Module 1: Introduction to the Course and Each Other. We certainly have a wide variety of jobs. Everyone is at different points in the Master's program. This introduction made a saying come to mind, "two heads are better than one." If this is true we should have a great learning experience.
Our first assignment was meeting our classmates online: Elizabeth Barnett- works at Ahold USA in Carlisle as a Fuel Sourcing Analyst and Dispatcher. Kyra Boyd- works for The Hershey Company in the IT department as a Business Intelligence Analytics and Technology Analyst. Ryan Gillespie works at a company called Envirep/TLC. Janelle Greenawalt- is the Director of Human Resources for WellSpan Philhaven. Edward Kolibab- is the Director of Infrastructure and Security for Lebanon Valley College. Kristen Miranda- works at The Hershey Company and was recently promoted to Associate Shopper Engagement Manager of Large and Small format. Jaclyn Moore- graduated from Westminster College in New Wilmington, PA with a degree in accounting in May of last year. Melissa Sherwood- is an employee at LVC and works as a Human Resources Coordinator. Kirsten Wenger - works for The Vanguard Group as a Global Travel and Expense Relationship Administrator.
Our assignment was to watch three TED Talks. The first video was Eric Liu: Why Ordinary People Need to Understand Power-https://www.ted.com/talks/eric_liu_why_ordinary_people_need_to_understand_power?language=en This video really hit home due to resent topic of healthcare reform in the news. Questions came to mind after watching this video. Do those that are making decisions about your healthcare truly have the knowledge to make those decisions? Do we have enough people helping to bring knowledge to everyone and help making these decisions? As future leaders is it enough to go to school and get our degrees? As a healthcare worker we are bound by the decisions made by others and do not always feel it is the best practice for the patient. We are all responsible to come up with ideas on how we can make processes better for others or patients. The second video is Dan Norris: Hear "Yes!" More Often With Science of Influence http://tedxsanantonio.com/
During this video, I found myself writing down the steps that he talked about. Dan Norris mentions that we can use language as a gift. Making people feel good about our interactions will make people want to work with us and be more engaged. It is important to make it personal and give feedback and compliments, be consistent and ask more questions. We have a "huddle board" at work which is a place where issues and ideas are brought to attention for process improvements. The ideas from this video should help teams connect socially and strengthen the team. The third video was Isaac Lidsky: What Reality Are You Creating for Yourself? https://www.ted.com/talks/isaac_lidsky_what_reality_are_you_creating_for_yourself/transcriptlanguage=en
The third video delivered a lot of interesting facts about vision. He took a negative and made it into a positive and set out to achieve his goals. The video would be a good tool to share with co-workers. Some of the interesting insight from the video: fears distort reality, feel comfortable to confront reality with our eyes wide open, be accountable, accept strengths and weaknesses with an open heart, see through fears, see beyond silence, correct and think truly. The end of the video was powerful. As CEO, he is unable to get visual feedback due to his blindness. He stated his blindness has enabled him to develop better verbal communication. There was discussion about my huddle board at work. We discussed if gender mattered and annual employee surveys, how not everyone is meant to be a leader, body language, correct and incorrect ways to phrase messages, children and power structure.
Book Poster Project: We all had to find five different books to use for our book poster. The five that I found at the library were: 1. The one minute negotiator by Don Hutson and George Lucas 2. The 4 disciplines of execution by Chris McChesney and Sean Covey 3. Getting more- how to negotiate to achieve your goals in the real world by Stuart Diamond 4. Making conflict work- harnessing the of power of disagreement by Peter Coleman and Robert Ferguson 5. Getting to resolution- turning conflict into collaboration by Stewart Levine.
After some consideration I decided on book #5 Getting to resolution- turning conflict into collaboration by Stewart Levine. I started reading the book and downloaded a template found by a classmate.
We all started building this journal. This was a whole new experience for me. I started on storify but I was having trouble editing after I started and it was not as easy to use. So I started over using this site.
Several concepts and applications were discovered in this Module. The information included in this journal will serve as a guide to reference. I will also work on having better communication with my staff during our staff meetings. Good advice to follow is to keep in mind that there are generational difference and they can make a difference in the way you deal with staff. https://www.youtube.com/watch?v=6P2nPI6CTlc was a video that was listed to watch. I do agree with our discussion that gender plays a part in power and influence. I will not let power go to my head, however I will use my power to influence positively. I will continue to give compliments and feedback to staff and co-workers. I will use the new information that I received from the Emotional Intelligence class.
