Analytical and Creative Problem Solving

Analytical Problem Solving Define the problem Differentiate fact from opinions Specify underlying causes Tap everyone for information State the problem explicitly Identify what standard is violated Determine whose problem is it Don’t state problem as disguised solution

Analytical Problem Solving Generate alternative solutions Postpone evaluating alternatives Involve all in generating solutions Specify options consistent with goals Specify short and long term options Build on others’ ideas Specify options that solve problems

Analytical Problem Solving Evaluate and select alternatives Evaluate relative to an optimal standard Evaluate systematically Evaluate relative goals Evaluate effects State the selected option explicitly

Analytical Problem Solving Implement and follow up on the solution Implement timely and in sequence Provide opportunities for feedback Get acceptance of the affected ones Establish an ongoing monitoring system Evaluate based on problem solution

Constraints of APSM Not wholly followed in real life More suited for "computational problems" Straightforward problem Readily available alternative solutions Relevant information available Standards to judge the correctness

Constraints of RPSM Some problems not amenable to a rational analysis Ambiguous and unpredictable outcomes

Constraints of RPSM Problem definition Lack of consensus Uncertainty about definitional perspective Presented as solutions already possessed Confusion between symptoms and real problem Confusing information

Constraints of RPSM Alternatives generation Evaluation one at a time when presented Already known alternatives Acceptance of the first acceptable solution Past successful solutions

Constraints of RPSM Alternatives Evaluation Limited information on each option Closer home search for information Heavy cost in information gathering Preferences of best options not always known Acceptance of satisfactory solution Default selection of solution

Constraints of RPSM Implementation and follow up Difficulty in acceptance of solution Resistance to change Difficulty in deciding aspects of monitoring Need for managing political and organizational processes Long time requirement

Creative Thinking Ability to: Modify self- imposed constraints or assumptions Generate new ideas not yet explored Develop new solutions to old problems Relate old solutions to new problems Define situations in a new way Establish links between two seemingly unrelated things

Vertical Thinking Chooses, evaluates, and judges Looks for one right solution One thing follows directly from another Concentrates on relevance Moves in the most likely direction

Lateral Thinking Moves, changes, and generates Looks for different solutions Makes deliberate jumps Welcomes chance intrusion Explores the best likely direction

Multiple Approaches to Creativity Imagination Be new experimentation, exploration, risk taking, transformational ideas, revolutionary thinking, unique visions Incubation Be sustainable capitalize on teamwork, involvement, coordination and cohesion, empowering people, building trust Improvement Be better incremental improvements, process control, systematic approaches, careful methods, clarifying problems Investment Be first rapid goal achievement, faster responses than others, competitive approaches, attack problems directly

Dimensions of Types of Creativity Imagination Incubation Large Slow Magnitude Speed Investment Improvement Small Fast

Situations for Effectiveness Imagination Be new Need for brand new, breakthrough products, emerging markets, resources needed for experimentation Incubation Be sustainable Existence of a diverse community with strong values, need for collective efforts and consensus, empowered workforce Improvement Be better Requirement for quality, safety and reliability, high technical specialization, effective standardized processes Investment Be first Need for fast results, highly competitive environment, emphasis on bottom line outcomes

Conceptual Blocks Mental obstacles limiting the way a problem is defined and solutions generated Developed through the thinking processes over time and the filtering out of information More constraints with more education, age and specialization

Conceptual Blocks Constancy: tendency to become constant or consistent Vertical thinking: e.g. not being able to view the problem from multiple perspectives One thinking language: e.g. using only one language (such as verbal language) to define and assess the situation

Conceptual Blocks Commitment: tendency to be committed to a particular view or solution Stereotyping e.g. seeing present problems as only the variation of the past problems Ignoring commonalties e.g. not perceiving common features or make connections among elements that initially appear different

Conceptual Blocks Compression: tendency to look at problem too narrowly, screening out too much relevant data, or making assumptions that inhibit problem solving Not distinguishing figure from ground: e.g. not filtering out irrelevant information or not finding needed information

Conceptual Blocks Compression Artificial constraints: e.g. defining the boundaries of the problem too narrowly

Conceptual Blocks Complacency: tendency to be content with very little Non inquisitiveness: e.g. not asking questions to obtain information or to search for data for fear of appearing naïve, ignorant or foolish Non thinking: e.g. a bias toward activity in place of mental work

Individual Barriers Thinking and perceptual pattern Allowing mind to be conditioned into following a dominant pattern (concept prison) Stereotyping – seeing only what is expected Polarising alternatives (either/ or, yes/ no, right/ wrong)

Individual Barriers Feeling and emotional pattern Fear of being evaluated (e.g. looking foolish) Anxiety Defensiveness Inability to tolerate ambiguity Intensive desire for security or order Inability to relax, incubate, ‘sleep on it’

Individual Barriers Beliefs and assumptions ‘The right answer’ ‘That’s not logical’ ‘Follow the rules’ ‘Be practical’ ‘Avoid ambiguity’ ‘To err is wrong’

Individual Barriers Beliefs and assumptions ‘Play is frivolous’ ‘That’s not my area’ ‘Don’t be foolish’

Barriers to Creative Thinking Habits and behaviours Evaluating too quickly Conformity Tempting to find easy solutions Making assumptions and failing to examine them Not challenging the obvious, the tradition, and the rules Following the familiar

Barriers to Creative Thinking Habits and behaviours Evaluating too quickly Conformity Tempting to find easy solutions Making assumptions and failing to examine them Not challenging the obvious, the tradition, and the rules Following the familiar

Barriers to Creative Thinking Attitudes and self concept I know all or nothing I am not/ can not be/ need not be creative

Organisational Barriers Managerial behaviours fostering individual reactions mentioned above An oppressive organisational climate Organisations which stress the consequences of failure Organisational stability

Organisational Barriers A highly centralised organisational structure and rigid hierarchy An organisation that leaves its members little time for thinking and experimenting Widespread ‘them and us’ attitude

Organisational Barriers Group ageing and groupthink Homogeneous group composition Non- visionary leadership.

Creativity and Problem Solving More relevant at the time of Analysing the problem/ situation Generating alternative courses of actions

Creativity and Problem Solving Concept or beliefs of the problem solver about the situation What outcomes are possible? What variables are relevant? Which of the relevant variables are controllable and which not? What constraints apply to them? How the outcomes are related to the relevant variables?

Self Imposed Constraints Constraining beliefs that are in error Impose ‘direction’ on the decision- maker Removal enables the decision- maker to find courses of action

Creative Problem Solving The ability of a person in a choice situation to modify self-imposed constraints so as to enable him/ her to select courses of action or produce outcomes that he/ she would not otherwise select or produce

Creative Problem Solving Stages Preparation Incubation Illumination Verification

CPS Approaches Improve problem definition Elaborate on definitions - generate two or more plausible definitions of the problem; use a question checklist for thinking of alternatives to the accepted definitions Reverse the definition Use synetics (make the strange familiar and familiar strange)

CPS Approaches Improve generation of alternatives Defer judgement (brainstorming): generate alternatives without prematurely evaluating Expand current alternatives: divide a problem into smaller parts and seek alternatives with respect to each part Combine unrelated attributes: morphological forced connections and relational algorithm

CPS Approaches General approaches Approach the problem with an open mind Use lateral thinking in addition to vertical thinking Challenge stereotypes based on past experiences Identify underlying themes and commonalities in seemingly unrelated factors

CPS Approaches General approaches Delete superficial information and fill in important missing information Use several thought languages Avoid self- imposed constraints Be prepared to take risks and to experiment Involve others who do not own your problems