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Confronted with rapidly changing, ambiguous environments, senior managers report that creative problem solving and the generation of new ideas are among the most important and valued traits in their workers. Managers are finding creative, action-based techniques more helpful when facing ambiguity and rapid change than rational—logical techniques designed to reduce uncertainty by collecting and analyzing data. However, imagination has surprisingly been largely neglected in the study of strategy and strategic decision making. This article takes a different approach than previous research. Bringing together research from behavioral decision theory, creativity, and strategic management, it takes an action-based view and posits that organizations should use dynamic, creative action-based decision-making processes to introduce new thinking into organizations that have severe performance problems …