chapter 3: solving problems analytically and creatively how should i figure this one out?

Chapter 3: Solving Problems Analytically and Creatively

How should I figure THIS one out?

Copyright © 2002, Prentice Hall 2

Solving Problems Creatively: Objectives

Increase proficiency in:Rational problem solvingRecognizing personal conceptual

blocksEnhancing creativity by overcoming

conceptual blocksFostering innovation among others


Rational Problem Solving

Step 1: Define the ProblemDifferentiate fact from opinionSpecify underlying causesState the problem explicitly Identify what standard is violatedDetermine whose problem it isAvoid solutions disguised as problems



Step 2: Generate Alternative SolutionsMatch solutions to goalsGet solutions from everyone involvedBuild on others’ ideas Specify short- and long-term solutionsPostpone evaluating alternativesSpecify alternatives that solve the

problem



Step 3: Evaluate and Select an AlternativeEvaluate relative to the best standardEvaluate systematicallyEvaluate relative to goalsEvaluate main effects and side effectsState the selected alternative explicitly



Step 4: Implement and Follow Up on the Solution Implement at proper time in right

sequenceProvide feedback opportunitiesEngender acceptanceEstablish ongoing monitoring systemEvaluate based on problem solution


How to Foster Rationality Among Work Groups

Describe the terrain; what does rationality look like, why do you want to go there?

Rehearse rationality regularly within the group

Clearly specify goals, desired outcomes, criteria, values with everyone at the beginning



Help everyone learn to distinguish between a problem and a symptom and a solution

Don’t make decision making a race; rationality is a craft, not a competition

Tap everyone as an information source



Discourage everyone from assuming that they already know the answer; no early conclusions allowed

Ask the first reasonable solution to come in, take a seat, and wait until additional solutions arrive

Invite everyone to consider as many effects of the decision as possible

It ain’t over until the evaluation is sung and the reviews are in


Limitations of the Rational Problem-Solving Model

Time, competing problem demands (firefighting)

Ambiguity of the situation, problem Insufficient, inaccurate information “Brain Strain” – information overloadHistory, habit, commitmentSpecialties and backgrounds of decision

makers: perceptual blocks


Limitations of the Rational Problem-Solving Model

Individual differences in cognitive stylesSelf-interestMoneyPolitics, conflictNeed to “break set”...


Use Creative Problem Solving To “Break Set” When...

no acceptable alternative seems to be available

all reasonable solutions seem to be blocked

no obvious best answer is accessible


Creativity

Involves the use of intuition, ingenuity, insight

Rather than narrowing down to “one best decision,” opening to create new possibilities, many alternatives

Outgrowth of training and experience


Conceptual Blocks Inhibit Creative Problem Solving

ConstancyVertical thinking – “dig the

well deeper”Single thinking language – can you

move one stick to create a true equality?


CommitmentStereotyping based on

past experience – “four volumes of Shakespeare” question

Ignoring commonalities – what are common terms that apply to both water and finance?

Conceptual Blocks Inhibit Creativity

?=



CompressionArtificially constraining

a problem – draw one line through nine dots

Distinguish figure from ground



ComplacencyLack of questioning – when was the

last time you asked three “why” questions in a row?

Bias against thinking – left brain more likely to be used than right


Stages in Conceptual Blockbusting

Preparation

Incubation

Illumination

Verification


Creativity Tips

Give yourself relaxation timeFind a place where you can thinkTalk to other people about ideasAsk other people for their suggestions

about your problemsRead a lotProtect yourself from idea-killers


To Foster Creativity...

Principle ExamplesPull people apart

Put people together

Let individuals work alone

Encourage minority reports

Encourage heterogeneous team members

Separate competing groups

Monitor and prod Talk to customers, identify their expectations

Hold people accountable

Use “sharp-pointed” prods

Reward multiple roles

Idea champion; Sponsor and mentor;

Orchestrator and Facilitator; Rule Breaker


Case Studies

The Sony Walkman – answer questions in textbook – don’t go to next slides until you have done so!

After developing your own ideas, come up with a group plan for fostering this type of innovation in a company like Dow-Corning


The Sony Walkman Finale

Ibuka enlisted the assistance of Morita, then orchestrated a meeting with the tape recorder engineers, the headphone engineers, and Morita. He had persuaded production to make one prototype, and then he simply let everyone listen to music through the headphones. Eureka! He had his idea sold.


The Sony Walkman Finale

At first the product didn’t sell very well in Japan, but when it was exported to the United States – with its skateboarders, joggers, bicyclists, and exercise nuts – it took off like crazy. Soon it became standard fare for every teenager in the country, and for many of their parents as well. In fact, it was the product that most people associated with the Sony name, and at about $100 per unit, it became a large addition to corporate revenues as well.

Ibuka didn’t invent the product, but he was clearly its innovator.


Conceptual Blockbusting

Prior to meeting in groups:Generate your statement that

accurately defines the problemDevelop at least three alternative

solutions to problemDuring group meeting

Agree upon “actual” problemDevelop a group solution to problem


Conceptual Blockbusting

After agreeing on problem and solution, generate AT LEAST 5 other definitions of the problem

Apply creative problem-solving techniques to generate at least 10 new solutions to the problem

Be prepared to report the most creative and insightful solution from your group to the class next week


Discussion Questions – Conceptual Blocks

How difficult was it to reach consensus on a problem statement?

How quickly did the group select a good alternative in stage 1?

What creative problem-solving hints and techniques were most useful in each case?

Which were less useful? Which can you use in other problems you

face?

chapter 3: solving problems analytically and creatively how should i figure this one out?

Documents

problem slide

prentice hall

problem solution slide

problem insufficient

alternative solutions

use creative problem

information source slide

perceptual blocks slide