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About this product
- Author(s)Ralph L. Kliem
- PublisherTaylor & Francis Ltd
- Date of Publication15/10/2013
- Place of PublicationLondon
- Country of PublicationUnited Kingdom
- ImprintAuerbach Publishers Inc.
- Content Note11 black & white illustrations, 49 black & white tables
- Weight589 g
- Width156 mm
- Height234 mm
- Spine19 mm
- Format DetailsUnsewn / adhesive bound
- Table Of ContentsCreativity and Project Management Introduction Benefits of Creativity Building Emotional Involvement Generating New Ideas Increasing Teaming Leading to Competitive Advantage Leveraging and Increasing Knowledge Opening Minds Stretching the Performance of People Misperceptions about Creativity Creativity Involves Some Degree of Mental Illness Not Everyone Is Creative Only Individuals, Not Groups, Are Creative Creativity Is Restricted to Certain Fields Only Certain Segments of the Population Are Creative Downsides of Creativity Cause of Anxiety and Fear Challenge Authority People May Leave Upset Team Upsetting the Status Quo Waste of Resources What Exactly Is Creativity? What Is the Relationship between Creativity and Projects? Conclusion Endnotes Creative Thinking Abilities Introduction A Word about Brain Hemispheres Creative Thinking Abilities Cross-Domain Thinking Having Fun Listening to Your Intuition Shifting Perspectives Being an Iconoclast, Even Nihilistic Unlearning and Relearning Looking from the Outside In Reverse Thinking Conceptualizing Embracing Ambiguity Seeing Multiple Answers Defining the Problem Being Observant Tinkering Determining the Essence of Something Being Self-Aware Competing and Collaborating Persevering Shifting Thinking Suspending Judgment Communicating Tools for Project Managers Birkman Model Hartman Color Code Myers-Briggs The Enneagram Multiple Intelligences Models of Creative Individuals Creative Roles Five Mental Skills of Creativity Conclusion Endnotes Groups and Creativity Introduction Characteristics of Creative Groups They Are Synergistic They Have a Diverse Membership They Care Less about the Physical Environment They Avoid Noncontributory Activities They Are Emotional and Logical They Are Collegial and Nonhierarchical They Have Facilitative and Supportive Leadership They Have Fun They Allow the Individual and Group to Coexist They Are Unafraid to Push Boundaries They Are Small in Size They Seek Balance among Creating, Planning, and Implementing They View Failure as a Learning Experience They Know the Priorities They Share Tangible and Intangible Assets They Are Curious They Are True Believers They Have High Esprit de Corps They Adapt Team Tools Organizational Engineering People Styles Typology Six Thinking Hats Conclusion Endnotes Challenges and Constraints Introduction The List Groupthink Mores, Beliefs, Values Fear Mismatch Lack of Tools Lack of Data and Information Too Much and Too Little Training Start and Stop Workflow Impatience Specialization Craving for Predictability Inability to Adapt Poor Communications Poor Coordination Leaping to Judgment Faster, Better, Cheaper Philosophy Stretching Resources Too Thin Silos Focusing on the Past or Future, Not the Present Lack of Sharing Compliant Workforce Hierarchy Not Listening to Inner Voice Taking on Only What Is Known Management's Lack of Responsiveness Success Too Many Positive and Negative Incentives Team Composition Imbalance Dominance of Brain Thinking Infighting Conclusion Endnotes Laying the Groundwork for a Creative Environment Introduction Necessary Actions Establish a Receptive Audience Make Training Available Grant Necessary Access to Data and Tools Concentrate Creative Energy Encourage a Certain Degree of Anxiety and Tension Establish Priorities Encourage Diversity Build and Maintain Trust Support People's Growth Encourage Ownership Stress Communications Emphasize Coordination R
- Author BiographyRalph L. Kliem, PMP, has more than twenty-five years of experience with Fortune 500 firms in the financial and aerospace industries. His vast and varied experience in project and program management includes managing compliance, business continuity, and information technology projects and programs. In addition to being the author of more than 15 books, which have been translated into several languages, he has published more than 200 articles in leading business and information systems publications. Mr. Kliem is an adjunct faculty member of City University in Seattle and a former member of the Seattle Pacific University faculty, an instructor with Bellevue College and Cascadia Community College, and a frequent presenter to the Puget Sound chapter of the Project Management Institute and other professional organizations. He also teaches Project Management Professional (PMP(R)) certification and other project management seminars and workshops in the United States and abroad.
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