Module Two: The Importance of Evaluating Ourselves. The first step In this module was to evaluate ourselves in the following areas: Emotional Intelligence, Creativity, Conflict resolution and negotiating style. Assessment is a great way to help you see your strengths and weaknesses. They provide how to tools: working with your team, effectively talking to your employees, ideas for work and personal life. My scores match how I see myself in my current position. An article that pairs well with this module is: http://asq.org/learn-about-quality/root-cause-analysis/overview/overview.html
What is my take away from this module? Print out my SWOT analysis. It will serve as a reminder of my strengths and weaknesses. I will also use the other SWOT analysis when I apply for future job opportunities. In the discussions the following links was given. http://asq.org/learn-about-quality/root-cause-analysis/overview/overview.html
. The second site useful when I need to use a decision matrix tool. I would also like to check if the Common Ground eight week communications and leadership skills program could be used at our organization. I should never stop learning, and periodically check in and assess myself. When I am doing an assessment remember to be truthful. I would like to incorporate an employee assessment in the upcoming year to strength the supervisor/employee relationship. I will check out the DISC assessments mentioned in the module to see if it is an assessment tool that I could use for my employees. I think the importance of scheduling some quiet, undisturbed time will help to increase my productivity as a supervisor. I did start printing out my calendar of my meetings, the quiet time still needs to be implemented.
Module 3: Conflict. We watched TED Talk: Margaret Heffernan: Dare to Disagree Then, we responded to the following: What did you agree/disagree with in Heffernan's talk? What did you learn about conflict and handling it? How can you apply what you learned in your workplace? What other thoughts do you have about conflict? I found the doctor's findings from this Ted talk astounding. This video brought to mind a question that I deal with all day, everyday. I worry about patients lying to me about the possibility of them being pregnant. As a technologist, you can lose your job if would X-ray a pregnant patient. Margaret talks about how we are likely to surround and seek those who are similar to us. After watching the video I understand that I should invite conflict and it will ultimately help me grow as a person and employee. The idea of facing conflict as a catalyst for change is an excellent idea and I really enjoyed everything about it. "openness alone cannot drive change," "be prepared to change your mind," "don't be afraid of conflict," and "openness is not the end, its the beginning." The greatest take away is to surround yourself with people that are different from you.
I did research on Strategies for Conflict Resolution. I think that a workshop is a good idea. http://centerforresolution.org/advanced-conflict-resolution-for-human-resource/ This site offers to come to your worksite. They address separating the person from the problem, resolving, getting to the root cause, collaborative problem solving, concepts and skills. They advertise to practice exercise in groups. It is a 2 day workshop that gives the group strategies and styles, conflict theories and concepts, benefits of collaborating and tools of collaboration. You could also learn to be a professional mediator. The author of my book has done this. https://www.voaww.org/drctrainins. This is a site that offers a 5 day class to become a professional mediator. the class teaches an 8 stage mediation methods, conflict strategies, communication skills, interest based negotiation, collaborative problem solving, mediator roles, principles, lectures, and coaching demos. If your preference is online learning than you can check out the following online course: http://www.urbantech.org/index-page_id=302.html?gclid=CJ6O_7nQ-dICFduEswodKpsH8g You could buy the program then use it as a tool to combat conflict at staff meetings. Another option is to listen to some Ted talks like the following where the gentleman is listed as a mediator. https://www.ted.com/talks/william_ury This talk could also be used to show a group at a staff meeting. Which of these examples do you think you would find most helpful? I don't think there is just one way to deal with conflict. It is not easy, each situation is different. I think that you have to find some tools you find useful and even practice on a fellow professional before using them a in real situation.
What is the upside of conflict from this module that I will be able to apply? I need to work on improving good communication skills. I should see conflict as an opportunity and create a list of ground rules to use during the conflict resolution. Conflict and work itself can be stressful, humor has it's place in the workplace. I also need to incorporate regular scheduled meetings with employees to give feedback. Employees and supervisors alike can benefit from training, and adding training quarterly to staff meeting. Conflict also exists in written conversations, I will be conscious of the tone of my emails before I send them. I have in the past and will continue to have a peer read an email that is dealing with a conflict before sending it. It is a good idea to take notes while collaborating about a conflict, record conversations about conflicts, and have employees write down notes during conversations about feedback and conflict.
