**1. Introduction**

Creativity is an attitude [1], even more, studied in the world competing with leadership, the most studied concept of all time. Both realities have a common denominator: They are innovation stimulators [2] and use technology to develop people and organizations. These have to make business and contract people to give new ideas and take decisions, and in what concern with this last element, the decision making is fundamental to leave organizations to make up mind itself. So what is creativity in decision making? Does it depend on leadership to innovate? Does it depend on the decision, nature, or level, itself? What kind of creativity do we need to make good decisions? It seems a higher kind of creativity originates from excellent decision making if we explore several possibilities or identify the necessary fundamentals to understand this problem. To understand this we believe that creativity and decision determine the impression of people's attitudes to creating namely social status, attitude in general and power, prestige, opinion, and decision [3]. As we leave in a turbulence era of big unknown changes, people try to solve the problems taking the decision making as a reference but supporting through a creative attitude; in other words, to develop overcome and resilience creativity help to highlight the evident factors that must overcome information limitations and prejudices that compromise decision making [4].

The creativity approach has an origin in lateral subject perspectives that characterize the relationship between people that use the brain to bring people together to a new world or a new form of human life [5] using to make up their minds and change their behaviors empower that relationship bringing reality closer to thought. This presupposes competencies learning, replacing inertia with activity in people establishing connections and turning every day into opportunities [6]. But what about creativity and decision-making? Observing the Eisenhower Matrix [7] we can see two important aspects: importance and urgency, but we know importance is a good catalyst for decision [8], and urgency is important for critical decision [9], so it seems us, to prioritize factorially, we'll need the creativity support. According to this, the greater the importance and the lower the urgency, the decision is based on a schedule, if the importance and urgency are low, it is best not to decide, if the importance remains low and the urgency is high, we decide to delegate to someone, if the importance and urgency are high, then you must decide, and now!
