Solving Problems Analytically
and Creatively
B8209
Objectives
Increase proficiency in:
Rational problem solving
Recognizing personal conceptual blocks
Enhancing creativity by overcoming
conceptual blocks
Fostering innovation among others
Self Assessments
Problem Solving, Creativity and Innovation
Class:
Prof: 97 (2007); 106 (2008)
Standards: mean 98.59; class average falls in bottom quartile (101 below)
How Creative Are You?
Class:
Prof: 64 (2007); 59 (2008)
Comparison: mean 55.99; class average is in third quartile (55-64)
Innovative Attitude Scale
Class:
Prof: 75 (2007); 82 (2008)
Comparison: mean 72.41; class average is in third quartile (73-78)
Creative Style Assessment
Imagination: A: ; Prof(14.3)
Improvement: B: ; Prof(30.7)
Incubation: C ; Prof(35)
Investment: D: ; Prof(20)
A Model for Problem Solving
STEP SAMPLE CHARACTERISTIC
1. Define the Problem Differentiate fact from opinion
Tap everyone involved for
information
Avoid stating the problem as a
disguised solution
2. Generate alternative
solutions
Postpone evaluating alternatives
Be sure all involved individuals
generate alternatives
Build on others’ ideas
A Model for Problem Solving
STEP SAMPLE CHARACTERISTIC
3. Evaluate and select an Evaluate relative to an optimal standard
alternative Evaluate systematically
Evaluate relative to goals
Evaluate main effects and side effects
State the selected alternative explicitly
4. Implement and follow Provide opportunities for feedback
up on the solution Engender acceptance of those who are
affected
Establish an ongoing monitoring of the
system
Some Constraints on the Rational
Problem Solving Model
STEP COMMON CONSTRAINTS
1. Define the Problem There is seldom consensus as to the definition of
the problem
There is often uncertainty as to whose definition
will be accepted
Problems are usually defined in terms of the
solutions already possessed
2. Generate alternative Solution alternatives are usually evaluated one
solutions at a time
The first acceptable solution is usually accepted
Alternatives are based on what was successful
in the past.
Some Constraints on the Rational
Problem Solving Model
STEP COMMON CONSTRAINTS
Search for information occurs close to home-in easily accessible
3. Evaluate and
places
select an
The type of information available is constrained by factors such
alternative
as primacy versus recency, extremity versus centrality, expected
versus surprising, and correlation versus causation
Satisfactory solutions, not optimal ones, are usually accepted
Solutions are implemented before the problem is defined
4. Implement Resistance to change is a universal phenomenon
and follow up It is not always clear what part of the solution should be
on the monitored or measured in follow-up
solution Political and organizational processes must be managed in any
implementation effort
It may take a long time to implement a solution
Creativity
A typical adult over 40 years old uses
approximately < 2% of the creative problem
solving a 5 year old child uses.
When was the last time you looked up at the sky and
played the game, “What does that cloud look like?”
as opposed to looking at the sky and thinking, “Ah.
Clouds.”
When was the last time you used a pot as a hat or as a
drum? Couch cushions for building a fortress?
Conceptual Blocks that Inhibit
Creative Problem Solving
1. CONSTANCY
Defining a problem in only one way without
Vertical Thinking considering alternative views
One thinking language Not using more than one language to define and
2. COMMITMENT assess the problem
Stereotyping based on Present problems are seen only as the variations of
past experiences past problems
Ignoring commonalities Failing to perceive commonalities among elements
that initially appear to be different
3. COMPRESSION
Distinguishing figure
from ground Not filtering out irrelevant information or finding
additional needed information
Artificial constraints Defining the boundaries of a problem too narrowly
4. COMPLACENCY
Non-inquisitiveness Not asking questions
Non-thinking A bias toward activity in place of mental work
Creativity Stages
Preparation Stage
Data gathered
Flexibility is KEY
Incubation
No conscious thought here… Time.
Illumination
“AHA!” is recognized.
Verification
Confirmation solution is viable/valid.
Techniques for Improving
Problem Definition
Make the strange familiar and the
familiar strange.
Use analogies (personal, direct, symbolic,
fantasy)
Elaborate the definition.
Generate more than one definition
Reverse the definition.
Visualize result and work backwards
Techniques for Improving
Alternative Generation
Defer judgment
Expand current alternatives
Combine unrelated alternatives
Rational and Creative Problem Solving
CONSTRAINTS
YES •Definitional problems
•Solution-generation problems
•Evaluation and selection problems
•Implementation and follow up
problems RATIONAL PROBLEM SOLVING
•Define the problem
•Generate alternative solutions
•Evaluate and select alternatives
PROBLEM •Implement and follow up on the
ASSESSMENT solution
•Outcomes predictable?
•Sufficient information?
•Means-ends connections CREATIVE PROBLEM SOLVING
Improve Problem Definition:
clear? •Make the familiar strange and the
strange familiar
•Elaborate on definitions
CONCEPTUAL BLOCKS •Reverse the definition
•Constancy Improve Generation of Alternatives:
•Commitment •Defer judgment
•Compression •Expand current alternatives
NO •Complacency •Combine unrelated attributes
Hints (page 186)
Give yourself some relaxation time.
Find a physical space/place.
Talk to other people about ideas.
Ask other people for their suggestions
about your problems.
Read a lot.
Protect yourself from idea killers.
Three Principles for Fostering Innovation
PRINCIPLE EXAMPLES
Let individuals work alone as well as with teams and
1. Pull people task forces
apart; Put Encourage minority reports and legitimize devil’s
people advocate roles
Encourage heterogeneous membership in teams
together Separate competing groups or subgroups
2. Monitor and Talk to customers
Identify customer expectations both in advance and after
prod the sale; Hold people accountable
Idea champion
3. Reward and Sponsor and mentor
multiply Orchestrator and facilitator
roles Rule breaker
Solving Problems Creatively:
Behavioral Guidelines
Use rational problem solving steps when possible.
When creative problem solving is necessary we need to
try to overcome conceptual blocks.
Work on problem definition:
Make the strange familiar and the familiar strange.
Develop at least two alternative definitions.
Reverse problem definitions.
Work on alternatives generated:
Defer judgments, subdivide problem into its attributes,
and combine unrelated problem attributes.
Foster innovativeness in others.
Case: Moving up in the Rankings
To be done in two stages:
1. Analytical Problem Solving
Define the problem – write it down and get consensus
Identify as quickly as possible some good alternative
solutions to the problem – pick your best three to share
with the class.
2. Creative Problem Solving
Apply the creative problem-solving hints in the textbook:
Generate 5 different definitions of the problem.
Apply the creative problem-solving hints and techniques
to generate at least 10 alternative, new solutions.
Discussion Questions
How difficult was it to reach consensus on a
problem statement?
How quickly did the group select three good
alternatives in stage 1?
What creative problem-solving hints and
techniques were most useful?
Which were less useful?
Which can you use in other problems you face in
your everyday life and/or as a manager?
Next Class
Individual Learning Journal #1 is due at the
start of the class.
Team Development Chapter