Thinking About Your Strategic Creative Thinking
By Amy Frazier
A recent Forbes.com article by Holly Green highlighted the role of strategic thinking in effective leadership. Referencing the mad pace of business, she asserted that leaders need to move beyond depending upon what she called “critical” and “implementation” thinking types, to embrace three additional thinking types: “conceptual,” “innovative” and “intuitive.” Green placed these five types together under the larger umbrella of strategic thinking. (The reference in the title of the article to “Five Critical Thinking Types” is misleading; “Five Strategic Thinking Types” is a more accurate description of her theme.)
While there’s some murkiness around her usage of “type” and “skill,” in her article Green does two significant things: she asks leaders to think about their thinking, and, building upon this, she draws awareness to the fact that different types of thinking are called for in different situations. Both of these are valuable propositions.
We can take her recommendations further, however, by offering leaders a deliberate process for applying these two concepts of “thinking about your thinking,” and using different thinking skills while you do.
The most recent adaptation of the classic model for applied creativity, Creative Problem Solving (CPS) does just this. The aptly-named “Thinking Skills Model” uses an approach similar to what Green proposed, but has the advantage of being more explicitly incorporated into the creative thinking process from beginning to end – in Green’s terms from “visualizing” to “implementation.” Drawing upon its CPS lineage, it is also supported by decades of research into the benefits of applied creative thinking.
The Thinking Skills Model (TSM) identifies key cognitive skills which come into play throughout the creative thinking process. They are: diagnostic, visionary, strategic, ideational, evaluative, contextual, and tactical thinking.
Green’s list of thinking types, again, is: critical, implementation, conceptual, innovative, and intuitive.
Of course there are some similarities and differences, and in a longer analysis we would line these up in a straight-on comparison to explore the overlaps and gaps between the two. For the time being, suffice it to say that Green’s on to something when she says “knowing when and how much to utilize each (type) is the hallmark of great leaders.” By aligning different thinking skills to different phases of the creative process, the Thinking Skills Model gives leaders a framework for being able to do this. The result is more effective thinking in complex, open-ended situations such as Green describes.
Effective creative thinking is at the heart of what Green advocates. Yet it’s interesting to note that the words “creative” and “creativity” are nowhere to be seen in her article. This may have been a deliberate choice, in order to avoid the fuzziness often associated with the “c” word, especially in business settings. Using deliberate processes like Creative Problem Solving doesn’t make things fuzzier, however. In fact, it does quite the opposite: it clarifies and strengthens our thinking, especially in these complex and open-ended situations, when we need our creative thinking the most.
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