Problem solving styles Lecture 4 Organizational Psychology Jolanta Babiak

Problem solving A skill required of every person Manager's job – problem solving job Effective managers solve problems analytically and creatively Different skills are required for each type of problem Does anyone like problems?

How do we usually solve problems? We try to get rid of them as quickly as possible Often, we select first solution that comes to mind: it might be satisfactory but not the optimal We tend to make decisions based on intuition or thin-slice information data We tend to rely on first impressions or instantaneous judgements

Analytical Problem Solving Define the problem Generate alternative solutions Evaluate and select alternatives Implement and follow up on the solution

Defining the problem Differentiate facts from subjective opinions Specify underlying causes Speak with everyone involved to gather as much information as possible State the problem clearly Identify the flaws – violations of standards Determine who owns the problem Avoid stating the problem as a solution

Generating alternative solutions Postpone evaluating alternatives Be sure all involved individuals propose options Specify alternatives that are in line with goals Specify both short-term and long-term options Build on others’ ideas Specify alternatives that solve the problem

Evaluating and selecting an alternative Evaluate relative to an optimal standard Evaluate systematically Evaluate relative ends to desirable goals Evaluate main effects and side effects State the selected alternative clearly

Implementing and following up on the solution Implement at the proper time and in the right sequence Feedback shall be allowed Make sure solution is accepted by those who are affected Establish monitoring system Evaluate based on problem solution

Limitations of the analytical problem-solving model Managers do not always practice all four steps due to different external pressures The four steps do not guarantee solution to every problem They are most applicable when the problem Is straightforward, when alternatives can be defined, when relevant information is available and a standard for judging the correctness of a solution Many managerial problems are not easily identified hence are not suitable to be followed with the analytical model Some problems are not approachable with rational analysis In order to solve such problems a new way of thinking may be required…

Analytical problem solving is focused on getting rid of the problem Creative problem solving is focused on generating something new

Four distinct methods for achieving creativity – competing values framework Flexibility Internal Incubation Be sustainable Imagination Be new External Improvement Be better Investment Be first Control

capitalize on team work Flexibility Internal Incubation Be sustainable capitalize on team work Involvement, coordination and cohesion, empowering people, building trust Imagination Be new Experimentation, exploration, risk taking, transformational ideas, revolutionary thinking, unique visions External Improvement Be better Incremental improvements, process control, systematic approaches, careful methods, clarifying problems Investment Be first Rapid goal achievement, faster response than others, competitive approaches, attack problems directly Control

Creative behaviors and traits Imagination: creation of new ideas, breakthroughs and radical approaches to problem solving; experimenter, speculator, risk taker, entrepreneur, explores, rule breaker, visionary Improvement: developing incrementally better alternatives, clarifying ambiguity associated with a problem, finding ways to improving processes or functions; systematic, careful, and thorough Investment: rapid goal achievement and competitiveness, meet challenges head on, adopt a competitive posture, work harder than competitors, exploit others’ weaknesses, being first to offer product, idea or service; rapid response (with huge investment), competitive maneuvering, being the first mover Incubation: teamwork, involvement, and coordination among individuals, unlocking the potential that exists in interactions among networks of people; fostering trust, empowering others, facilitating group cohesion, connecting, involving and coordinating people

Conceptual blocks to creativity No one of the approaches is best: different circumstances call for a different approach to be employed Most of us are unaware that we can be creative in many ways, but we have a preference towards certain kinds of problems to solve; preference is not the same as ability! Conceptual blocks result from the thinking processes individuals use when solving problems E.g. filtering processes (done unconsciously, mostly beneficial) but inhibit from registering some other kind of information PARADOX! The more formal education and experience on the job individuals have the less able they are to solve problems creatively; due to loosing ability to experiment, improvise or taking mental detours

Example of problem definition and analysis Problem: low morale among members of your team What does this remind me of? What does this make me feel like? What is it similar to? What is this opposite of?

Ways to generate more alternatives Train your fluency and flexibility of thought Fluency: number of ideas or concepts produced in a given length of time Flexibility: diversity of ideas or concepts generated Consider many heterogeneous alternatives Brainstorming Expand current alternatives: subdivision Combine unrelated attributes

Hints for applying problem-solving techniques Give yourself some relaxation time Find a place (physical space) where you can think Talk to other people about ideas Ask other people for their suggestions about your problems Read a lot Protect yourself from idea-killers

Bibliography Robbins, S. P., Judge, T. A. (2013). Organizational behavior. New Jersey: Person education, Inc. Whetten, D. A., Cameron K. S. (2011). Developing Management Skills. New Jersey: Person education, Inc.