lecture 5 -2 creative problem solving
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Lecture 5 -2 Creative Problem Solving. Essential Reading: Notes in Blackboard + Proctor Chapter 4. Problems ??????. This section covers some of the ideas in use, the most obvious one is, simply ignore it, someone else will solve it for me. - PowerPoint PPT PresentationTRANSCRIPT
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Peter Considine & tc1
Lecture 5 -2Lecture 5 -2Creative Problem SolvingCreative Problem Solving
Essential Reading: Notes in Blackboard + Proctor Chapter 4
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Peter Considine & tc2
Problems ??????Problems ??????
• This section covers some of the ideas in use, the most obvious one is, simply ignore it, someone else will solve it for me.
• These are reasonably formal suggestions, please explain your ways to solve all the creative problems that are present in everyday life.
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Peter Considine & tc3
What Is a Problem?What Is a Problem?Can you answer YES to all 3 questions:
1. Is there an undesirable deviation from what is expected to happen?
2. Do you want to do something about it?
3. Is there anything that can be done about it?
• If so, then a problem does exists. Let’s solve it!
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Peter Considine & tc4
CPS 6 Stage Model of Problem CPS 6 Stage Model of Problem Solving - Solving - Alex OsbornAlex Osborn (1963), (1963),
Stages 1 , 2 & 3.• Objective finding, fact finding, problem finding.
Stage 4.• Idea generation / finding.
Stage 5.• Solution finding.
Stage 6.• Implementation & acceptance finding.
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Peter Considine & tc5
Creative Problem Solving-is it:Creative Problem Solving-is it:
1. Objective finding - define the problem area
2. Fact finding - gather information
3. Problem finding - define the problem correctly
4. Idea finding - generate solutions to the problem
5. Solution finding - evaluate and choose between possible solutions
6. Acceptance finding - implement the chosen ideas correctly
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Peter Considine & tc6
Objective FindingObjective Finding• The objective finding stage essentially
involves divergent thinking to generate a list of problems
• Convergence is then used to identify the most relevant problem areas for further exploration
• 'Hits' and 'hotspots' are identified by questioning – Ownership - is one motivated to solve it? – Priority - how important is the problem? – Critical nature - how urgent is it to solve this
problem?
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Peter Considine & tc7
Fact FindingFact Finding• Next is the fact-finding stage,
where overall comprehension of the problem is increased by collection of relevant information
• This also helps new ideas to be generated
• 'Hits' and 'hotspots' can assist convergence
• The previously identified problem's may now be seen from a new perspective
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Peter Considine & tc8
PROBLEM FINDINGPROBLEM FINDING
• Problem-finding essentially uses the previous stage 'hits' to identify the most productive problem definition possible.
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Peter Considine & tc9
IDEA FINDINGIDEA FINDING
• Idea-finding helps to structure the search for potential solutions
• Mainly divergent activity is used to generate many ideas using a variety of idea-generation aids
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Peter Considine & tc10
SOLUTION FINDINGSOLUTION FINDING
• Solution-finding is basically the choice of ideas that can be transformed into workable solutions.
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Peter Considine & tc11
Acceptance FindingAcceptance Finding• Acceptance-finding is primarily
a divergent activity that helps to implement solutions successfully, such as – Listing potential
implementation obstacles and ways to overcome them
– Developing both preventive actions and contingency plans
– Generating an action plan to implement a solution
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Peter Considine & tc12
Creative Problem-solving processCreative Problem-solving process
Objective Finding
Acceptance Finding
Solution Finding
Idea Finding
Fact Finding
Problem Finding
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Peter Considine & tc13
Scan the environment for problems
Identify objectives
Establish facts
relating to the problem
Define / redefine the
problem
Make use of current and
past experience Compare
performance with
desirtable levels and
what others are achieving
Undertake SWOT
analysis
Ascertain people's
major concerns
Ask Who? What?
Where? When? and
Why? questions
Scan documents, reports and
attend meetings
Obtain different
perspectives on the
problem through
redefinition
Use a variety of
redefinitional techniques:
e.g. laddering, boundary
examination, gola
orientation, 5 W's and H's, Progressive abstarctions, Why method,
etc.
Consider using analytical
techniques - such as:
decomposable matrices,
dimensional analysis, cause
and effect diagrams, etc.
Overview of Objective finding, fact finding & problem finding/definition
Proctor (2005.p74)
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Peter Considine & tc14
Creative Problem-solving processCreative Problem-solving process
Objective Finding
Scan Environment
Compare Past to Present
Compare Current Situation against current objectivesCompare performance with models of desirable outcomesCompare performance with other business area or other firms.
