used Mind Maps?
The Brain and Knowledge
Imagine your brain as a very large, newly build library. You
have two choices:
1. A small or large collection of information
2. To organise the information or not (just dump it all on the
floor)
What choices would you make for one and two above?
The Brain and Knowledge
Mind maps are a phenomenal data-retrieval and access
system for the gigantic library that actually exists in your
amazing brain.
Mind maps help you to learn, organise and store as

much information as you want, and to classify it in a
natural that gives you easy and instant access (perfect
memory) to whatever you want.
Mind maps allow you to keep stuffing information into

your head without your brain getting filled up. Mind
Maps allow you to use the vast amount of brain power
you have that would otherwise go under utilised.
HOW? Each new piece of information hooks on to all the
information already in there.
Making A Mind Map
Mindmaps work like your brain IMAGINATION AND
ASSOCIATION
Read the following word and then close your eyes for 30
seconds.
Making A Mind Map
Fish
Making A Mind Map
What image did your brain create?
A single fish
An aquarium
A fish shop
An ocean
Did you see colours?
Did you experience aromas?
Did you experience textures of the fish?
Making A Mind Map
The brain works with sensory images and creates appropriate
associations radiating out from them.
3D pictures are produced
Both the brain and mind
maps work by IMAGES
with networks of
ASSOCIATIONS
Source: Buzan, T. (2005) Mind Map -The ultimate

thinking tool. London: Thorsons.
Mind Mapping
What a FRUIT mind map could look like

Mind Maps a reflection of your brains
natural, image-filled thinking processes and
abilities
This is how YOUR brain works-
IMAGES with networks of

ASSOCIATION
This is how MIND MAPS work-

IMAGES with networks of
ASSOCIATION
Making A Mind Map 7 STEPS
1. Start in the centre of a blank page gives the brain freedom
to spread out in all directions
2. Use an image or picture as your central idea an image is
worth a thousand words
3. Use colours throughout colours are exciting to your brain
4. Connect your main branches to the central image and connect
your second and third level branches to the first and second
etc because the brain works by association
5. Make branches curved rather than straight lined just straight
lines is boring to the brain
6. Use ONE key Word per line single words give the map more
power and flexibility and acts as a multiplier
7. Use IMAGES throughout again each is worth a 1000 words.
So 10 images are worth 10 000 words
Making A Mind Map - FUN
Draw this face with the word FUN in the centre on your pad
F N

Making A Mind Map - FUN
1. On the five central branches, print the first five

words that come into your head, one on each
branch, what ever they are when you think of the
word FUN. Then go to the next level and print the
first five words that come into your head that are
associated with the word on that branch.
2. Now do each branch.
Mind Mapping
Now ask yourself if you could create another five

words/ideas from each of the 25 words that radiate
from the original five.
Of course you could! That is another 125 ideas.

Mind Mapping
Now think about the following word and create a mind

map
Creativity Playground
What a creativity playground Mind Map Could Look Like

What CREATIVE INTELLIGENCE Mind Map Could Look
Like

What YOUR IDEAL FUTURE Mind Map Could Look Like

Studying a Complex Topic Mind Map Could Look Like

What STARTING A NEW BUSINESS Mind Map Could Look
Like

What PLANNING A PRESENTATION Mind Map Could Look
Like

The Rules of Mind Maps
1. Use Emphasis
Always use a central image
Use images through the mind maps
Use three or more colours per mind map
Use dimension in images and around words
Use synaesthesia (the blending of the physical senses)
Use variations of size of printing line and image
Use organized spacing
Use appropriate spacing
2. Use Association
Use arrows when you want to make connections
Use colours
Use Codes
3. Be Clear
Use only one Key Word per line
Print all words
Print Key Words on lines
Make line length equal to word length.
Make major branches connect to central images
Connect lines to other lines
Make central lines thicker
Make your boundaries embrace your branch outline
Make images as clear as possible
Keep your paper placed horizontally in front of you
Keep your printing as upright as possible
4. Develop your own style
5. Layout
Use hierarchy
Use Numerical Order

Bx3174 Purpose

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Leadership and Management

8 Dark side of 3a. Leaders as

7 Leadership as Focused 3b. Leaders as

Purpose: is it WHY leaders seek something?

acquire knowledge, experiences, become

You are the legacy of everyone who has gone before

Person: is it WHO leaders are that makes them

Humans need a purpose.

How can leaders pursue a goal when their purpose is

Purpose: is it WHY leaders seek something of

To practice leadership, is to lead toward a purpose:

Leaders may not always be fully aware of their purpose.

To understand our goals and objectives, we need to

Think about five fundamental goals you have.

A Leadership-led discourse oriented towards

All firms have an obligation to work towards generating

Write down your Leadership purpose?

1. Where do Ideas Come From.mp4

1. The used future

What is your disowned future?

What are the alternative futures that you see?

Thus the vision fails, because everyone knows the vision is

5. Models of social change

How many uses can you think of for a Tree?

Anticonventional thinking (ACT) _ Jeffrey Baumgartner _ TEDxULB.mp4

Once your 10 minutes are up, combine

Creative thinking - how to get out of the box and

1. What do you think the future will be like? What is

1. What do you think the future will be like? What is

4. What are some alternatives to your predicted or

4. What are some alternatives to your predicted or

1. Mapping - The Futures Triangle

Pull of the Future

Push of the Present Weight of History

3. Timing the Future

The search for the grand patterns of history and the

4. Deepening the Future

Looking to a deeper, worldview of issues using Causal Layered

The problem may in fact be the paradigm itself.

4. Deepening the Future

Worldview change is harder and longer term, requiring

There are two key methods:

6. Transforming the Future

The future is narrowed toward the preferred.

6. Transforming the Future - Backcasting

Backcasting can be used to avoid the worst case

Futures thinking can help shape our PURPOSE.

2. Foresight requires commitment, clarity of purpose and

3. Champions are necessary they signal relevance and forward

4. Good foresight is fundamentally collaborative - i.e. the real

6. Foresight is more about conversations and rich stories about varied

7. Computation and simulation are, however, becoming indispensable

8. And, yes, challenging convention and being or at least including some

13. Finally it is ultimately about communications at every level and

Systems Intent Focused

Systems Perspective - Strategic thinking is built on the

Thinking in Time - strategy is not driven by future

Hypothesis-Driven - in an environment of ever-increasing

Copyright 2012 Pearson Education, Inc. publishing as Prentice Hall 80

Copyright 2012 Pearson Education, Inc. publishing as Prentice Hall 81

Creative thinking involves the need to attend to different

Source: Puccio, et al, (2007) Creative Leadership p. 122

Source: Puccio, et al, (2007)

Source: Puccio, et al, (2007) Creative Leadership p. 114