Module 4- Problem Solving and Decision making. The Ted talk in this module was: Tom Wujec: Got a Wicked Problem? First, Let Me Tell You How to Make Toast http://edpsycinteractive.org/papers/1992-huitt-problem-solving-and-mbti.pdf. What did I agree with? The concept of the nodes and links is very simplistic but is really a great concept. If you have a problem you need to solve you ask everyone to draw the nodes and links. Next, have everyone look at all of the nodes. In certain circumstances you would get more ideas than doing it as a group. Everyone's sees a problem different as shown in the video example. I did have something similar to this in one of my classes, but I like how the video brought it all together. This concept is useable for simple or complex problems. I really think that this would be great to add to our huddle boards. I really like how the company took and posted their entire process on all of the walls. An example would be for us to take the process of a patient getting an X-ray and make a node for every step. Next, invite all the departments that are involved in the process and bring their nodes. Once all the nodes have been posted, everyone looks at the nodes and see if there are improvements to the process. This concept could help get everyone involved in their own time, everyone from the schedulers, registration, or technologists. They all play an important role in getting the patient their best X-ray experience possible. I shared this with my director and the CEO.
The research paper I found was personality, styles, and skills for approaching problems and decisions. I have highlighted the key points. “Improving individuals' and groups' abilities to solve problems and make decisions is recognized as an important issue in education, industry, and government. Recent research has identified a prescriptive model of problem solving, although there is less agreement as to appropriate techniques. Separate research on personality and cognitive styles has identified important individual differences in how people approach and solve problems and make decisions. This paper relates a model of the problem-solving process to Jung's theory of personality types (as measured by the MBTI) and identifies specific techniques to support individual differences.” The first thing to consider is the four steps for problem solving: sensing, intuition, thinking, and feeling. The strategy in this paper is to relate a problem-solving process along with individual preferences. Problem solving and decision making include at least four phases: Input, Processing, Output, and review. Personality Type and Problem Solving Introversion: take time to think before talking, be more concerned with their own understanding of the idea. Extraversion: talk through their ideas to clarify them and seek feedback. Sensing: pay attention to facts and select solutions from the past. Intuition: meaningfulness and possibilities of future events and develop new solutions than what worked previously. Thinking: use logic and analysis and value objectivity. Feeling: consider values and feeling and tend to be subjective and how their decisions could affect other people. Individual's preference are either judging or perceiving. Problem-Solving Techniques: Some techniques focus more on logic and critical thinking and apply a scientific approach that uses: Analysis, Backwards planning, Categorizing/classifying, Challenging assumptions, Evaluating/judging, Inductive/deductive reasoning, Thinking aloud, Network analysis, Plus-Minus-Interesting, Task analysis. Other problem-solving techniques focus more on creative thinking: Brainstorming, Imaging/visualization, Incubation, Outcome psychodrama, Outrageous provocation, Overload, Random word technique, Relaxation, Synthesizing, Taking another's perspective, and Values clarification. The paper dives deeper into each of the phases. Temperament What type of temperament is the group? The report gives techniques for the different types of personalities for dealing with a collection of data, details, generating creative options, developing a model of the problem, analyze any alternative. “Each temperament has distinct elements and preferred processes and techniques as well as different needs or weaknesses. If consideration is given to these differences, it increases the likelihood of individual satisfaction with the process and implementation of selected alternatives. Implemented solutions will more likely be effective since they have been considered from all perspectives. In general, there is a need to develop and use a problem-solving/decision-making process that is both scientific and considerate of individual differences and viewpoints.” “The benefits of using this process are general, organizational, and individual. It is an effective way of managing change. The process also provides selection and alternatives.” Time and energy is going to increase to implement this process. Once the time is spent in the beginning the long-term benefits should outweigh the time. This process will help to bring out discussions and allow participants to consider alternatives and develop cohesiveness. It also helps to bring out the strengths and weaknesses of the individuals. What is needed for problem solving? “The knowledge base that is unique to every problem, the foundation is an adequate level of thinking and communication skills, and an organized approach or strategy to solve problems.” I know that I definitely can see how my employees would fit into the different categories. I know that to apply this it will need to really study the information on this paper. We have a lot of situations that we need to think of situations and come up with ideas. I would like to apply this as well as what we listened on the Ted talk. What do you think of this research paper? Can you think of employees that fit into the different styles? Do you think the time that it would take to implement would be worth it? Have you heard of this before?
