Dr. Caroline Brookfield

Summary:
Stop settling for sub-par, incremental improvements on old solutions. In this interactive experience, we will explore the prerequisites for creative thinking. 93% of companies prioritize innovation. Yet only 18% of employees feel that they can take the risks at work to be creative. Smell that? It’s the smell of opportunity - for those who are willing to think differently.

We have a big brain for a reason. Let’s use it to pause, get curious, and adapt. Banish status quo thinking and foster collaboration, engagement, and innovation at every level.

Objectives:
Make better decisions despite an outdated reaction to uncertainty.
Amplify curiosity for better business results and collaboration.
Get better ideas from yourself and others by avoiding the biggest pitfall in creative thinking.
Multiply profits and innovation by applying prerequisites for a creative company.

Outcomes
For leaders who are willing to do what it takes for peak performance and disruptive management.

When managers are constantly putting out fires instead of doing the deep work of leading and supporting their teams, innovation gets left behind, and performance suffers. This reactive leadership style, coupled with a workforce resistant to change, fosters an environment ripe for disengagement, lackluster results, and high turnover. Recent studies have shown that only 18% of employees feel empowered to take creative risks at work, underscoring the need for a transformative approach to leadership and innovation.
If you are looking for a fresh approach to building an adaptable, engaged workforce that consistently leads the way, discover the dynamic duo of creativity and tolerance of ambiguity (TOA). Both are important skills, easily trained, but often ignored.
By nurturing tolerance of ambiguity in leaders and teams through creativity, you can turn resistance into a catalyst for growth. Imagine a workplace where employees are not just adaptable to change, but excited by it. Organizations

Despite the hype about canceling all meetings, you need to get your team together so that you can all be on the same page. Nobody loves meetings, but you try to make them interesting, by using icebreakers and fun activities. Your efforts are repaid with subtle and not-so-subtle groans and eye rolls, mixed with bemused and reluctant engagement.
Wouldn’t it be great if an icebreaker not only engaged your team but also had a business purpose? What if you could get that one team member to finally participate?
Let’s look at meetings in a different way. In this session you will learn the basic fundamentals of creative problem solving, and how to apply them to meetings to drive problem solving with a purpose and an actionable outcome.
Teams who collaborate with creativity have higher performance, team cohesion, and engagement. Team members who use their creativity are half as likely to be looking for a new job, and bring their whole selves to work to solve more business challenges.
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