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Peter Considine & tc15
Stage 1 -Problem FindingStage 1 -Problem Finding
• Scan the environments
- external via a PEST analysis
- competitive via Porter’s 5
- internal via resource audit and value chain
• Devise a SWOT analysis
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Peter Considine & tc16
Phase 1Phase 1
• Stage 1 – Objective finding • Ad Hoc listing all the issues for further
discussion• Priority evaluation and Decide on the issues
worth pursuing – (which one to focus on)• Identify SWOT • Map onto a SWOT matrix• Use above to identify objectives and enter on
Matrix
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Peter Considine & tc17
A toy manufacturer – reviews position and strategies – A toy manufacturer – reviews position and strategies – TWOS AnlasysisTWOS Anlasysis
Strengths (S)
1. Strong contacts with suppliers/outlets
2. Well established company image
Weaknesses (W)
1. High Production costs
2. Seasonal sales
Opportunities (O)
1. Film Spin Offs
2. Holidays approaching
How to win major toy contracts using outlets and company name (O1, S2, S2)
How to advertise products so that they will sell all the year round
(O2, W2)
Threats (T)
1. Competition From Abroad
2. Kids now want electronic gizmos
How to use the company name to develop electronic toys to appeal to “techno” kids (T2, S2)
How to reduce costs to compete with threats from foreign companies (W1, T1)
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Peter Considine & tc18
Stage 1 - Problem FindingStage 1 - Problem Finding
“Screening Method”• Ad hoc listing screened by scoring each problem
(0=irrelevant, 5=important)
- Is it considered large?
- Is a solution deemed urgent?
- Does it involve the org’n in losses or added costs?
- Will customer appreciate the removal of the problem?
- Will the org’ns image be enhanced?
- Will the org’ns internal morale benefit?
• Total the score: higher score = greater priority
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Peter Considine & tc19
Creative Problem-solving processCreative Problem-solving processObjective Finding
Acceptance Finding
Solution Finding
Idea Finding
Fact Finding
Problem Finding
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Peter Considine & tc20
Creative Problem-solving processCreative Problem-solving process
Objective Finding
Acceptance Finding
Solution Finding
Idea Finding
Fact Finding
Problem Finding
State Problem as In What Ways Might (IWWWM)
Record relevant Who? Why?
What? When?
How?
Use answers to create redefinitions
Select Best Re Definitions
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Peter Considine & tc21
Stage 2 – Fact FindingStage 2 – Fact Finding“W.W.W.H.W.W.”“W.W.W.H.W.W.”
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Peter Considine & tc22
Stage 2 – Fact findingStage 2 – Fact finding“W.W.W.W.W.H”“W.W.W.W.W.H”
• Who?
• Where?– Is it confined to the organisation?– Is it confined to one part of the world/country?– Is it confined to one distribution outlet?
• What?– What parts can it be divided into?– To what other problems does it relate to?– What is the total situation of which this problem is a part?– What is the dimension of the problem? (small, medium, large)– What will happen if it is not solved?– What will happen if the solution is delayed?
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Peter Considine & tc23
Why? & When?Why? & When?
• Why?– Did it occur in the first place?– Was it not recognised earlier?– Did the org’n not try to solve it either?
•When?– Was it first noticed?– Does this timing have any significance?– Is there a seasonal element?
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Peter Considine & tc24
How?How?
• Did it come to be recognised?
• Does it effect the organisation performance?
• Was it dealt with previously? (if at all)
• Was it prevented from occurring/ reoccurring in the past?
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Peter Considine & tc25
Fact Finding ContFact Finding Cont
• Use answers to create redefinitions– Eg where does the problem arise, when is
it most obvious etc etc– Exercise
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Peter Considine & tc26
DIMENSIONAL ANALYSISDIMENSIONAL ANALYSIS
State the problem
Write downdifferent
descriptions ofthe problem as
questions
Answer listedquestions
Considerimplications of
answers given forsolving the
problem
Select areas mostrelevant to the
problem forfurther analysis
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Peter Considine & tc27
Dimensional AnalysisDimensional Analysis
• How big/ wide is the problem (Jenson, ’78)– Define the limits, boundaries and
dimensions of the problem– S.S.Q.QT aspects
• Substantive • Spatial • Qualitative• Quantitative• Temporal
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Peter Considine & tc28
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Peter Considine & tc29
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Peter Considine & tc30
Further ReadingsFurther Readings
• Proctor, T.(2005). Creative Problem Solving for Managers. Routledge Ch 4
• Bills & Genasi (2003) Creative Business- achieving your goals through creative thinking and action. Palgrave MacMillan