Chapter 3: Solving Problems Analytically and Creatively How should I figure THIS one out?

Solving Problems Creatively: Objectives Increase proficiency in: Rational problem solving Recognizing personal conceptual blocks Enhancing creativity by overcoming conceptual blocks Fostering innovation among others Copyright © 2002, Prentice Hall

Rational Problem Solving Step 1: Define the Problem Differentiate fact from opinion Specify underlying causes State the problem explicitly Identify what standard is violated Determine whose problem it is Avoid solutions disguised as problems Copyright © 2002, Prentice Hall

Rational Problem Solving Step 2: Generate Alternative Solutions Match solutions to goals Get solutions from everyone involved Build on others’ ideas Specify short- and long-term solutions Postpone evaluating alternatives Specify alternatives that solve the problem Copyright © 2002, Prentice Hall

Rational Problem Solving Step 3: Evaluate and Select an Alternative Evaluate relative to the best standard Evaluate systematically Evaluate relative to goals Evaluate main effects and side effects State the selected alternative explicitly Copyright © 2002, Prentice Hall

Rational Problem Solving Step 4: Implement and Follow Up on the Solution Implement at proper time in right sequence Provide feedback opportunities Engender acceptance Establish ongoing monitoring system Evaluate based on problem solution Copyright © 2002, Prentice Hall

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 Copyright © 2002, Prentice Hall

How to Foster Rationality Among Work Groups 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 Copyright © 2002, Prentice Hall

How to Foster Rationality Among Work Groups 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 Copyright © 2002, Prentice Hall

Limitations of the Rational Problem-Solving Model Time, competing problem demands (firefighting) Ambiguity of the situation, problem Insufficient, inaccurate information “Brain Strain” – information overload History, habit, commitment Specialties and backgrounds of decision makers: perceptual blocks Copyright © 2002, Prentice Hall

Limitations of the Rational Problem-Solving Model Individual differences in cognitive styles Self-interest Money Politics, conflict Need to “break set”... Copyright © 2002, Prentice Hall

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 Copyright © 2002, Prentice Hall

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 Copyright © 2002, Prentice Hall

Conceptual Blocks Inhibit Creative Problem Solving Constancy Vertical thinking – “dig the well deeper” Single thinking language – can you move one stick to create a true equality? Copyright © 2002, Prentice Hall

Conceptual Blocks Inhibit Creativity Commitment Stereotyping based on past experience – “four volumes of Shakespeare” question Ignoring commonalities – what are common terms that apply to both water and finance? ?= Copyright © 2002, Prentice Hall

Conceptual Blocks Inhibit Creativity Compression Artificially constraining a problem – draw one line through nine dots Distinguish figure from ground Copyright © 2002, Prentice Hall

Conceptual Blocks Inhibit Creativity Complacency Lack 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 Copyright © 2002, Prentice Hall

Stages in Conceptual Blockbusting Preparation Incubation Illumination Verification Copyright © 2002, Prentice Hall

Creativity Tips Give yourself relaxation time Find a place 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 Copyright © 2002, Prentice Hall

To Foster Creativity... Principle Examples Pull 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 Copyright © 2002, Prentice Hall

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 Copyright © 2002, Prentice Hall

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. Copyright © 2002, Prentice Hall

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. Copyright © 2002, Prentice Hall

Conceptual Blockbusting Prior to meeting in groups: Generate your statement that accurately defines the problem Develop at least three alternative solutions to problem During group meeting Agree upon “actual” problem Develop a group solution to problem Copyright © 2002, Prentice Hall

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 Copyright © 2002, Prentice Hall

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? Copyright © 2002, Prentice Hall