Imaginist Decision-Making: PH'1L7

Emerging from the writings of psychologists, psychotherapists, group relations specialists, this approach has become mainstream due to the greater emphasis on creativity and innovation as vital for success.

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The organization is viewed as an instrument of human endeavour: primarily of value insofar as it permits people to express themselves fully and to interact in a personally supportive and socially constructive fashion.

The decision-maker must attune with himself, with his responsibilities, with his environment, and with the issue under consideration—so that as events unfold, he or she can adapt in thought, feeling and action.

The suggestions so far are fine in their way, but they have ignored the most significant factor in decisions: that spark of inspiration and inner commitment on which all genuine achievement depends. The person, that which CEO's laud as "the company's most valuable asset", has been neglected.

Yet everything depends on people. Autonomy is important, but it is not enough; and control is positively counterproductive. People have needs that must be met, potentials which ought to be released, and inner resources which are the source of all productivity.

Achievement requires creativity and cooperation, which only thrive if there is an atmosphere of trust. Morale and success are built on inner confidence, enthusiasm and self-esteem. To maximize both your potential and the achievement of the organization we must harness the power of the imagination.

Decision Process & Typical Terminology

Note: The schema is artificial. Typical imaginistlanguage is highlighted.

Conceptual Stage Imaginist Handling
Start
 Express a felt inner disquiet; or realize that commitment is weak or lacking.
Explore Attune and focus to explore perceptions, feelings and worries of all those involved. Open up the imagination. Share innermost thoughts and personal aspirations with others involved in the issue.
Develop Possibilities Incubate and play with images and any ideas that come.  Use mental exercises (visualization, meditation) or brain-storm in groups.
Resolve Crystallize inspiration.
Reiterate Articulate vision of what is required; and expect personal growth and mutual understanding to develop.
Implement Enthuse and lead with charisma. Interact fully with mutual support to clarify the vision and foster identification with shared aspirations.
Review Monitor self, and engage in mutual counseling. Look for fulfillment of the vision and deep satisfaction with action and its results.
Handle Failure Meditate afresh on the vision to refine it; or re-explore the worry area.

ClosedReminder of the Schema Principles

  1. Start — based on some impulse or impetus to act.
  2. Explore — inquiry or further examination of the issue.
  3. Develop Possibilities — discover and consider alternative courses of action.
  4. Resolve — the moment of decision: based on applying value.
  5. Reiterate — often a more detailed repeat of some (even all) earlier phases.
  6. Implement — actions that put the resolution into practice.
  7. Review — inquiry that occurs during action and afterwards.
  8. Handle Failure — the usual way to overcome failure.

Next step:

► Test yourself and read more on Imaginist decision-making.
► Continue to a review.
► Return to the Summary Table.

Originally posted: 3-Apr-2011