I did email the Ted talk to the CEO and director. I would like to utilize this concept for our huddles boards. The Ted talk would also help with collaboration without certain employees hijacking the conversations on process improvement. Keep in mind to not forget the little things and break it down. I would also like to share the peanut butter and jelly sandwich interview question with my peers. I will remind myself to be open for new ideas and not all good ideas need to come from me.https://hiring.monster.com/hr/hr-best-practices/recruiting-hiring-advice/interviewing-candidates/legal-job-interview-questions.aspx
Module 5 assignment was to post our Book Poster. This is how mine turned out. I will be using the information that I posted from this book in my role. I have found a lot of great information from everyone's book poster. I would like to print them out. It is like I read several books, however I only had to read one. Conflicts need to be solved in a timely manner, there are emotional and tangible costs when the conflict drags on. I will look for the use the negotiation style that works best for me, while keeping an open mind and not feel like there is a winner and loser in the conflict.
Module 6: Negotiation The first assignment was to watch two TED Talks. The first video was: William Ury: The Walk from "No" to "Yes." the first video had e common theme for negotiating is that you have to have two parties that are willing to work together to get results. In our everyday life we must all take a constructive role. An example given was a tribe that would sit around and keep talking until they reach a resolution. Each party will need to tell their story and what they both need to get to the 3rd side. Unless you come to an agreement there is no winner. It is also a good idea to remind the other party what is at stake if a resolution is not reached. I had a similar situation at work with a fellow employee who would not hold a conversation with me. I started a conversation with her that I valued her role and that I wanted to work together. I was very respectful which seemed to take her off guard. We were able to resolve our differences. Problems that are not resolved will just fester when other people get involved by taking sides, and the conflict grows. The speaker referenced how his talk could be applied to bigger than our little world, and if we all take a part to making life better can make a difference in the world. The second video is about "Lessons from my horse." Negotiation is an opportunity as in the first video when the two parties are willing to negotiate and be flexible. An example that comes to mind is the lawsuits my husband has to deal at his job. We are a society that will not sit at the table to talk, most people get a lawyer involved right away. There is a large emotional cost when we don't negotiate and resolve the situation quickly.
I interviewed a female business director at our organization for the mini-care study about negotiating. We discussed a problem that had to be solved in a work setting, how it was handled, and what might be done differently in a future, similar situation. She has been in imaging most of her life. She was previously in charge of a for profit company owned by physicians. She currently has all of the outpatient imaging service lines reporting to her. The skills sets that she used in her previous position lends herself well. This situation is related to healthcare. A payer would be the insurance companies that set how much they will pay for the services provided. She had a very specific negotiation that took place while she was working for the for profit company. The parties involved were a large commercial payer and her company. There was a conflict when there was a decreased level of reimbursement that this payer was paying for the companies' services. The company wanted to fix the situation quickly due to the money they were losing due to the percentage of reimbursement. The payer knew that they were in the driver's seat and that they were providing the company with the most patients. The company knew that they were providing unique services to the payer. The company provided better access for patients and were aligned with a large hospital organization. The payer was only paying 1.5 percent versus a higher percent by the other payers. Even a half a percent is a lot of money. So the company had an urgency to talk to the payer and negotiate a better percentage. The payer sent unilateral personnel to the first discussion. She said this was their way to not settle too quickly since they had the good end of the deal. The company consulted an attorney after the first meeting. It was quite some time later until they were finally able to arrange a meeting. This time key stakeholders and top industry leaders finally came to a meeting. The director knew that she needed a plan. She had to think about what would happen if they cancelled the contract. Next she had a meeting with a public relations company. She realized she needed a plan in place if they could not come to an agreement. What would they say to the press, patients, and how to safely say no to the payer? So the payer waited to acknowledge. The director while waiting for the meeting did some research. She said that one of the important aspects is to be sure all of data that you are presenting is correct. She proved their position and what affect the fee schedule volume had on both of them. Important questions were asked: What could they come with that would be middle ground, what the new terms would be. She acknowledged she learned a lot through this situation. She said that knowing how to read contracts is very key. She took a class during her Master's program on reading contracts more than once. She said that you need to keep a cool head. Some people take the negotiation personally. She also mentioned that your reactions should be genuine, while not showing emotions. The emotions that you show the other party should be a logical reaction. Keep in mind that it is business and not to take the negotiation personally. She was friends with one of the key stakeholders prior to the conflict. She said that during the negotiation the gloves came off. After the negotiations were over they were able to go back to being friends. Some other key points of our conversations: make sure that you have a clear understanding of the ramifications of the conflict and negotiation. Look for the bad side of the contract, think of the long term of the contract, what is the end to the contract? The end is important for both parties should circumstances change. Do you have the right people at the meeting who have the authority to negotiate at the meeting? What is the method of understanding the contract and data that should be used? What would be you be willing to compromise? I really look up to this professional. There are not many of the professionals in imaging that have her level of understanding of contracts. She said that it took her many years to get to this point.
When discussing negotiation I will remember not to focus on the winning aspect of negotiating. I need to learn to delegate more and say NO if I really am unable to take on a project. The personal aspect of the negotiation process needs to be taken out of the situation. Learn to use the third side when you are negotiating. I liked the idea to come up with questions when you are negotiating then have both parties discuss their answers. It will be helpful to present the data when starting a project and negotiate a timeline and deadlines that you will both be following. Read contracts several time before and think about the bad side of the contract before signing anything. Identify the emotions of both parties, and how those emotions will affect the negotiations.
Module 7 was Creativity In Problem Solving. Creativity does not just mean being an artist. The TED Talk for this module was: David Kelley: How to Build Your Creative Confidence. The speaker used an example that is near and dear to my heart. I worked in MRI for over five years. At times we did have to be creative to talk people through their exam. I have never seen an MRI suite design like the picture that was included. How Doug from GE came up with his idea is similar to how our department will come up with new processes. Like Doug you have to always be listening to what is going around you. We listen to what our patients are complaining about and try and improve the process. When you working in the process you may not see what is wrong. I do agree that some people are more creative. It is from a past experience of a teacher or adult stifling your creativity? It certainly could play a part. I do encourage my grandson to build and use his imagination. Will it help him in the future? Like the speaker, I have seen and find it upsetting when you see the look of disappointment on someone's face when they are told that what they made was no good. That person may have put in a lot of effort into the project and you have just squashed them with criticism. I think that is a good thing that we are not all wired to be a Van Gogh. We need to have people creative in all different aspects of life. I have watched the employees that like their job coming up with the most ideas. I find it hard to believe that Albert Bandura would really be able to get me to hold a snake or spider. The step process that he used made a lot of sense and sounds like a great idea. I did not hear the actual steps that you take to get people more creative.
I found a great site to use for Creativities in companies: http://blog.batterii.com/foster-creativity-culture-nike-3m-pg
Many companies thrive on creativity--even those that might not be in a creative business. Your mission is to find an article or video about a company that uses creative strategies. How 3M, Nike and P&G Are Fostering a Creative Culture. I know that it is more than one company but I really like how the article explains what these companies are doing to make them so creative. I like this opening statement of the article. "First, let's dispel some myths around creativity. Creativity is not the work of a solo genius or those who are deemed "artistic." It can be taught, it can be learned, it can be practiced. Steve Jobs famously said, "Creativity is just connecting things." The author is a designer and was first introduced to concept by the school he attended. The author reminds us that it does not matter if the company is small or large, think how much goes into running the company. So how can they fit creativity into their structure? He lists the top 6 items the companies in this article follow. 1. Give Employees Time To Think. Do you think that giving your employees 30 minutes to just think would be productive. Here are the company examples. I know that we do our huddles every day for 10 minutes. Some days we can come up with 4 new ideas! "At 3M, every engineer gets an hour of time each day to do what they want, whether it’s working on a side project or a hobby. At Maddock Douglas, a company that helps companies develop and market new products, the team is allowed 100 to 200 hours a year for pursuing anything of interest. Software company Atlassian gives employees the opportunity to take “FedEx Days" - paid days off with an expectation of value delivered 24 hours later. The maker of Turbotax, Intuit, also awards employees with time - 3 months of “unstructured time” can be allocated all at once or spread of six months for innovators to explore new ideas. After the invention of Gore-Tex in 1969, WL Gore & Associates, Inc., decided to prioritize experimental innovation (Links to an external site.)Links to an external site. with “dabble time,” which allows employees to spend 10% of their work week on self-selected initiatives. Founder Bill Gore liked to say, "Communication really happens in the car pool." 2. Use Software To Aggregate and Organize Ideas. The name of the software that many of the companies use is called: Batterii. There was a picture of this software in the article. The software allows teams to work together at the same time from different computers. 3. Build New Skills with Internal Teams. This is a concept used to motivate employees. The author gave some examples from a couple of these companies. "At West Paw, a company producing pet products in Bozeman, MT., the entire company takes part in designing and producing prototypes for new products. As a part of this initiative, provide opportunities for your internal teams to learn new methods, like Ethnograhy, Coolhunting or Co-creation. Having your team play an active role, from doing the research in the field or co-designing with consumers helps unlock new ideas and experiences vital to what consumers expect today from brands." 4. Encourage Risk Taking. This one would take me longer to envision is our organization. Being responsible for the health and well being of patients, risk taking does not sound like it would be possible. Other companies feel like this is necessary as you read with the examples. "Sheryl Sandberg’s million-dollar mistake at Google, chronicled by Fortune magazine in an article titled, Chaos by Design, highlights the company’s dedication to innovation and commitment to taking risks even at a very high level with significant money at stake. Larry Page’s response sent a very explicit message to Googlers about what was expected of them. "I’m so glad you made this mistake," he said, "Because I want to run a company where we are moving too quickly and doing too much, not being too cautious and doing too little. If we don’t have any of these mistakes, we’re just not taking enough risk." 5. Encourage Diversity of Thinking. This is so important for any organization. I like the example that was given. I have a hard time seeing how this would be easy to get buy in from employees who have been with the organization for several years and set in their ways. At Ziba, employees get to see different kinds of work (Links to an external site.)Links to an external site. and skills through its Ambassador Program, which sends staff members out for three months to work with different “tribes” and experience the specialties of different team members. Diversity of thinking is important for helping your team see different perspectives and understanding different elements of the business. This past week I did go to Centralized Scheduling's huddle. This is a new concept for our organization. I am the first Imaging Supervisor to go to their department. We were able to collaborate and come up with several ideas that will help the schedulers schedule easier and at the same time get my patients scheduled correctly. One of the new schedulers is coming this week to our department to observe. They will watch some of the exams that they are scheduling so they have some ideas how important of a job they have and how much we rely on them. 6. Align with a Higher Mission. We have a mission statement. I truly believe that I try to follow the mission statement everyday. It is all about improving the health and welfare of the community. I think we are really trying to do this at higher level with our daily huddles. If there is an idea that our group cannot implement it gets elevated to the executives. We are encouraged to try an idea and if it does not work try something else, but at least try. The example in the article: "The software company Intuit, developer of Quicken, Quickbooks, and Turbotax—is very explicit about its mission: "To improve our customers’ financial lives so profoundly they can’t imagine going back to the old way." By aligning with a higher mission, employees feel more motivated to actively pursue innovation. When people feel like they're working on something bigger there's a deeper connection to the work. Deeper meaning makes work more satisfying and enhances employee happiness." I do think this article is something that I could discuss with my employees. You don't have to be a fortune 500 company to be a company that fosters creativity. Like I mentioned earlier some of the points in this article would be difficult to adapt in a fast paced healthcare organization. When I take some of the assessments, creativity is one area I usually have a high score. I love coming up with a new idea how to do a process. I am one of the supervisors that allows my staff to be creative with their schedule. You know what they say about happy employees. I think discussing ideas in a group atmosphere can be amazing. I encourage employees to come up with ideas. I give each employee an electronic thank you for their idea.
There are many avenues of creativity. I think that even mentoring can be a creative opportunity for both parties. I will need to keep my employees passionate and enjoying their jobs, this can help to increase creativity in the workplace. http://www.institute4learning.com/resources/articles/multiple-intelligences/
. I showed staff the video on creativity. I will follow up with them how making the room feeling more welcoming can decrease anxiety for our patients. I will then ask for some ideas how we could do the same for our patients. Another good point was the decrease in anxiety can lead to better creativity. I will need to think about a time that I am given on a project and make a time frame and have check points before I begin. I think that there is higher creativity when the project is started with group think. I do think that people have a fear of speaking up giving ideas and failing. It is our job as leaders to help employees be creative, just like our kids. "All I Really Need to Know, I Learned in Kindergarten." sounds like another interesting book to read. There certainly was a lot of information jammed packed into one course. I have enjoyed all the discussions, Ted talks, the articles, and research everyone has contributed.